Accreditation Report

Lenexa Fire Department

9620 Pflumm Road

Lenexa, Kansas-66215

USA

This report was prepared on July 7, 2017

by the

Commission on Fire Accreditation International

for the

Lenexa Fire Department

This report represents the findings

of the peer assessment team that visited the

Lenexa Fire Department

on May 7-11, 2017

Peer Assessment Team

Thomas J O’Brien, Team Leader

Dan Hagedorn, Peer Assessor

John Grier, Peer Assessor

Erik Kramer, Peer Assessor

(i)

TABLE OF CONTENTS

EXECUTIVE REVIEW .................................................................................................................. 3

CONCLUSIONS ............................................................................................................................. 7

RECOMMENDATIONS ................................................................................................................ 8

OBSERVATIONS ....................................................................................................................... 12

Category I — Governance and Administration ............................................................... 12

Category II — Assessment and Planning ........................................................................ 13

Category III — Goals and Objectives .............................................................................. 16

Category IV — Financial Resources ............................................................................... 18

Category V — Programs .................................................................................................. 19

Criterion 5A – Community Risk Reduction Program .................................................. 19

Criterion 5B – Public Education Program ................................................................... 20

Criterion 5C – Fire Investigation, Origin and Cause Program ..................................... 20

Criterion 5D – Domestic Preparedness, Planning and Response ................................. 21

Criterion 5E – Fire Suppression ................................................................................... 21

Criterion 5F – Emergency Medical Services (EMS) ................................................... 27

Criterion 5G – Technical Rescue ................................................................................. 33

Criterion 5H – Hazardous Materials (Hazmat) ............................................................ 35

Criterion 5K – Wildland Fire Services ........................................................................ 41

Category VI — Physical Resources ................................................................................. 42

Category VII — Human Resources ................................................................................. 44

Category VIII — Training and Competency ................................................................... 46

Category IX — Essential Resources ................................................................................ 47

Criterion 9A – Water Supply ....................................................................................... 47

(i)

Criterion 9B – Communication Systems ...................................................................... 48

Criterion 9C – Administrative Support Services and Office Systems ......................... 49

Category X — External Systems Relationships ............................................................... 49

Organizational Chart ........................................................................................................ 51

EXECUTIVE REVIEW

PREFACE The Lenexa Fire Department recently received candidate status. In January of 2017 the department

asked the Commission on Fire Accreditation International (CFAI) for a site visit to determine if it

could be recommended for accreditation. On February 2, 2017, the CFAI appointed a peer assessment

team. The peer team leader approved the department’s documents for site visit on April 6, 2017. The

peer assessment team conducted an on-site visit of the Lenexa Fire Department on May 7-11, 2017 In preparation for the onsite visit, each team member was provided access and reviewed the self-

assessment manual, standards of cover (SOC), community risk analysis, and strategic plan posted by

the Lenexa Fire Department on the Center for Public Safety Excellence (CPSE) SharePoint site. This

documentation represented a significant effort by the staff of the department and other community

agencies. The department did not use a consultant to assist it with completing the documents required

for accreditation. SUMMARY

The CFAI has completed a comprehensive review and appraisal of the Lenexa Fire Department based

upon the ninth edition of the Fire & Emergency Service Self-Assessment Manual (FESSAM). The

commission’s goals are to promote organizational self-improvement and to award accreditation status

in recognition of good performance. The peer assessment team’s objectives were to validate the

department’s self-assessment study, identify and make recommendations for improvement, issue a

report of findings, and conclude if the department is eligible for an award of accreditation. The peer assessment team followed CFAI processes and the Lenexa Fire Department demonstrated

that its self-study accreditation manual, community risk analysis, SOC, and strategic plan met all core

competencies and criteria. The peer assessment team recommends accredited agency status for the

Lenexa Fire Department from the Commission on Fire Accreditation International. The department has enjoyed many successes and validated numerous strengths in its strategic

planning and SOC processes over the last five years. The department uses an integrated process of

strategic planning, SOC, annual performance indicators, and the capital improvement plan to meet

community and governing body’s expectations for quality service. The collective plans are reviewed,

evaluated, and updated on an annual basis and future needs are identified and projected in subsequent

budget requests.

The department’s SOC processes have evolved since the department’s original accreditation in 2002

with appropriate adjustments made through the implementation of necessary improvements, to match

available resources for the identified fire and non-fire risks and related expectations in the

community. The department’s response districts are clearly defined and divided into demand zones

for the purpose of planning and evaluation. The SOC appropriately identifies the city as having a urban population density in the eastern and

central parts of the city, with a rural population density in the western part of the city. There are

appropriate benchmark and baseline statements in place that identify and measure all components of

the total response time continuum based on population densities and associated risk. The department

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has completed a comprehensive assessment of the related critical tasks associated with these response

expectations. The department periodically assesses its response programs and data to ensure

alignment with its standard of cover and strategic planning goals. The department and its automatic

aid partners have the resources and strategic locations to meet their stated response objectives.

The peer assessment team identified opportunities for improvement that are captured in the

recommendations section and in the observations and performance section of the report. These

recommendations flowed from discussions, interviews, and a review of department supplied

documentation to support its self-assessment conclusions. The department demonstrated its keen

desire to immediately implement plans to address opportunities for improvement. At the last

accreditation visit it was noted that the department needed to move to the 2012 International Fire

Code from the 2006 version. As of this visit, the city and department has not adopted the 2012 ICC.

The department understands this is a vital move and has worked in collaboration with city

administration and the community development department in a cooperative effort to find the most

appropriate time for code transition. Transition accounted for financial impacts and progressive

capacity to support local market growth. The City has formal plans to adopt the 2018 ICC in the fall

of 2018. The plan includes a review and evaluation of the 2018 codes over the following several

months concluding with the adoption within the 4th quarter of 2018. This plan has full support from

city administration, community development department, and the fire department.

The peer assessment team observed a strong commitment by the department to the CFAI

accreditation process and, in particular, to ensuring appropriate succession training for the

accreditation manager position. Past accreditation participants actively support the current manager

through this process. The current accreditation manager has the support of the fire chief and utilizes

many staff and shift members as the process evolves. There is a succession plan in place to select a

replacement for the next accreditation manager. Several members of the department regularly act as

peer assessors for CFAI. These approaches ensure continuity, more direct access to quality

improvement with similar organizations, and the engagement of a broader spectrum of the

department. The peer assessment team had meetings with the city officials and other parties who have a role in the

accreditation process. Individually and collectively they expressed a long-standing interest in the

process, having been engaged and involved from the outset of the department’s journey towards

accreditation. There is clearly a commitment to continue to follow and support the implementation of

identified opportunities for improvement. It can be anticipated that all representatives will be strong

supporters and network participants as the full benefits of going through the self-assessment process

are realized and built on in the future. Lenexa Fire Department has a formal and informal communication process between the fire chief,

city staff, city administrator, and governing body that has served the community well. The process

has included annual city administrative team and governing body retreats to conduct service and

program planning. Budget presentations have been developed, delivered and submitted for governing

body approval. Composition

Lenexa is a progressive, vibrant city located 12 miles south of the Kansas City, Missouri metro area

that blends a small-town atmosphere and a strong sense of belonging with the best of city life. The

city is 34.3 square miles with a residential population of 52,490 (2015 estimate) and 48,160 (2010

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Census actual) and swells to an estimated day-time population of approximately 150,000 with a

strong commercial and light industrial presence. The city is well-planned, safe, health conscious, and

environmentally aware with convenient access to expansive open space, parks, lakes, and trail

systems.

Residents are drawn to Lenexa in part because it is an attractive and safe city with a rich history and a

strong sense of community. Known as the city of festivals, the city hosts numerous celebrations and

events each year, which draws visitors from all the greater metro area and beyond. Lenexa has been

ranked by the ETC Institute, a community-based market research firm, as the leader in the Kansas

City metro area for citizen satisfaction of city services when compared to the surrounding cities. The city is currently home to over 3,000 small and medium sized businesses as well as over 20

Fortune 500 companies. Ten of these companies represent nearly 15 percent of the tax revenue for the

city. The city is also home to Meritex, a unique employer and commercial complex. Meritex is a

subsurface business park offering over 3 million square feet of potential office, light industrial, and

warehouse space. Currently, approximately 1.7 million square feet of space is developed. The

complex is thriving because it offers the commercial space at half the per square foot cost of a

traditional property. The Lenexa Fire Department is an integral part of the city and maintains a close relationship with its

citizens. The department operates from 5 strategically located fire stations with 91 authorized career

uniformed staff and 1 civilian. The department has long been known as a progressive leader in public

safety innovation and lives the continuous improvement model daily with its initial accreditation

earned in 2002. Of notation to the peer team was the observation that department has continued to

utilize and revise the entire process up to and including this accreditation visit. The department responded to a total of 5,681 emergencies in 2016 including: 179 fire calls (3.2

percent); 3,873 emergency medical service (EMS) calls (68.2); and 1,629 miscellaneous calls (28.6

percent). Servicing these calls in 2016 resulted in a total of 12,200 unit movements. The department

does not provide emergency medical service (EMS) transports.

In 2014 the Insurance Services Office (ISO) visited the city to rate its public protection classification.

The outcome of the visit was awarding of a Class 1.

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Government

Council-Administrator form of government

Mayor and 8 Councilors

City Administrator

Fire Chief Fire Department

5 fire stations

91 authorized uniform and 1 civilian personnel

3 shift system

Staffed Resources

2 engine companies

2 quint companies

1- tiller ladder

2 fire medic companies

1 battalion chief

Non-staffed Units

Multiple ready reserve apparatus Daily Minimum Staffing (All Stations): 20

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CONCLUSIONS The self-assessment manual produced by the Lenexa Fire Department was of high quality. The

manual represented a significant effort by the staff of the department to produce and present a

quality document.

The Lenexa Fire Department demonstrated that all core competencies were met and received

a credible rating.

The Lenexa Fire Department demonstrated that all applicable criteria were met and received a

credible rating.

The peer assessment team recommends accredited agency status for the Lenexa Fire

Department from the Commission on Fire Accreditation International.

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RECOMMENDATIONS The peer assessment team conducted an exit interview with the agency consisting of city officials, the

fire chief, the accreditation manager, and most of the staff that participated in the self-assessment

study. The purpose of the meeting was to review the team’s findings and recommendations. The

department was given an opportunity to respond to any errors in findings of fact. Strategic Recommendations

Strategic recommendations were developed from information gathered from the on-site assessment

visit and the evaluation of the criteria and core competencies.

Category III: Goals and Objectives Criterion 3A: Strategic Planning

Core Competency

3A.1 The fire service agency has a published strategic plan

It is recommended that the department strategic plan be amended and re-published to reflect a

more stringent plan for adopting the most up-to-date International Fire Code. Criterion 3D: Measurement of Organizational Progress

Core Competency

3D.1 The agency’s goals and objectives are examined and modified at least annually for

quality and to ensure they remain current and consistent with the agency’s mission,

vision, and long range plan(s).

It is recommended that the department adopt the most up-to-date International Fire Code to

maintain current and consistent with the agency’s mission.

Category V: Programs Criterion 5A: Community Risk Reduction Program

Core Competencies

5A.1 The authority having jurisdiction has an adopted fire prevention and building code(s).

It is recommended the agency consider forming a formal transition program to adopt a newer

version of fire prevention and building code.

5A.3 The program has sufficient staff with specific expertise to meet the community risk

reduction program goals, objectives and identified community risks

It is recommended the agency formalize education and certification requirements for all

positions within the scope of community risk reduction. All positions within community risk

reduction have defined and credentialed knowledge, skills, and abilities.

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Criterion 5C: Fire Investigation, Origin and Cause Program

Core Competency

5C.3 The program has sufficient staff with specific expertise to meet the fire investigation

origin, and cause program goals, objectives, and identified community risks.

It is recommended the agency develop a written formal description of required education and

certifications to allow personnel to function autonomously as an investigator. Criterion 5F: Emergency Medical Services (EMS)

Core Competency

5F.1 Given its standards of cover and emergency deployment objectives, the agency meets

its staffing, response time, station(s), apparatus, and equipment deployment objectives

for each type and magnitude of emergency medical incident(s).

It is recommended the agency and city administrators revisit the contract with Johnson

County to mirror the agency’s stated response time minimums at the 90th

percentile for all

requests where the agency is dependent on Johnson County EMS (JCEMS) units to fulfill its

effective response force (ERF) for EMS requests.

Category IX: Essential Resources Criterion 9C: Administrative Support Services and Office Systems

Core Competency

9C.5 Organizational documents, forms, standard operating procedures or general guidelines,

and manuals are reviewed at least every three years and updated as needed for all

agency programs.

It is recommended that the department have a more formalized process that ensures that each

guideline is reviewed within the set time.

Category X: External Systems Relationships Criterion 10B: External Agency Agreements

Core Competency

10B.1 External agency agreements are reviewed on an annual basis and revised as necessary

to meet objectives.

It is recommended that the department adopt a more stringent plan of documentation that

agreements have been reviewed on an annual basis.

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Specific Recommendations

Specific recommendations were developed from the appraisal of performance indicators in each of

the ten categories.

Category V: Programs Criterion 5K: Wildland Fire Services

Performance Indicator

5K.3 The agency has developed a wildland risk assessment including: a fuel management

plan, fire adaptive communities plan, and an inspection and code enforcement

program.

It is recommended the agency reevaluate its service area for any wildland to urban interface

areas.

Category VI: Physical Resources Criterion 6A: Physical Resources Plan

Performance Indicator

6A.1 The development, construction, or purchase of physical resources is consistent with

the agency’ s goals and strategic plan.

It is recommended that the Lenexa Fire Department communicate the distribution and

concentration concerns with the city leadership, in particular the need for an additional station

or the relocation of a station to close the identified gap with attention to planning zones 62, 85

and 86 in the urban (east) planning demand zone.

Category VIII: Training and Competency Criterion 8B: Training and Education Program Performance

Performance Indicator

8B.2 The agency provides a training schedule that meets the organization’s needs.

It is recommended that the department create a more formalized training program with their

mutual and automatic aid companies.

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Category IX: Essential Resources Criterion 9A: Water Supply

Performance Indicator

9A.7 Public fire hydrants are inspected, tested, and maintained in accordance with

nationally and internationally recognized standards. The agency’s fire

protection related processes are evaluated, at least annually, to ensure adequate

and readily available public or private water.

It is recommended that the department receives documentation that hydrants were inspected,

tested, and maintained according with nationally and internationally recognized standards.

Category X: External Systems Relationships Criterion 10A: External Agency Relationships

Performance Indicator

10A.2 The agency’s strategic plan identifies relationships with external agencies/systems and

their anticipated impact or benefit to the agency's mission, operations, or cost

effectiveness.

It is recommended that the department work with community development to adopt the most

up-to-date International Fire Code.

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OBSERVATIONS

Category I — Governance and Administration

The city of Lenexa currently operates under the council-administrator form of governance. The fire

chief reports to the city administrator. The city administrator submits the department’s annual

operating budget, capital expenditures, and core service goals and performance indicators to city

council for consideration and approval. The fire chief enjoys a well-established and open line of

communications to the city administrator and governing body.

The governing body and/or agency manager is legally established to provide general policies to guide

the agency, approved programs and services, and appropriated financial resources. The Lenexa Fire Department is legally established under a city ordinance and complies with local,

state/provincial, and federal requirements. The legal requirements are monitored for changes to

ensure compliance is maintained. A city organizational structure exists to guide and manage the city

and within that structure are special bodies that are defined to aid department heads. The governing

body maintains a policy perspective and authorizes staff to deliver program and services to achieve

established organizational mission, values, and governing body goals, following a defined code of

ethics. Communication occurs between the governing body and staff during the budget process,

planning meetings, and other forums.

The Lenexa Fire Department works in conjunction with the finance, human resources, and legal

departments to ensure compliance with local, state/provincial, and federal laws. Some of these

entities including Equal Employment Opportunity Commission, Americans with Disability Act, Fair

Labor Standards Act, Health Insurance Portability and Accountability Act of 1996 (HIPAA), and the

Family and Medical Leave Act to name a few. The department has effectively adhered to all polices

and remained compliant with local, state/provincial, and federal laws. The human resources

department, financial department, and legal department have partnered with the department to remain

proactive in these areas.

The organizational structure aligns with and supports the agency’s mission, purposes, goals,

strategies, and objectives. The Lenexa Fire Department has an established administrative structure to

accomplish the mission, goals, and objectives. The department is organized into four major divisions:

operations, prevention, professional development, and administration/emergency management. The

strategic plan guides the achievement of the organizational mission, goals, and objectives. Financial,

physical, and human resources are allocated to meet the mission, goals, and objectives of the agency.

There are four division chiefs assigned to these divisions. The division chiefs report directly to the

fire chief. There is an administration/emergency management division that is responsible for finance,

human resources, and emergency management, with a battalion chief of logistics assigned under this

division and is responsible for station, apparatus, vehicles, and equipment acquisition and

maintenance. The operations division is responsible for the delivery of fire, emergency medical,

technical rescue, and hazardous materials services from five fire stations. This division is then sub-

divided into three operational shifts that are each supervised by a fire battalion chief. The prevention

division is responsible for fire code enforcement, building plan review, fire inspections, fire sprinkler

and alarm system approval, and community fire education. A professional development division is

responsible for information and technology, training and education, and accreditation. A battalion

chief of fire and EMS operations, training, and credentialing is assigned to the professional

development division and is responsible for departmental training and education programs.

Category II — Assessment and Planning

There are five formal plans utilized in assessment and planning including the strategic plan, the

standards of cover, the capital improvement plan, the vehicle replacement plan, and the equipment

master plan. In addition, there is an annual budget document. Each plan sufficiently identifies goals,

objectives, actions, and timelines. Additionally, the department clearly demonstrates that it

consistently tracks progress toward stated goals and objectives. While the various plans run for

dissimilar effective cycles, the agency is striving to manage plan alignment and connectedness using

divisional goal sheets and planning meetings. The Lenexa Fire Department (LFD) has defined

response service areas. Formal agreements have been approved to provide and receive automatic and

mutual aid. Response time standards have been developed for defined areas that will be further

divided into specific planning zones in the future. The planning zone methodology considers specific

characteristics in zones about information (e.g., population, transportation, geography, hazards, and

risks) derived from both risk analysis and material provided by Environmental Systems Research

Institute. Additional station response area considerations include the identification of critical

infrastructure and socio-economic demographics. Varieties of public safety programs have been

developed, delivered and documented to address risk reduction needs within the city.

The agency collects and analyzes data specific to the distinct characteristics of its legally defined

service area(s) and applies the findings to organizational services and services development. The

Lenexa Fire Department has divided the community into three geographical planning areas. The 3

planning areas (east, central, and west) are further divided into 43 one-mile square grids (planning

zones). Each grid is evaluated for fire, emergency medical service, hazardous materials, and technical

rescue demands and is documented through the department’s Community Risk Assessment/Standards

of Cover. The organization of the community, based on planning areas and planning zones, has

provided the ability to evaluate and analyze data to ensure organizational goals and objectives are

being met. The Lenexa Fire Department’s three planning areas (east, central, west) are defined by their

population density found in the Community Risk Assessment/Standards of Cover. The planning areas

represent two different population densities, urban and rural. The population densities are used in the

development of the department’s total response time standards included as the baseline and

benchmark objectives. The east planning area, designated as urban based on population with more

than 2,300 individuals per square mile, is the most developed and has the greatest density of

structures, population, and call demand. The LFD establishes total response times for the east

planning area based on the urban population standards. The central planning area is rapidly

developing with both residential and commercial occupancies with a current population density of

approximately 620 individuals per square mile. The LFD establishes total response times for the

central planning area based on the urban population standards. The west planning area is rural with an

average of about 270 individuals per square mile with both residential and commercial construction

becoming more established. The LFD establishes total response times for the west planning area

based on the rural population standards. The city of Lenexa has effectively evaluated population

density of each planning area though the use of population estimates found in the City of Lenexa

Community Data Profile. Development of the LFD’s three planning areas with total response time

standards based on population densities has been effective.

The agency identifies and assesses the nature and magnitude of all hazards and risks within its

jurisdiction. Risk categorization and deployment impact considers such factors as cultural, economic,

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historical, environmental values, and operational characteristics. The Lenexa Fire Department utilizes

two methods for identifying, assessing, categorizing, and classifying risks throughout the community

or area of responsibility. These two methods are documented and referenced in the Community Risk

Assessment/Standards of Cover. The first method is a tri-axial approach by assessing the probability

for risks regarding their occurrence, the consequence the risks will have on the community, and the

impact that these events will have on department resources. The tri-axial measurement approach uses

a modified Heron’s Formula (to insert numerical values based on the three measurements listed

above to produce a qualitative mathematical representation in the form of a tetrahedron triangle. The

second method uses Vision Software to evaluate the Occupancy Vulnerability Assessment Profile

(OVAP) for occupancy-specific risk determination. The frequency and probability of occurrence of

service demands have been identified in each planning zone. All incident information is entered and

maintained in the department’s Firehouse Software system. Utilization of the Heron’s Formula has

allowed the department to define risks and measure the probability of occurrence, consequence to the

community, and impact to the department within each planning zone and the department continues to

apply credible methodologies to identify, assess, categorize, and classify community risks. The Community Risk Assessment/Standards of Cover breaks down each level of risk by planning

zones utilizing information from the OVAP scores. The two risk assessment methods adopted by the

department have adequately identified community risk. The analysis of the OVAP and the modified

Heron’s Formula data has improved understanding of risk demands in each planning zone, which is

reflected in the standard of cover document.

Currently, all code-enforced occupancies have been assessed using OVAP which shows a

tremendous effort by the department to evaluate the risk level. Most all code-enforced occupancies

are of a moderate risk level. The agency identifies and documents the nature and magnitude of the service and deployment

demands within its jurisdiction. Based on risk categorization and service impact considerations, the

agency’s deployment practices are consistent with jurisdictional expectations and with industry

research. Efficiency and effectiveness are documented through quality response measurements that

consider overall response, consistency, reliability, resiliency, and outcomes throughout all service

areas. The agency develops procedures, practices, and programs to appropriately guide its resource

deployment. Given the levels of risks, area of responsibility, and demographics, the Lenexa Fire Department has a

documented methodology to provide consistent service through the incident response matrix based on

incident and occupancy type. Automatic aid and mutual aid agreements assist the department in

achieving service level objectives throughout the response area. Resource distribution and

concentration is derived from volume and probability of service demands. A summary of the

department’s distribution factors is in the Community Risk Assessment/Standards of Cover. The Lenexa Fire Department uses a modified version of the National Fire Protection Association

(NFPA) 1710: Standard for the Organization and Deployment of Fire Suppression Operations,

Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments as the operational benchmark for emergency response performance. The 2016 edition of NFPA 1710

is the standard that identifies specific criteria for emergency response, arrival, and staffing. In 2016,

the department adopted a modified NFPA 1710 standard. A modification was made to the west

planning area of the City by adding an additional minute to the first unit scene arrival time. This was

documented in the department’s Community Risk Assessment/Standards of Cover for the three areas

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of evaluation for risk assessment as provided by (CFAI) Measurements were based upon-Probability:

Measuring the likelihood that an emergency will occur. Consequence: An effect, result, impact or

outcome of some significance. Impact: A forceful consequence; in this context, it is the drain of

resources this effect has on the community’s standard of deployment and coverage capacity when an

emergency event occurs. This has allowed the department to re-examine the need for another station.

Emergency incidents are assessed on historical responses and outcomes. Fire, EMS, technical rescue

and hazardous materials incidents are categorized into low, moderate, high, and maximum risk.

Critical task analyses for incident call types establish incident effective response force capabilities.

Unique response deployment strategies are developed for individual risks that have specific pre-

determined critical task needs. Deployment strategies are defined by a response plan matrix for each

incident classification and are enforced by an inter-agency agreement. The departments’ incident

effective response force critical task analysis is an effective tool for the operational response matrix

development regarding first due and total effective response force needs.

The Lenexa Fire Department identifies total response time components to include alarm handling,

turnout time, travel time, distribution, and concentration elements for all service programs. Response

time components for incidents are recorded in the Firehouse Software database and are analyzed

against established baseline and benchmark standards in the entire response area. Firehouse Software

generates reports to identify and evaluate response performance measurements as referenced by the

reaction time report (24hrs). The department utilizes automatic aid resources, through the Johnson

County Inter-Local Agreement, to achieve consistent and reliable service in portions of the city and

highway responses with accessibility issues due to direction of travel.

The department’s practice is to document alarm handling as the time interval from when the alarm is

acknowledged at the communication center until the beginning of the transmittal of the response

information via voice or electronic means to emergency response facilities or the emergency response

units in the field. The Lenexa Fire Department regularly analyzes performance of emergency service delivery to

identify service gaps and opportunities for improvement. Performance objective tables are utilized to

identify response trends over a five-year period and can be found in the response metric tables as a

large document. Trends identified in the performance objective tables are effective in demonstrating

the agency’s ability to maintain service level objectives, identify gaps, as demonstrated over a five-

year period. The efforts to maintain and improve performance appear to be effective. Additionally,

response time trends over a five-year period are showing service gaps in five planning zones in the

northeast corner, areas of Shawnee Mission Park, and four planning zones in the northwest portion of

the city regarding first unit travel time. The department is in the process of utilizing the SOC and

strategic plan to address and improve service delivery to the affected areas.

The agency has assessed and provided evidence that its current deployment methods for emergency

services appropriately address the risk in its service area. Its response strategy has evolved to ensure

that its deployment practices have maintained and/or made continuous improvements in the

effectiveness, efficiency, and safety of its operations, notwithstanding any outside influences beyond

its control. The agency has identified the impacts of these outside influences to the authority having

jurisdiction. The agency has documented and adopted methodology for assessing performance adequacies,

consistencies, reliabilities, resiliencies, and opportunities for improvement for the total response area.

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The Lenexa Fire Department has a documented and adopted methodology that includes tracking of

total response service level objective components at a city, planning area, and planning zone level.

Each level is evaluated by risk, incident type, and specific building fire class. This methodology

allows for analyzation of consistencies, reliabilities, and resiliencies and is supported through the

adoption of the service level objectives policy. Opportunities for improvement have been identified

and communicated to the city administration. Daily, weekly, and monthly reports are automatically

generated to analyze response performance. The Lenexa Fire Department executive staff works in cooperation with the department of community

development to regularly evaluate development within the city of Lenexa. The type of development

and locations are provided to the department to analyze demands on service capabilities. It also

allows the department to identify risks associated with new development. The division chief of

prevention attends monthly planning commission meetings where future city development is

discussed. Development recommendations from the planning commission are presented to the city

council for review and approval. The current evaluation shows potential increases in service demands

due to future development trends. Efforts to identify future growth trends, risks, and altering

conditions appear to be effective to maintain service capabilities.

The Lenexa Fire Department monitors operational performance level outcomes and gap analyses.

Data is analyzed at the city, planning area, and planning zone levels regarding incident processing,

rollout time, first unit arrival, and effective response objectives. Incident data has been utilized to

identify current and potential response performance gaps. For example, during a recent road closure

and rebuild project, a potential service gap was identified that inhibited the ability of units to reach

several planning zones during the closure. A response time analysis was completed finding no actual

service gaps as referenced by a street closure time report and impact map.

The Lenexa Fire Department continuous improvement plan includes analyzing all aspects of response

performance to identify service gaps. Current plans include the implementation and evaluation of

LiveMUM (Live Move-Up Module), that will provide real-time coverage maps and instantaneous

recommendations for unit relocations per historic demands to optimize distribution and concentration

needs. The department has recognized the need for, and requested, an additional station (Station 6) to

provide additional distribution coverage in the northeast area of the city. Currently, Station 6 is an

approved high priority unfunded capital improvement project referenced in the city of Lenexa capital

improvement program summary. A Station 2 rebuild is currently an approved medium priority

unfunded capital improvement project. This has been achieved with the assistance of data analysis

that has identified the need for an additional station in the northeast portion of the city due to

distribution gaps

Category III — Goals and Objectives

The Lenexa Fire Department has established a five-year strategic plan, which was developed by its

internal and external stakeholders in November 2015. This plan includes a revised mission statement,

values, and vision. Plan creation included external influence in identification of program priorities,

expectations, and concerns. Internally, members identified core programs and supporting services;

organizational strengths, weaknesses, opportunities, and threats; critical issues and service gaps as a

foundation for the creation of goals, objectives, and critical tasks. The strategic plan has been

published and is accessible by internal and external stakeholders. Plan details have been submitted

and communicated with governing body and administrative officers.

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The agency has established general goals and specific objectives that direct the agency’s priorities in

a manner consistent with its mission and appropriate for the community it serves. The departments’

strategic plan has been published at each station in hard copy form and electronically on the city’s

intra- and internet sites. It is recommended that the department strategic plan be amended and

republished to reflect a more stringent plan for adopting the most up-to-date International Fire Code. The agency's general goals and specific objectives direct its priorities in a manner consistent with its

mission and appropriate for the community it serves. The Lenexa Fire Department has adopted

general organizational goals to implement long-range plans. These goals are identified in the 2016-

2021 Strategic Plan, 2016 Community Risk Assessment/Standards of Cover, 2017-2026 Capital

Improvement Plan, and the 2016-2025 Equipment Replacement Plan. These published documents

identify the long-range planning and associated objectives of the department. Established plans have

guided the organization toward continual, long-term improvement. These plans have been

communicated to the membership, city administrator, and governing body. The goals and objectives

have been written to include measurable elements. The agency uses a management process to implement its goals and objectives. The Lenexa Fire

Department uses a system to manage the department’s annual goals and objectives. This system is

comprised of individual division, program, and committee goal documents. These goals are reviewed

by the chief officers (executive staff) annually during executive session meetings. Goal progress,

challenges, and future directions are discussed. This management process allows the executive staff a

comprehensive understanding of the department’s direction, service gaps, accomplishments, and

challenges. All staff members have access to the documents as they are updated and adjusted. Goal

review and development has been an emphasis during the annual planning session for the executive

staff. Unanticipated demands have created some challenges in consistent goal achievement. The Lenexa Fire Department designates specific members to manage and lead the implementation of

organizational goals and objectives. The division chief of administration is responsible to ensure

strategic and annual planning is accomplished. A collection of the individuals identified as goal

champions from the strategic planning coordinating group helps to facilitate implementation of goals

and objectives. Division program and committee managers are responsible for goal identification and

implementation. The process of assigning members with functional roles or subject matter experts to

lead implementation of the organization’s goals appears to be an effective way to manage

implementation and monitoring.

Processes are in place to measure and evaluate progress towards completion of specific objectives

and overall system performance. The goals and objectives are re-examined and modified periodically.

The Lenexa Fire Department goals and objectives are defined by the 2016-2021 Lenexa Fire

Department Strategic Plan. The strategic plan goals and objectives are periodically reviewed by the

coordinating group to ensure current relevance and measurable progress. There is a formal review at

an annual executive planning session. The department has been effective at monitoring the progress

of strategic plan goals and objectives. Documentation of reviews are reflected in meeting minutes.

This process has provided an effective method to communicate organizational progress in specific

program areas. The examination of goals by the coordinating group has not been formally scheduled

within defined time periods. Historically original strategic plan goals have not been amended to

reflect changes in current organizational needs. It is recommended that the department adopt the most

up-to-date International Fire Code to maintain current and consistent with the agency’s mission.

18

The Lenexa Fire Department executive staff continually appraises practices through formally

scheduled and impromptu meetings when needed. Organizational objectives are distributed

accordingly from an evaluation of priorities, experience, and talent by assigning different

organizational objective responsibilities to members that match special required knowledge, skills,

and abilities independent of rank and division roles.

Category IV — Financial Resources

The city has a very strong and efficient finance department. The finance director and his staff work

closely with the department during the budget process, long-range planning and day-to-day

operations. The city has received a Certificate of Achievement for Excellence in Financial Reporting

from the Government Finance Officers Association (GFOA) from 1978 to present. The city has also

received the GFOA’s Distinguished Budget Presentation Award annually since 1990.

The finance department worked proactively in anticipation of the financial downturn and made

necessary adjustments in the financial planning process, which enabled the fire department to

maintain a stable and adequate level of service to the residents of Lenexa.

Agency planning involving broad staff participation activates financial planning and resource

allocation. The agency’s plan for financing reflects sound strategic planning and a commitment to its

stated goals and objectives. The agency deems financial support for programs and services adequate

to maintain the number and quality of personnel and other operational costs.

The city of Lenexa has policies and guidelines in place to manage its financial and budgetary affairs.

As required by Kansas statutes and the use of sound fiscal management, the annual budget process is

defined by statutes, policies, and financial guidelines. Established financial policies include: a reserve

policy, investment of idle funds policy, purchasing policy, capital asset policy, capital improvement

policy, and a debt policy. The annual budget process is defined by the chief financial officer, who

publishes budget assumption guidelines based on the current mill levy and the city’s current assessed

valuation. Based upon these guidelines, each department prepares and submits potential budget

alternatives for consideration. The city administrator then reviews the budget assumptions and

discusses submitted budget alternatives with each department head. Once the budget is decided upon,

the chief financial officer presents the recommended budget along with the capital improvement plan

to the governing body for approval and adoption.

Financial management of the agency exhibits sound budgeting and control, proper recording,

reporting, and auditing. The peer assessment team confirmed that the city is in receipt of the most

currently available Certificate of Achievement for Excellence in Financial Reporting (certificate)

from the Government Finance Officers Association of the United States and Canada (GFOA) for its

Comprehensive Annual Financial Report (CAFR). The department has submitted its most recent

GFOA certificate and CAFR as prima facie compliance with this criterion.

Financial resources are appropriately allocated to support the established organizational mission, the

stated long-term plan, goals and objectives, and maintain the quality of programs and services. The

annual anticipated revenues of the city of Lenexa are stable and adequate to maintain the levels of

service provided by the Lenexa Fire Department. Tax revenues have risen steadily every year since

the economic recession, increasing the percentage gained every subsequent year since fiscal year

2013. Because of the increased revenues, authorized department staffing has increased by 4.5 full-

time positions since fiscal year 2013. The city’s assessed valuation, to which property tax rate is

applied, is estimated to increase 8% from fiscal year 2015 to fiscal year 2016. This assessed valuation

combined with a .042 mill levy increase in 2016, will allow the city to receive approximately $30.4

million in property tax revenue. The department has established a multi-year capital improvement

plan, equipment replacement plan, and vehicle replacement plan that is adequately funded to maintain

the adopted levels of service. It was observed by the team that the city of Lenexa practices sound

financial responsibility and continues to monitor expenditure versus revenues as the area grows and

service delivery demand increase.

Category V — Programs

Criterion 5A – Community Risk Reduction Program

The city of Lenexa city council and Lenexa Fire Department (LFD), as the authority having

jurisdiction, adopted the 2006 International Fire Code (IFC) with appendices and city-specific

amendments. The LFD code enforcement program ensures compliance with fire protection laws and

community risk reduction objectives. Community risk reduction efforts include annual fire

prevention and life safety inspections of buildings within the city based on adopted codes and

designated risk. The LFD has increased its staffing to meet the objectives of the community risk

reduction program. The fire prevention division currently consists of four full-time and one part-time

personnel.

The division is supplemented by thirteen part-time fire inspectors and eight fire investigators from the

operations division staff. The LFD in conjunction with the city community development department

follow adopted codes and ordinances during the plan review process. There are regular reviews of the

community risk reduction program data to monitor the balance of fire and life safety risk, fire

prevention, and suppression capabilities. Occupancies are inspected on an annual rotation to ensure

continuity of compliance with adopted codes. Incident fire and casualty losses are monitored

regularly; when concerns are recognized targeted programs are created to reduce community risks.

Fire prevention staff is provided regular training and development to ensure consistency and quality

of prevention programs.

The agency operates an adequate, effective, and efficient program to manage community risks as

identified in the community risk assessment and standards of cover. The approach is comprehensive

and includes both prevention and mitigation strategies such as life safety, hazard risk reduction, plan

review, code compliance, and the detection, reporting and control of fires. The city of Lenexa’s governing body adopted the 2006 International Fire Code December 18, 2007.

The 2006 IFC with appendices and city amendments are enforced by the LFD prevention division

that operates under the supervision of the division chief of prevention. The agency understands and

is aware the 2006 IFC code is antiquated and is planning to update to the latest code edition in the in

the fourth quarter of 2018. It is recommended the agency consider forming a formal transition

program to adopt a newer version of fire prevention and building code. Code enforcement is accomplished through annual fire and life safety inspections of all commercial,

industrial, public, and multi-family structures. The Kansas State Fire Marshal’s Office also conducts

inspections in the community that are required by state and federal laws. The Lenexa Fire Department utilizes personnel from the prevention and operations divisions to

satisfy staffing and expertise needs to meet the community risk reduction program goals and

19

20

objectives. At full strength staffing and experience levels are adequate at meeting the needs of the

agency. It is recommended the agency formalize education and certification requirements for all

positions within the scope of community risk reduction. All positions within community risk

reduction have defined and credentialed knowledge, skills, and abilities.

The Lenexa Fire Department has evaluated and appraised the community risk reduction program

during regularly scheduled division/staff meetings and annual executive planning sessions. The

present adopted fire code is antiquated. The agency staff recognizes the need to adopt a modern

code. Criterion 5B – Public Education Program

The Lenexa Fire Department has a public education program under the oversight of the fire

prevention division chief. The program effectively reaches a wide array of audiences while providing

different valuable services to the community. Program objectives are aligned with the department’s

mission. Objectives are accomplished utilizing age appropriate and topic relevant presentation

outlines, audio/visual equipment, handout materials, and props to complete education delivery. A public education program is in place and directed toward reducing specific risks in a manner

consistent with the agency’s mission and as identified within the community risk assessment and

standards of cover. Program classes are conducted by members of the prevention and operations

divisions. Internal departmental training is conducted to ensure the presenting personnel have the

expertise needed for each program. The staff assigned to deliver public education programs has been of sufficient quantity with

appropriate levels of expertise to accomplish program goals and objectives. The agency conducts a formal appraisal annually to determine the effectiveness of the public

education program and its effect on reducing identified risks. Incident data gathered throughout the

year is analyzed to determine trends, which may indicate audiences to be targeted within the

community. The agency is presently meeting the stated program deployment objectives. The agency

has not developed formal educational or experience qualifications for its personnel. Criterion 5C – Fire Investigation, Origin and Cause Program

The program is authorized in accordance with local ordinances, state statutes, and nationally

recognized codes. Department standard practice guidelines provide direction for investigators. The

Lenexa Fire Department (LFD) fire investigation, origin, and fire cause program has remained

compliant with adopted standards and regulations. The agency operates an adequate, effective, and efficient program directed toward origin and cause

investigation and subsequent classification of fires, explosions, and other emergency situations that

endanger life or property. The agency should conduct a thorough risk-analysis as part of activities in

Category II to determine the need for fire investigation program. The agency’s fire investigation, origin, and cause program is authorized in accordance with Kansas

State Statute #31.137, the 2006 International Fire Code, and the City of Lenexa Code 1-7-A. The LFD has applied the scientific method to determine the origin and cause of fires and explosions.

21

The agency’s fire investigation program has minimal but adequate staffing with specific expertise,

training, and credentials to accomplish the program goals and objectives. Agency employees who

assist with investigations have formal training but are not all employees are fully credentialed. The

agency’s investigative program is adequate in its present form. While the current number of certified

fire investigators is minimal, but sufficient, it is recommended the agency develop a written formal

description of required education and certifications to allow current and additional personnel a clear

professional development path to be able to function autonomously as a fire investigator. The agency’s information system allows for documentation and analysis of the fire investigation

program. The Firehouse Software records management system maintains data fields including

number, classification, and property uses of fires that occur in the city. Criterion 5D – Domestic Preparedness, Planning and Response

The agency has a local emergency operations plan and works under the Johnson County, Kansas

Emergency Operations Plan to provide all-hazards preparedness planning to protect the community

from terrorist threats or attacks, major disasters, and other large-scale emergencies. The plan

addresses roles and responsibilities of key positions as related to emergency service functions. The agency operates an all-hazards preparedness program that includes a coordinated multi-agency

response plan designed to protect the community from terrorist threats or attacks, major disasters, and

other large-scale emergencies occurring at or in the immediate area. The agency defines the policies, coordination, and roles and responsibilities required to meet the

needs generated by a disaster in Johnson County, Kansas. The emergency operations plan also

defines the concepts of operations and emergency processes needed to successfully manage such

events. Additionally, the city of Lenexa has published a local emergency operations plan designed to

work in conjunction with the agency’s emergency operations plan. Criterion 5E – Fire Suppression

The Lenexa Fire Department has met the emergency deployment objectives to meet response times,

staffing and apparatus capabilities for each fire suppression incident call type. An established

countywide incident management system is utilized for events that are supported through a model

procedure, standard practice guidelines, and continuing education. The agency operates an adequate, effective, efficient, and safe fire suppression program directed

toward controlling and/or extinguishing fires to protect people from injury or death and reduce

property loss. The agency meets its stated standards of cover, fire suppression deployment objectives for staffing,

response time, pumping capacity, apparatus and equipment. Apparatus responses are dictated by

incident type and priority level as defined by the Johnson County Emergency Communications

Center (JCECC).

The agency uses a standardized incident command/management system. Standard practice guidelines

and Johnson County Model procedures define the incident command system procedures to effectively

manage an incident. The guideline describes command functions, structure and procedures, incident

priorities, and geographical/benchmark terminology. The guideline is consistent with the Johnson

County Fire and Emergency Services Chiefs Association incident command system model.

22

The agency conducts regular appraisals to determine the effectiveness of the fire suppression

program. The agency conducts response matrix updates once all response data is reviewed on an

annual basis. Incident data reports including dollar loss and components of total response are

automatically generated and electronically distributed to staff on a daily, weekly, and monthly basis. The agency has an established and adequate fire suppression program. Johnson County Emergency

Management and Communication Center serves as the secondary public safety answering point

(PSAP) and utilizes an auto vehicle location system to automatically dispatch the closest unit(s) for a

fire event. Eleven fire agencies are serviced by Johnson County providing a borderless system of

automatic aid and mutual aid capabilities. The department’s response and deployment standards are based upon the urban and rural population

densities, and the fire suppression demands of the community. Five fire stations provide citywide

coverage; department staffing is based upon station location, incident type, and frequency. The

targeted service level objectives in the standards of cover benchmark statements are based on

industry standards and with community expectations, as identified earlier in this report in Category II

– Assessment and Planning. The objectives have been approved and adopted by fire department

management and the city council. The department’s benchmark service level objectives are as

follows:

For 90 percent of all low risk fires (dumpster-trash fires, grass fire, still alarms,

transport/vehicle fires, and trash debris), the total response time for the arrival of the first-due

heavy apparatus unit, staffed with 3 firefighters, shall be: 6 minutes and 20 seconds in urban

areas, and 7 minutes and 20 seconds in rural areas. The first-due unit shall be capable of

providing a minimum of 250 gallons of water, 1,250 gallons per minute (gpm) pumping

capacity, initiating command/safety, providing a water supply, and advancing the first attack

line flowing a minimum of 150 gpm.

For 90 percent of all low risk fires, the total response time for the effective response force

(ERF) staffed with 3 to 6 firefighters and officers shall be: 10 minutes and 20 seconds in

urban areas and 12 minutes and 20 seconds in rural areas. The ERF shall be capable of

establishing command/safety, providing for a water supply, and advancing fire attack lines.

For 90 percent of all moderate risk fires (appliance fires, flue fires, modified response

building/house, and outbuilding fires), the total response time for the arrival of the first-due

heavy apparatus unit, staffed with 3 firefighters, shall be: 6 minutes and 20 seconds in urban

areas, and 7 minutes and 20 seconds in rural areas. The first-due unit shall be capable of

providing 250 gallons of water, 1,250 gallons per minute (gpm) pumping capacity, initiating

command/safety, providing two-in/two-out for firefighter safety, and advancing the first

attack line flowing a minimum of 150 gpm.

For 90 percent of all moderate risk fires, the total response time for the effective response

force (ERF) staffed with 3 to 9 firefighters and officers shall be: 10 minutes and 20 seconds in

urban areas and 12 minutes and 20 seconds in rural areas. The ERF shall be capable of

establishing command/safety, providing a constant water supply, advancing fire attack lines,

initiating ventilation, completing overhaul and salvage operations, conducting an

investigation, initiating evacuation, while providing two-in/two out capability for firefighter

safety.

23

For 90 percent of all high risk (single and multi-family dwelling) structure fires, the total

response time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters,

shall be: 6 minutes and 20 seconds in urban areas, and 7 minutes and 20 seconds in rural

areas. The first-due unit shall be capable of providing 250 gallons of water, 1,250 gallons per

minute (gpm) pumping capacity, initiating command/safety, providing two-in/two-out for

firefighter safety, and advancing the first attack line flowing a minimum of 150 gallons per

minute.

For 90 percent of all high risk structure fires, the total response time for the effective response

force (ERF) staffed with 15 firefighters, officers, and 2 medical standby personnel shall be: 10

minutes and 20 seconds in the urban areas, and 12 minutes and 20 seconds in the rural areas.

The ERF shall be capable of establishing command/safety, providing a constant water supply,

advancing fire attack lines, conducting victim search and rescue, initiating ventilation,

completing utility control, completing overhaul and salvage operations, while providing

two/in-two out capability for firefighter safety. The department’s baseline statements reflect actual performance during 2012 to 2016. The

department relies on the use of automatic aid or mutual aid from neighboring fire departments to

provide its effective response force complement of personnel. These resources are immediately

available as part of a seamless response system. The department’s actual baseline service level

performance is as follows:

For 90 percent of all low risk fires (dumpster-trash fires, grass fire, still alarms,

transport/vehicle fires, and trash debris), the total response time for the arrival of the first-due

heavy apparatus unit, staffed with 3 firefighters, is: 7 minutes and 10 seconds in urban areas,

and 9 minutes 48 seconds in rural areas. The first-due unit is capable of providing 250 gallons

of water, 1,250 gallons per minute (gpm) pumping capacity, initiating command/safety,

providing a water supply, and advancing the first attack line flowing a minimum of 150 gpm.

For 90 percent of all low risk fires, the total response time for the effective response force

(ERF) staffed with 3 to 6 firefighters and officers is: 9 minutes 48 seconds in the urban areas

and 9 minutes 42 seconds in the rural areas. The ERF is capable of establishing

command/safety, providing for a water supply, and advancing fire attack lines.

For 90 percent of all moderate risk fires (appliance fires, flue fires, modified response

building/house, and outbuilding), the total response time for the arrival of the first-due heavy

apparatus unit, staffed with 3 firefighters, is: 8 minutes 07 seconds in the urban areas, and 13

minutes 45 seconds in the rural areas. The first-due unit is capable of providing 250 gallons of

water, 1,250 gallons per minute (gpm) pumping capacity, initiating command/safety,

providing two-in/two-out for firefighter safety, and advancing the first attack line flowing a

minimum of 150 gpm.

For 90 percent of all moderate risk fires, the total response time for the effective response

force (ERF) staffed with 3 to 9 firefighters and officers is: 8minutes 07 seconds in the urban

areas, and 14 minutes 40 seconds in the rural areas. The ERF is capable of establishing

command/safety, providing a constant water supply, advancing fire attack lines, initiating

ventilation, completing overhaul and salvage operations, conducting an investigation,

initiating evacuation, and providing two-in/two-out capability for firefighter safety.

24

For 90 percent of all high risk fires (single and multi-family dwelling structure fires), the total

response time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters,

is 9 minutes 38seconds in the urban areas, and 9 minutes 08 seconds in the rural areas. The

first-due unit is capable of providing 250 gallons of water, 1,250 gallons per minute (gpm)

pumping capacity, initiating command/safety, providing two-in/two-out for firefighter safety,

and advancing the first attack line flowing a minimum of 150 gpm.

For 90 percent of all high risk fires, the total response time for the effective response force

(ERF) staffed with 15 firefighters, officers, and 2 medical standby personnel is: 9 minutes 38

seconds in the urban areas, and 14 minutes 39 seconds in the rural areas. The ERF is capable

of establishing command/safety, providing a constant water supply, advancing fire attack

lines, conducting victim search and rescue, initiating ventilation, completing utility control,

completing overhaul and salvage operations, and providing two-in/two-out capability for

firefighter safety. The team also reviewed the available 2017 response time data and confirmed it is consistent with the

provided information for 2012-2016.

25

(Low) Fire Suppression - 90th Percentile Times - Baseline

Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

1:07

1:18

1:11

0:49

1:08

0:53

Rural

(1:00)

1:14

1:23

1:04

0:58

0:27

0:48

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:20

1:19

1:18

1:28

1:18

1:19

Rural

(1:20)

1:37

1:43

1:19

1:23

0:55

1:37

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:58

5:46

5:29

7:04

6:36

5:52

Rural

(5:00)

9:05

9:27

9:05

5:41

4:56

7:40

Travel Time

ERF

Concentration

Urban

(8:00)

6:51

7:32

6:32

7:04

7:23

6:10

Rural

(10:00)

9:05

9:27

9:05

5:43

4:56

7:40

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

7:10

n = 240

7:22

n = 43

6:35

n = 40

8:21

n = 44

7:54

n = 36

6:39

n = 77

Rural

(7:00)

9:48

n = 26

11:32

n = 7

9:48

n = 11

7:06

n = 3

5:51

n = 1

8:39

n = 4

Total

Response

Time ERF

Concentration

Urban

(10:20)

7:58

n = 240

8:14

n = 43

7:46

n = 40

8:21

n = 44

8:08

n = 36

7:26

n = 77

Rural

(12:20)

9:48

n = 26

11:32

n = 7

9:48

n = 11

7:55

n = 3

5:51

n = 1

8:39

n = 4

26

(Moderate) Fire Suppression - 90th Percentile Times - Baseline

Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

1:03

1:39

0:56

0:48

0:42

0:51

Rural

(1:00)

2:01

2:01

0:55

0:30

0:23

0:51

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:15

1:18

1:12

1:14

1:14

1:21

Rural

(1:20)

1:36

0:08

1:36

1:07

0:34

1:27

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:50

4:57

6:12

5:28

5:57

5:44

Rural

(5:00)

7:25

NA

NA

3:24

5:40

7:25

Travel Time

ERF

Concentration

Urban

(8:00)

6:13

5:27

6:12

6:22

6:25

6:13

Rural

(10:00)

7:25

NA

NA

3:24

5:40

7:25

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

6:42

n = 163

6:12

n = 32

7:07

n = 35

6:30

n = 24

6:41

n = 30

6:23

n = 42

Rural

(7:00)

8:07

n = 4

NA

NA 4:35

n = 1

6:14

n = 1

8:07

n = 2

Total

Response

Time ERF

Concentration

Urban

(10:20)

7:07

n = 163

6:42

n = 32

7:07

n = 35

7:17

n = 24

6:50

n = 30

7:03

n = 42

Rural

(12:20)

8:07

n = 4

NA

NA 4:35

n = 1

6:14

n = 1

8:07

n = 2

27

(High) Fire Suppression - 90th Percentile Times - Baseline

Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:58

1:31

0:54

0:57

0:48

0:48

Rural

(1:00)

0:50

NA

0:15

NA

0:50

0:31

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:13

1:06

1:16

1:17

1:10

1:14

Rural

(1:20)

1:18

NA

1:07

NA

0:00

1:18

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:04

4:33

5:26

5:04

4:36

5:19

Rural

(5:00)

5:37

NA

5:37

NA

2:06

5:20

Travel Time

ERF

Concentration

Urban

(8:00)

8:19

10:53

8:19

7:28

8:11

7:50

Rural

(10:00)

13:10

NA

5:37

NA

9:33

13:10

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

6:28

n = 134

6:20

n = 26

6:28

n = 14

6:54

n = 24

5:42

n = 30

5:59

n = 40

Rural

(7:00)

6:45

n = 5

NA 6:45

n = 1

NA 4:20

n = 1

6:32

n = 3

Total

Response

Time ERF

Concentration

Urban

(10:20)

9:38

n = 138

11:16

n = 26

9:38

n = 14

8:50

n = 24

9:26

n = 31

9:26

n = 43

Rural

(12:20)

14:39

n = 5

NA 6:45

n = 1

NA 11:32

n = 1

14:39

n = 3

Response time data shows a stability factor in all areas over the course of the last five years. N

number variations have played a role in the significance of sustaining stated standards of cover

criteria while there has not been a detrimental decrease from objectives. Various factors such as time

reporting, records management systems, and variability of areas of response have played a role in the

response matrix.

Criterion 5F – Emergency Medical Services (EMS)

The agency provides first responder emergency medical services with advanced life support services

from five fire stations. Patient transport services are provided through written agreement with a

county-based EMS system which staffs transport units daily. The agency meets their total EMS

emergency response objectives.

The agency operates an EMS program with a designated level of out-of-hospital emergency medical

care that meets the needs of the community. The agency operates under the Johnson County

Emergency Medical Services Physicians Advisory Committee, which is a standing committee of the

28

Medical Society of Johnson and Wyandotte Counties. These protocols have been updated and

released annually with revisions provided as needed by the medical director. The agency has access to both online and offline medical control. Online medical control is available

from one of thirteen designated local base hospitals. These hospitals are identified in the Johnson

County Emergency Medical Services Protocols.

The agency creates and maintains a patient record for all patients treated and/or all patients that

refuse treatment in accordance with Kansas Ambulance Regulations (K.A.R.) 109-2-5(m)(n)

Ambulance Service Operational Standards. The agency considers Health Insurance Portability and Accountability Act (HIPAA) to be an example

of best practices and maintains an EMS HIPAA compliance program in place that meets federal

guidelines. All personnel are properly trained in HIPAA regulations and procedures. The agency analyzes and monitors EMS data to determine the effectiveness of the emergency

medical program. EMS data is compiled utilizing records management system and documented in

performance evaluations. Data includes volume of patient contacts by triage type and various

advanced skill procedures attempted and accomplished.

The department’s response and deployment standards are based upon the urban and rural population

densities, and the emergency medical demands of the community. Five fire stations provide citywide

coverage; department staffing is based upon station location, incident type, and frequency. The

targeted service level objectives in the standards of cover benchmark statements are based on

industry standards and with community expectations, as identified earlier in this report in Category II

– Assessment and Planning. The objectives have been approved and adopted by fire department management and the city council. It is recommended the agency and city administrators revisit the

contract with Johnson County to mirror the agency’s stated response time minimums at the 90th

percentile for all requests where the agency is dependent on Johnson County EMS units to fulfill its effective response force (ERF) for EMS requests. The department’s benchmark service level

objectives are as follows:

For 90 percent of all low risk EMS incidents (medical assists and “non-breather” code 2), the total

response time for the arrival of the first-due unit, heavy apparatus staffed with 3 firefighters or squad

unit staffed with 2 firefighters, shall be: 6 minutes in urban areas, and 7 minutes in rural areas. The

first due unit shall be capable of providing public assistance, providing lift assistance, conducting

initial patient assessment, and determining the need for a medical transport response.

For 90 percent of moderate risk EMS incidents, the total response time for the arrival of the

first-due unit, heavy apparatus staffed with 3 firefighters or squad unit staffed with 2

firefighters, shall be: 6 minutes in urban areas, and 7 minutes in rural areas. The first due unit

shall be capable of assessing scene safety, conducting initial patient assessment, identifying

priority patients, and providing advanced life support services.

For 90 percent of moderate risk EMS incidents, the total response time for the arrival of the

effective response force (ERF), heavy apparatus staffed with 3 firefighters or squad unit

staffed with 2 firefighters and, 2 advanced life support (ALS) transport personnel shall be: 10

29

minutes in urban areas, and 12 minutes in rural areas. The effective response force shall be

capable of providing advanced life support services and transportation to a medical facility.

For 90 percent of high risk EMS incidents (cardiac arrest “non-breather”), the total response

time for the arrival of the first-due unit, heavy apparatus staffed with 3 firefighters or squad

unit staffed with 2 firefighters, shall be: 6 minutes in urban areas, and 7 minutes in rural areas.

The effective response force shall be capable of providing advanced life support services and

transportation to a medical facility.

For 90 percent of high risk EMS incidents, the total response time for the arrival of the

effective response force (ERF), heavy apparatus staffed with 3 firefighters, squad unit staffed

with 2 firefighters, ALS battalion chief, Lenexa battalion chief, and 2 ALS transport

personnel shall be: 10 minutes in urban areas, and 12 minutes in rural areas. The effective

response force shall be capable of providing advanced life support services, maintaining

contact with medical control, and transportation to a medical facility.

The department relies upon Med-Act, a third-party provider, to complete the effective

response force (ERF) component of its EMS program. The initial arriving fire department

company shall have the capabilities of providing first responder medical aid including AED,

until the third-party provider arrives on scene. If the third-party provider unit arrives on scene

first, its personnel shall initiate care and the staff from the initial fire department company

shall provide support as needed. The department’s baseline statements reflect actual performance during 2012 to 2016. The

department relies on the use of automatic aid or mutual aid from neighboring fire departments to

provide its effective response force complement of personnel. These resources are immediately

available as part of a seamless response system. The department’s actual baseline service level

performance is as follows:

For 90 percent of low risk EMS responses (medical assist and code 2 “non-breather”), the

total response time for the arrival of the first-due unit, heavy apparatus staffed with 3

firefighters or squad unit staffed with 2 firefighters, is: 6 minutes 23 seconds in urban areas,

and +6 minutes 45 48 seconds in rural areas. The first due unit is capable of assessing scene

safety, conducting initial patient assessment, identifying priority patients, and providing

advanced life support services.

For 90 percent of moderate risk EMS responses, the total response time for the arrival of the

first-due unit, heavy apparatus staffed with 3 firefighters or squad unit staffed with 2

firefighters, is: 6 minutes 07 seconds in urban areas, and 8 minutes 25 seconds in rural areas.

The first due unit is capable of assessing scene safety, conducting initial patient assessment,

identfying priority patients, and providing advanced life support services.

For 90 percent of moderate risk EMS responses, the total response time for the arrival of the

effective response force (ERF), heavy apparatus staffed with 3 firefighters or squad unit

staffed with 2 firefighters and, 2 ALS transport personnel is: 8 minutes 05 seconds in urban

areas, and 9 minutes 27 seconds in rural areas. The effective response force is capable of

providing advanced life support services and transportation to a medical facility.

30

For 90 percent of high risk EMS responses (cardiac arrest “non-breather”), the total response

time for the arrival of the first-due unit, heavy apparatus staffed with 3 firefighters or squad

unit staffed with 2 firefighters, is: 6 minutes 34 seconds in urban areas, and 7 minutes 36

seconds in the rural areas. The effective response force is capable of providing advanced life

support services and transportation to a medical facility.

For 90 percent of high risk EMS responses, the total response time for the arrival of the

effective response force (ERF), heavy apparatus staffed with 3 firefighters, squad unit staffed

with 2 firefighters, ALS battalion chief, Lenexa battalion chief, and 2 ALS transport

personnel is: 10 minutes 47 seconds in urban areas, and 9 minutes 42 seconds in rural areas.

The effective response force is capable of providing advanced life support services,

maintaining contact with medical control, and transportation to a medical facility.

The department relies upon Med-Act, a third-party provider, to complete the ERF component

of its EMS program. The initial arriving fire department company has the capabilities of

providing first responder medical aid including AED, until the third-party provider arrives on

scene. If the third-party provider unit arrives on scene first, its personnel initiate care and the

staff from the initial fire department company provide support as needed.

The team also reviewed the available 2017 response time data and confirmed it is consistent with the

provided information for 2012-2016.

31

(Low) EMS - 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:56

1:13

0:55

0:47

0:44

0:36

Rural

(1:00)

1:21

1:30

1:03

0:49

0:51

0:18

Turnout

Time

Turnout Time

1st Unit

Urban

(1:00)

1:08

1:07

1:15

1:15

1:02

1:02

Rural

(1:00)

1:33

1:20

1:11

1:32

1:58

0:42

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:19

5:19

6:00

5:09

4:56

5:24

Rural

(5:00)

5:58

5:20

5:58

3:28

2:43

NA

Travel Time

ERF

Concentration

Urban

(8:00)

6:00

6:33

6:00

5:50

6:21

5:43

Rural

(10:00)

5:58

5:20

5:58

3:28

2:44

NA

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:00)

6:23

n = 91

6:36

n = 21

6:38

n = 18

6:15

n = 20

5:36

n = 17

6:23

n = 15

Rural

(7:00)

6:48

n = 6

6:48

n = 2

6:26

n = 1

5:00

n = 1

3:47

n = 2

NA

Total

Response

Time ERF

Concentration

Urban

(10:00)

6:52

n = 91

7:20

n = 21

6:38

n = 18

6:31

n = 20

7:43

n = 17

6:29

n = 15

Rural

(12:00)

6:48

n = 6

6:48

n = 2

6:26

n = 1

5:00

n = 1

3:47

n = 2

NA

32

(Moderate) EMS - 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:52

1:07

0:53

0:41

0:37

0:37

Rural

(1:00)

0:54

1:08

0:51

0:36

0:39

0:55

Turnout

Time

Turnout Time

1st Unit

Urban

(1:00)

1:01

1:03

1:03

1:01

1:01

0:59

Rural

(1:00)

1:16

1:12

1:21

1:18

1:12

1:16

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:16

5:27

5:28

5:05

5:14

5:06

Rural

(5:00)

7:26

8:04

7:53

7:13

7:15

6:54

Travel Time

ERF

Concentration

Urban

(8:00)

7:14

7:27

7:29

7:04

6:59

7:10

Rural

(10:00)

8:26

9:56

8:18

8:17

8:23

7:21

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:00)

6:07

n =

12007

6:16

n = 2372

6:19

n = 2479

5:59

n = 2313

6:06

n = 2452

5:53

n = 2391

Rural

(7:00)

8:25

n = 279

8:51

n = 68

9:00

n = 56

8:34

n = 66

8:25

n = 50

7:44

n = 39

Total

Response

Time ERF

Concentration

Urban

(10:00)

8:05

n =

1200

7

8:16

n = 2372

8:23

n = 2479

7:56

n = 2313

7:53

n = 2452

7:55

n = 2391

Rural

(12:00)

9:27

n = 279

10:38

n = 68

9:27

n = 56

9:10

n = 66

9:21

n = 50

8:32

n = 39

33

(High) EMS - 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:58

1:18

0:54

0:54

0:44

0:50

Rural

(1:00)

1:31

1:31

1:38

0:58

0:34

2:33

Turnout

Time

Turnout Time

1st Unit

Urban

(1:00)

1:11

1:12

1:04

1:15

1:09

1:16

Rural

(1:00)

1:18

1:06

1:23

1:18

1:04

1:57

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

5:30

5:31

5:21

5:45

4:59

5:53

Rural

(5:00)

5:47

6:05

5:47

4:37

3:41

7:45

Travel Time

ERF

Concentration

Urban

(8:00)

8:43

8:35

8:40

9:46

9:03

8:15

Rural

(10:00)

9:17

9:17

7:37

12:24

7:28

7:53

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:00)

6:34

n = 346

6:34

n = 70

6:17

n = 79

6:42

n = 77

5:55

n = 65

7:01

n = 55

Rural

(7:00)

7:36

n = 24

7:36

n = 7

7:49

n = 4

6:03

n = 5

5:38

n = 2

9:42

n = 6

Total

Response

Time ERF

Concentration

Urban

(10:00)

10:07

n = 346

9:33

n = 70

9:26

n = 79

10:46

n = 77

10:11

n = 65

9:20

n = 55

Rural

(12:00)

10:47

n = 24

12:08

n = 7

9:00

n = 4

13:13

n = 5

8:32

n = 2

9:42

n = 6

Response time data shows a stability factor in all areas over the course of the last five years. N

number variations have played a role in the significance of sustaining stated standards of cover

criteria while there has not been a detrimental decrease from objectives. Various factors such as time

reporting, records management systems, and the inability to not have the EMS provider recognize

and meet the same performance benchmarks as the departments have caused some time variance

issues. The team has recommended the EMS contract reflect the desired standards of cover to mirror

stated response times.

Criterion 5G – Technical Rescue

The agency’s technical rescue program is referred to as special operations. The special operations

program is divided into three groups: water rescue, confined space/cave/high angle, and technical

rescue (extrication, structural collapse, and trench). The Lenexa Fire Department (LFD) is equipped

and trained to rescue endangered persons from trapped or life threatening situations.

34

The agency operates an adequate, effective, efficient, and safe program directed toward rescuing

trapped or endangered persons from any life-endangering cause (e.g., structural collapse, vehicle

accidents, swift water or submersion, confined space, cave-in, trench collapse, fire). The agency’s special operations coordinator continually analyzes program effectiveness through

automatically generated weekly training reports, annual review of equipment and budget

recommendations, total response time component analysis, and an annual review of the special

operations response matrix. The current appraisal system proves to be adequate for the agency. The agency has trained staff members that meet the needs of the community. The agency is home to

the region’s advanced water rescue response team. The agency is equipped and trained to respond

on a county-wide basis. The department’s response and deployment standards are based upon the urban and rural population

densities, and the technical rescue demands of the community. Five fire stations provide citywide

coverage; department staffing is based upon station location, incident type, and frequency. The

targeted service level objectives and the standards of cover benchmark statements are based on

industry standards and with community expectations, as identified earlier in this report in Category II

– Assessment and Planning. The objectives have been approved and adopted by fire department

management and the city council. The department’s benchmark service level objectives are as

follows:

For 90 percent of all moderate risk technical rescue responses (ice rescue and water rescue),

the total response time for the arrival of the first-due heavy apparatus unit, staffed with 3

firefighters, shall be: 6 minutes and 20 seconds in urban areas, and 7 minutes and 20 seconds

in rural areas. The first-due unit shall be capable of initiating command, conducting an

assessment of the situation, determining additional resource needs, and providing advanced

life support to any victim without endangering response personnel.

For 90 percent of all moderate risk technical rescue responses, the total response time for the

arrival of the effective response force (ERF), staffed with 8 firefighters and officers shall be:

10 minutes and 20 seconds in urban areas, and 12 minutes and 20 seconds in rural areas. The

ERF shall be capable of initiating command, conducting an assessment of the situation,

determining additional resource needs, conducting technical rescue, and providing advanced

life support to any victim without endangering response personnel.

For 90 percent of all high risk technical rescue responses (collapse/confined space rescue,

high angle rescue, extrication, and trench rescue), the total response time for the arrival of the

first-due heavy apparatus unit, staffed with 3 firefighters, shall be: 6 minutes and 20 seconds

in urban areas, and 7 minutes and 20 seconds in rural areas. The first-due unit shall be capable

of initiating command, conducting an assessment of the situation, determining additional

resource needs, and providing advanced life support to any victim without endangering

response personnel.

For 90 percent of all high risk technical rescue responses, the total response time for the

arrival of the effective response force (ERF), staffed with 9 to 12 firefighters and officers

shall be: 10 minutes and 20 seconds in urban areas, and 12 minutes and 20 seconds in rural

areas. The ERF shall be capable of initiating command, conducting an assessment of the

35

situation, determining additional resource needs, conducting technical rescue, and providing

advanced life support to any victim without endangering response personnel.

The department’s baseline statements reflect actual performance during 2012 to 2016. The

department relies dependent on type of call on the use of automatic aid from neighboring fire

departments to provide its effective response force complement of personnel. These resources are

immediately available as part of a seamless response system. The department’s actual baseline

service level performance is as follows:

For 90 percent of all high risk technical rescue responses (collapse/confined space rescue,

high angle rescue, extrication, and trench rescue), the total response time for the arrival of the

first-due heavy apparatus unit, staffed with 3 firefighters, is: 8 minutes and 06 seconds in

urban areas. The first-due unit shall be capable of initiating command, conducting an

assessment of the situation, determining additional resource needs, and providing advanced

life support to any victim without endangering response personnel.

For 90 percent of all high risk technical rescue responses, the total response time for the

arrival of the effective response force (ERF), staffed with 9 to 12 firefighters and officers

shall be: 12 minutes and 48 seconds in urban areas. The ERF shall be capable of initiating

command, conducting an assessment of the situation, determining additional resource needs,

conducting technical rescue, and providing advanced life support to any victim without

endangering response personnel.

It was verified and validated by the peer assessment team that the Lenexa Fire Department did

not have sufficient low, moderate, or high risk rural technical rescue incidents, which required

a first due or effective response force to be assembled for 2012-2016, to provide reliable data.

There are therefore no baseline service level performance statements provided for these calls

in this report.

The team also reviewed the available 2017 response time data and confirmed it is consistent with the

provided information for 2012-2016. It was determined by the team that there was insufficient data to

determine consistency in technical rescue response due to the run volume of this type over the last 5

years. Response time data shows a stability factor in all areas over the course of the last five years. N

number variations have played a role in the significance of sustaining stated standards of cover

criteria while there has not been a detrimental decrease from objectives. Various factors such as time

reporting, records management systems and small N values make it difficult to obtain a true picture

of outcomes. Criterion 5H – Hazardous Materials (Hazmat)

The agency operates an adequate, effective, and efficient hazardous materials (hazmat) program. The

agency operates at an operations level as defined by the National Fire Protection Association (NFPA)

472: Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction

Incidents, and utilizes an incident command structure for all hazardous materials incidents. Incidents

outside the scope of an operational level response are supplemented with mutual aid resources from

the Overland Park Fire Department and the Olathe Fire Department.

36

The agency operates an adequate, effective, efficient, and safe hazardous materials program directed

toward protecting the community from the hazards associated with the uncontrolled releases of

hazardous and toxic materials. The agency’s hazardous materials coordinator conducts an annual appraisal to determine the

effectiveness of the hazardous materials program. This appraisal includes: an overview of the

program, strengths and weaknesses of the program, incident analysis of annual hazmat/weapons of

mass destruction responses, response analysis and breakdown of incidents by planning zone,

assessment of material and equipment needs, and the type of hazmat-related training received by

operational staff. The agency’s hazardous materials response program is adequate in meeting the needs of the

community. After an onsite review, it was determined the agency does not have enough hazmat

responses to sustain any measurable effective response force (ERF) responses. The department’s response and deployment standards are based upon the urban and or rural

population densities, and the hazardous materials response demands of the community. Five fire

stations provide citywide coverage; department staffing is based upon station location, incident type,

and frequency. The targeted service level objectives in the standards of cover benchmark statements

are based on industry standards and best practices, as identified earlier in this report in Category II –

Assessment and Planning. The objectives have been approved and adopted by fire department

management and the city council. The department’s benchmark service level objectives are as

follows:

For 90 percent of all low risk hazardous materials responses Engine Only Deployment

(EOD), hazmat investigations, gas odor (outside), investigations, power line investigations,

transformer investigations, oil tank battery incidents, and spill), the total response time for the

arrival of the first-due heavy apparatus unit, staffed with 1 to 3 firefighters and officers, shall

be: 6 minutes and 20 seconds in urban areas, and 7 minutes and 20 seconds in rural areas.

The first-due unit shall be capable of establishing command, conducting an assessment of the

situation to determine the presence of hazardous materials, estimating potential harm,

monitoring atmospheric conditions, and establishing a restricted area.

For 90 percent of all low risk hazardous materials responses (EOD, hazmat investigations, gas

odor (outside), investigations, power line investigations, transformer investigations, oil tank

battery incidents, and spill), the total response time for the arrival of the effective response

force (ERF), staffed with 1 to 6 firefighters and officers shall be: 10 minutes and 20 seconds

in urban areas, and 12 minutes and 20 seconds in rural areas. The ERF shall be capable of

providing the knowledge, skills, and abilities to manage hazardous materials incidents in a

safe and defensive manner.

For 90 percent of all moderate risk hazardous materials responses (carbon monoxide

investigations, hazmat modified incidents, and gas odor (inside) investigation, the total

response time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters,

shall be: 6 minutes and 20 seconds in urban areas, and 7 minutes and 20 seconds in rural

areas. The first-due unit shall be capable of establishing command, conducting an assessment

of the situation to determine the presence of hazardous materials, estimating potential harm,

monitoring atmospheric conditions, and establishing a restricted area.

37

For 90 percent of all moderate risk hazardous materials responses (carbon monoxide

investigations, hazmat modified incidents, and gas odor (inside) investigation), the total

response time for the arrival of the effective response force (ERF), staffed with 3 to 8

firefighters and officers shall be: 10 minutes and 20 seconds in urban areas, and 12 minutes

and 20 seconds in rural areas. The ERF shall be capable of providing the knowledge, skills,

and abilities to manage hazardous materials incidents in a safe and defensive manner.

For 90 percent of all high risk hazardous materials responses (gas leak), the total response

time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters, shall be: 6

minutes and 20 seconds in urban areas, and 7 minutes and 20 seconds in rural areas. The first-

due unit shall be capable of establishing command, conducting an assessment of the situation

to determine the presence of hazardous materials, estimating potential harm, monitoring

atmospheric conditions, and establishing a restricted area.

For 90 percent of all high risk hazardous materials responses (gas leak), the total response

time for the arrival of the effective response force (ERF), staffed with 3 to 9 firefighters and

officers shall be: 10 minutes and 20 seconds in urban areas, and 12 minutes and 20 seconds in

rural areas. The ERF shall be capable of providing the knowledge, skills, and abilities to

manage the hazardous materials incidents in a safe and defensive manner. The department’s baseline statements reflect actual performance during 2011to 2016. The department

relies on the use of automatic aid and mutual aid from neighboring fire departments to provide its

effective response force complement of personnel. These resources are immediately available as part

of a seamless response system. The department’s actual baseline service level performance is as

follows:

For 90 percent of all low risk hazardous materials responses (EOD, hazmat investigations, gas

odor (outside), investigations, power line investigations, transformer investigations, oil tank

battery incidents, and spill), the total response time for the arrival of the first-due heavy

apparatus unit, staffed with 1 to 3 firefighters and officers, is: 7 minutes and 12 seconds in

urban areas. The first-due unit is capable of establishing command, conducting an assessment

of the situation to determine the presence of hazardous materials, estimating potential harm,

monitoring atmospheric conditions, and establishing a restricted area.

For 90 percent of all low risk hazardous materials responses (EOD, hazmat investigations, gas

odor (outside), investigations, power line investigations, transformer investigations, oil tank

battery incidents, and spill), the total response time for the arrival of the effective response

force (ERF), staffed with 1 to 6 firefighters and officers is: 7 minutes and 29 seconds in urban

areas. The ERF is capable of providing the knowledge, skills, and abilities to manage

hazardous materials incidents in a safe and defensive manner.

For 90 percent of all moderate risk hazardous materials responses (carbon monoxide

investigations, hazmat modified incidents, and gas odor (inside) investigation, the total

response time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters,

is: 7 minutes and 15 seconds in urban areas. The first-due unit is capable of establishing

command, conducting an assessment of the situation to determine the presence of hazardous

materials, estimating potential harm, monitoring atmospheric conditions, and establishing a

restricted area.

38

For 90 percent of all moderate risk hazardous materials responses (carbon monoxide

investigations, hazmat modified incidents, and gas odor (inside) investigation), the total

response time for the arrival of the effective response force (ERF), staffed with 3 to 8

firefighters and officers is: 8 minutes and 54 seconds in urban areas. The ERF is capable of

providing the knowledge, skills, and abilities to manage hazardous materials incidents in a

safe and defensive manner.

For 90 percent of all high risk hazardous materials responses (gas leak), the total response

time for the arrival of the first-due heavy apparatus unit, staffed with 3 firefighters, is: 7

minutes and 35 seconds in urban areas. The first-due unit is capable of establishing

command, conducting an assessment of the situation to determine the presence of hazardous

materials, estimating potential harm, monitoring atmospheric conditions, and establishing a

restricted area.

For 90 percent of all high risk hazardous materials responses (gas leak), the total response

time for the arrival of the effective response force (ERF), staffed with 3 to 9 firefighters and

officers is: 7 minutes and 43 seconds in urban areas. The ERF is capable of providing the

knowledge, skills, and abilities to manage the hazardous materials incidents in a safe and

defensive manner.

It was verified and validated by the peer assessment team that the Lenexa Fire Department did

not have sufficient hazardous materials incidents, which required a first due or effective

response force to be assembled in rural areas for 2012-2016, to provide reliable data. There

are therefore no baseline service level performance statements provided for the effective

response force in this report. The team also reviewed the available 2017 response time data and confirmed it is consistent with the

provided information for 2012-2016

39

(Low) Hazmat- 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

1:00

1:28

1:09

0:49

0:46

0:58

Rural

(1:00)

NA

NA

NA

NA

NA

NA

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:22

1:21

1:42

1:18

1:11

1:25

Rural

(1:20)

NA

NA

NA

NA

NA

NA

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

6:12

6:46

7:01

6:06

6:15

6:03

Rural

(5:00)

NA

NA

NA

NA

NA

NA

Travel Time

ERF

Concentration

Urban

(8:00)

6:12

6:46

7:01

6:06

7:29

6:03

Rural

(10:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

7:12

n = 102

7:45

n = 12

8:20

n = 19

7:00

n = 20

7:12

n = 19

7:07

n = 32

Rural

(7:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time ERF

Concentration

Urban

(10:20)

7:29

n = 102

7:45

n = 12

8:20

n = 19

7:00

n = 20

8:36

n = 19

7:07

n = 32

Rural

(12:20)

NA

NA

NA

NA

NA

NA

40

(Medium) Hazmat- 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:58

1:08

0:59

0:48

0:52

0:37

Rural

(1:00)

NA

NA

NA

NA

NA

NA

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:18

1:21

1:15

1:17

1:16

1:19

Rural

(1:20)

NA

NA

NA

NA

NA

NA

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

6:17

6:47

6:41

6:38

5:58

5:09

Rural

(5:00)

NA

NA

NA

NA

NA

NA

Travel Time

ERF

Concentration

Urban

(8:00)

6:38

7:20

6:50

7:07

6:30

5:22

Rural

(10:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

7:15

n = 171

7:17

n = 23

7:46

n = 21

7:23

n = 41

6:48

n = 45

6:29

n = 41

Rural

(7:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time ERF

Concentration

Urban

(10:20)

7:45

n = 171

8:08

n = 23

7:56

n = 21

8:03

n = 41

7:45

n = 45

6:37

n = 41

Rural

(12:20)

NA

NA

NA

NA

NA

NA

41

(High) Hazmat- 90th Percentile Times - Baseline Performance

2016 -

2012

2016

2015

2014

2013

2012

Alarm

Handling

Pick-up to

Dispatch

Urban

(1:00)

0:57

1:09

1:03

0:47

0:49

0:50

Rural

(1:00)

NA

NA

NA

NA

NA

NA

Turnout

Time

Turnout Time

1st Unit

Urban

(1:20)

1:22

1:18

1:15

1:27

1:23

1:23

Rural

(1:20)

NA

NA

NA

NA

NA

NA

Travel Time

Travel Time

1st Unit

Distribution

Urban

(4:00)

6:32

5:46

6:38

6:39

5:36

6:45

Rural

(5:00)

NA

NA

NA

NA

NA

NA

Travel Time

ERF

Concentration

Urban

(8:00)

6:45

6:00

7:15

6:45

6:06

6:45

Rural

(10:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time

Total

Response

Time 1st Unit

Distribution

Urban

(6:20)

7:35

n = 182

6:49

n = 23

7:36

n = 52

7:52

n = 61

6:39

n = 26

8:00

n = 20

Rural

(7:00)

NA

NA

NA

NA

NA

NA

Total

Response

Time ERF

Concentration

Urban

(10:20)

7:43

n = 182

7:08

n = 23

8:24

n = 52

7:57

n = 61

7:11

n = 26

8:00

n = 20

Rural

(12:20)

NA

NA

NA

NA

NA

NA

Response time data shows a stability factor in all areas over the course of the last five years. N

number variations have played a role in the significance of sustaining stated standards of cover

criteria while there has not been a detrimental decrease from objectives. Various factors such as time

reporting, records management systems, and small N values make it difficult to obtain a true picture

of outcomes.

Criterion 5K – Wildland Fire Services

It is recommended the agency reevaluate its service area for any wildland to urban interface areas.

During the time in the community the team observed several large public parks consisting of

grassland and wooded topography.

42

Category VI — Physical Resources

The Lenexa Fire Department maintains five fire stations located across the city to assist in meeting its

administrative and deployment service level objectives. The department has taken steps to provide

infrastructure to improve response capabilities from existing facilities while evaluating the need for

additional or relocated stations.

To meet the department’s standards of cover and service level objectives, it operates a response fleet

of apparatus and support vehicles, appropriate for the functions served. The department utilizes the

city’s municipal services division that is appropriately staffed and properly trained and qualified to

maintain the apparatus and equipment used for emergency response activities.

Development and use of physical resources is consistent with the agency’s established plans. A

systematic and planned approach to the future development of facilities is in place. The department

ensures the development and use of physical resources is consistent with its established plans. A

systematic and planned approach to the future development of facilities is in place. All appropriate

parties, including the governing body, administration and staff are involved in the development of the

major plans and proposals. The department has also engaged the public through external stakeholder

forums to solicit feedback and support for station location, refurbishment and construction projects.

The ability to move forward with design and construction of new facilities is dependent on funding of

capital improvement projects through the city council. The department solicits input related to the

development of new facilities from all levels of personnel. Due to the current distribution and concentration of the department's available resources, a section of

its urban area is protected, in part, by a neighboring fire department for which service quality and

reliability capacity is a concern. It is recommended that the Lenexa Fire Department communicate the

distribution and concentration concerns with the city leadership, in particular the need for an

additional station or the relocation of a station to close the identified gap with attention to planning

zones 62, 85 and 86 in the urban (east) planning demand zone. The agency designs, maintains, manages fixed facility resources that meet the agency’s goals and

objectives. The department’s baseline performance data demonstrates that it is currently able to

adequately meet its service level objectives for travel time in much of the response area. The

department has identified the need to further evaluate the relocation of Station 2 and plan for

additional stations to improve coverage. The peer assessment team observed a strong commitment by

the department to ensuring that all facilities meet and exceed minimum applicable codes and

regulations. The peer team also noted improvements to existing structures enhanced the comfort and

quality of the facilities. Apparatus resources are designed, purchased, maintained to adequately meet the agency’s goals and

objectives. The apparatus fleet is appropriate for the functions served and distributed to meet the

department’s service level objectives. The distribution of specialty apparatus is determined by

evaluating historical response data and the risks associated with each response area. After

determining the current heavy rescue unit was not being used to its potential, the department

embraced using a new approach, purchasing swap loader vehicles capable of utilizing pods to

diversify response capability. Apparatus resources are designed, purchased, maintained to adequately meet the agency’s goals and

objectives. Apparatus and fire stations are located to accomplish response coverage and service level

43

objectives. The department pays close attention to maintaining the appropriate distribution and

concentration of the apparatus so as to ensure a continuous capability to meet its standards of cover

objectives. Placement of apparatus is made by considering population and response time goals and

objectives. The department’s baseline travel time performance data is continually analyzed and

demonstrates that the strategic deployment of apparatus is able to currently meet, and in some cases

exceed its existing goals for the delivery of emergency response services with its current apparatus

deployment. The department is currently refurbishing Station 2 and constructing a new station to

further enhance response capability. Utilizing industry best practices, the city’s municipal services division provides preventive

maintenance and routine repair to department apparatus and vehicles. There is direct communication

to and from the municipal services division to the logistics division to schedule service work, based

upon adopted preventive maintenance schedules. All manufacturers’ recommendations and timelines

are being followed and all federal, state, and local requirements are being met. Station officers are

assigned responsibility for overseeing apparatus inventories and completing minor care and routine

maintenance. There is a well-stocked parts supply area utilizing modern inventory and ordering

procedures that ensures minimum down-time due to delays in obtaining the necessary parts.

Mechanics are certified emergency vehicle technicians and are qualified for the work they perform.

In some cases, specialized repair and maintenance issues exceed the expertise of division staff and

the service is provided by the manufacturer or designated commercial vendor with the appropriate

knowledge, skills, and ability. The current municipal services facility does not provide adequate indoor space to allow for work on

oversized apparatus, requiring staff to perform maintenance and repairs outside. To overcome this

obstacle, when feasible, fleet personnel travel to fire stations to complete needed service and repairs.

A new maintenance facility designed to meet the current and future needs of the city has received

budget approval is slated for construction in 2018. The shared expectations of both the administration division and the municipal services division are

well established in standard practice guidelines. They are reviewed, ensuring continuity of operations

and a consistent approach to keeping the fleet well maintained. Equipment and supplies are adequate and designed to meet the agency’s goals and objectives.

Department personnel perform daily, weekly, and monthly routine inspection and minor maintenance

and care of tools and equipment. Major repairs to tools and small equipment is completed by

qualified personnel. Mechanical services division staff have extensive experience for the work they

perform. Contracted vendors are utilized to conduct annual testing and inspections for aerial devices,

defibrillators, fire pumps, and ground ladders. Self-contained breathing apparatus are maintained

internally by trained and qualified personnel. Annual hose testing is conducted by fire companies and

minor repairs completed by qualified department personnel. Records of all testing and inspections are

maintained by the logistics battalion chief. Safety equipment is adequate and designed to meet agency goals and objectives. The department has

a comprehensive safety program and provides a high quality supply of safety equipment for its

employees. Designated personnel are assigned to manage the safety equipment program. Department

personnel are certified to maintain self-contained breathing apparatus and complete annual fit testing.

Personal protective equipment, including ear protection, eye protection, and medical exposure

equipment is provided as personal issue and additional equipment is available on all department

apparatus. Additional safety equipment is provided for particular tasks on an as needed basis.

44

Company officers are charged with the regular inspection of issued and stocked safety equipment.

Qualified contracted repair vendors are utilized for repairs beyond the capabilities of department

personnel.

Category VII — Human Resources

The human resources (HR) functions for the Lenexa Fire Department are provided through the city’s

HR department. The department includes a variety of professional, technical and clerical support staff

including: HR director, HR managers, HR specialists, and administrative support. The department

coordinates a wide range of services including employee recruitment, selection, orientation,

administering benefits, personnel policy development, monitoring regulatory compliance, providing

training, facilitating employee discipline procedures, and miscellaneous services. General human resources administration practices are in place and are consistent with local, state, and

federal statutory and regulatory requirements. The City of Lenexa Human Resources Director is

designated as the one person responsible for all human resource activities in the city. HR department

staff administers the necessary city policies, procedures, and directives to ensure compliance with all

of the related demands. The human resources director maintains systematic contact with the fire

department through regular communications with the fire chief and division chief of administration,

who serves as the department’s human resources specialist. The agency's general goals and specific objectives direct its priorities in a manner consistent with its

mission and appropriate for the community it serves. Systems are established to attract, select, retain,

and promote qualified personnel in accordance with applicable local, state, and federal statutory

requirements. The department has the processes in place for the recruitment and selection of initial

and promotional candidates that complies with established legal requirements and meets the needs of

the department. The department has a defined, supervised probationary process to evaluate new members. Recruit

firefighters are considered probationary for 12 months and are evaluated by the training staff

regularly using performance-based evaluations. Firefighters attend a department sponsored six-week

academy prior to being assigned to shift. New firefighters also participate in a two-year development

program to ensure adequate progress is made toward knowledge and skill development. Promotional

opportunities are job-related and are based on city and department-defined competitive processes.

There is a 12-month probationary program for newly promoted supervisory personnel. Promoted

personnel complete shadow sessions with direct supervisors to further increase confidence,

knowledge and supervisory skills. Personnel policies and procedures are in place, documented, and guiding both administrative and

personnel behavior. The policies, procedures, and rules related to human resources are current and

available to all employees. When a department policy or procedure is updated, an email is sent to all

members of the department informing them of the specific policy or procedure that has changed.

Changes made to human resources policies, procedures, and rules applicable to all city employees are

communicated and acknowledged through the Human Resources Information System (HRIS). The

department’s learning management system is also used to inform all members of this change. As soon

as a policy or procedure has been changed it is immediately updated on the department’s intranet site.

All members of the department can access current policies and procedures on this site.

45

Policies defining and prohibiting discrimination, or related harassment, are outlined in city and

department policies and procedures respectively. Both the city and the department offer training

related to harassment. The policies describe the different forms of harassment and detail the

reporting process while stressing confidentiality. All personnel are required to attend periodic

training related to discrimination and harassment. Human resources development and utilization is consistent with the agency’s established mission,

goals, and objectives. The human resources department oversees the position classification system

and is responsible for scheduling and conducting classification studies. The process is defined in the

city personnel policies. A system and practices for providing employee/member compensation are in place. The human

resources department publishes a compensation plan for each employee grade and pay range level.

This document is available to all employees through the city intranet. The human resources

department publishes the current pay plan on an annual basis. The agency's occupational health, safety, and risk management programs protect the organization and

personnel from unnecessary injuries or losses from accidents or liability. Occupational health and

safety and risk management programs are established and designed to protect the organization and

personnel from unnecessary injuries or losses from accidents or liability. The city’s established

procedures manual identifies the occupational health and safety program which has the specific

safety-related responsibilities for city employees. The department has an internal safety committee

that reviews and monitors current safety procedures. Also, all officers assume responsibility for safe

performance of the members in their company. The training division is also responsible for the

training of fire companies in basic skills and safe operations. Recognizing the importance of scene safety, the department has made a strong commitment to

ensuring a safety officer is assigned to incidents. Typically, on initial alarm assignments, the safety

officer role may be assigned to a captain as a safety officer if no other chief is available at that time.

At times, the safety officer role may not be ‘initially’ assigned due to on-scene resources and

immediate tactical needs within the available resources. All administrative chiefs receive notification

of multi-company responses and will respond to the scene to fill needed positions. For incidents

where automatic aid companies are dispatched as part of the initial alarm, the shift commander

responding with the automatic aid complement assumes the role of safety officer. The safety officer

is formally expected to notify the incident commander of any unsafe operations. Similar expectations

extend to all emergency response personnel. The department, in conjunction with its Johnson County

partner agencies, is sponsoring a fire safety officer course September 2017 with the expectation that

officers not already designated as a safety officer will complete the course. The agency has a wellness/fitness program for recruit and incumbent personnel. The agency specifies

and communicates the provisions if employees/members do not comply with the wellness/fitness

program. The department has a wellness and fitness program for probationary and incumbent

personnel and provisions for non-compliance by employees and members are written and

communicated. The department exhibits an industry best practice for its medical and physical

evaluation program. The department takes a proactive approach to physical fitness standards and all

members have access to physical fitness equipment. Prospective employees must pass a candidate

physical ability test (CPAT) prior to participating in the hiring process. All new employees must pass

an extensive post-offer medical screening prior to hire. Incumbent members are required to

46

participate in full medical evaluations biannually. The city has a wellness clinic staffed with a

physician one day a week and a nurse practitioner available Monday through Friday. The department has current standard operating guidelines to provide a central core of directives to

guide and direct the health and wellness program. The department provides fitness equipment and

opportunities for members to exercise while on duty. Annual fitness testing is completed utilizing

established fitness standards. Employees failing to meet established benchmarks receive additional

training assistance and evaluations.

Category VIII — Training and Competency

The Lenexa Fire Department training and professional development program meets the needs of the

department. The division chief of professional development has overall responsibility for the

program and is assisted by a battalion chief, two captains, and multiple staff and line officers. The

professional development division has identified major areas of training, including recruit training,

incident command development, firefighting skills, emergency medical services, special operations,

and technical rescue. Training provided to department members is thorough and relevant to each

position within the organization. The training program is updated regularly and reflects current

industry best practices and meets minimum regulatory requirements. A wide range of learning

approaches are in use and include: internet and intranet learning, computer-based technologies, online

simulators, traditional classroom, and hands-on. The department has embraced the changing

learning environment dynamics, focusing on learning how best to help develop both individuals and

crews. The agency has established general goals and specific objectives that direct the agency’s priorities in

a manner consistent with its mission and appropriate for the community it serves. A training and

education program is established to support the goals and objectives of the department. The

professional development division provides initial basic training for new personnel, ongoing training

for operations and administrative personnel, specialty training courses, and conducts remedial

training as needed. The department follows certification and compliance requirements from local,

state, and federal agencies as well as city policies and department guidelines. Changes in standard

practice guidelines and medical protocols are updated and regularly communicated. The division has

identified the knowledge, skills, and abilities required to deal with anticipated local emergency

conditions and developed programs designed to address the needs. Training and education programs are provided to support the agency’s needs. The training program is

well organized and meets the needs of the department and its members. All new members of the

department complete a two-year development program focusing on firefighter basic skill

development. Supplemental training programs, concentrating on the needs of the department, are

also ongoing with recertification of various disciplines, specialized training, and fire suppression

training. Additional core courses include safety officer, fire apparatus operator, Blue Card, and tiller

operator. Training hours and certification levels for personnel are monitored and input is solicited to

identify department training needs. The department utilizes performance-based measurements to ensure all members and companies are

competent in individual, crew, and multi-company scenarios. The department uses a combination of

cognitive and hands-on skill-based testing competencies in areas such as fire emergency, fire

apparatus operator, self-contained breathing apparatus (SCBA), emergency medical services (EMS),

technical rescue, and special operations.

47

The department schedules training for individual, crew, multi-company and department training

sessions. The department does not, however, schedule formal training opportunities with automatic

and mutual aid companies. Given the significant amount of shared responses the department has with

these agencies, it is recommended that the department create a more formalized training program

with their mutual and automatic aid companies. Training and education resources, printed and non-printed library materials, media equipment,

facilities, and staff are available in sufficient quantity, relevancy, diversity, and are current. The

department has access to multiple training sites and apparatus needed to support training program.

Each station has computers, classroom space, reserve apparatus, equipment, and training materials

needed to complete training program objectives. Locally, the department utilizes a training tower at

Station 1 and a combination prop at the municipal services campus that includes a roof simulator,

SCBA confidence course, search maze, and confined space rescue space. Through facility use

agreements with Overland Park Fire Department and Southern Platte Fire Protection District, the

department has access to tower facilities capable of supporting live fire training. Instructional personnel possess the necessary qualifications and expertise to meet the needs of the

department. At a minimum, instructors are credentialed as fire service instructors and have in-depth

knowledge and experience in their subject matter. Officers, as a condition of their position, are

required to become a certified instructor. Several instructors hold additional certifications in specific

areas including confined space, rope rescue, trench rescue, incident command system (ICS), and

EMS. The department continually reviews and revises training materials to ensure they remain up-to-date

and reflect current industry best practices. Professional development staff regularly solicits input for

new training materials and conducts evaluations of recommended materials prior to incorporating

them into the department’s training resources.

Category IX — Essential Resources

Criterion 9A – Water Supply

The water supply in the city of Lenexa is part of a regional distribution system within Water District

#1 (Water One) of Johnson County, Kansas. The distribution system is heavily gridded and designed

for multiple redundancies. Water One owns and operates more than 3,000 miles of transmission and

distribution mains, serving approximately 425,000 individuals. The average pressure throughout the

water district is approximately 89 pounds per square inch (psi). The department maintains a strong

working relationship with Water One that has resulted in reliable communications regarding

development planning, service interruptions, system maintenance, and resource data mapping. The water supply resources are reliable and capable of distributing adequate volumes of water and

pressures to all areas of agency responsibility. All areas meet fire flow requirements in accordance

with applicable fire flow criteria. The department utilizes the 2006 International Fire Code, Appendix

B, Fire-Flow Requirements for Buildings, to establish the minimum fire flow requirements. It is

required by the department to have the water supply flow tested for all new development. If the

water supply flow doesn’t pass the minimum requirements, then fire pumps are required. The

department has a pre-fire plan form to be filled for water flow and hydrant numbers. Each fire

hydrant is located on the department’s mobile data terminal (MDT) and color-coded by the National

Fire Protection Association (NFPA) guidelines for gallons per minute (gpm).

48

The department has a great working relationship with Water One that currently has a treatment capacity of 200 million gallons a day. That capacity exceeds the record high single day usage of 148

million gallons on August 23rd

, 2003. Water One’s master plan analyzes anticipated water supply needs through the year 2050 that helps improvements within the infrastructure. Water One has had an outstanding history of supplying quality water services. Hydrant spacing is 300 feet in residential

areas and 600 feet for commercial areas. It is Water One’s practice to do the annual audit of all Water One owned hydrants. This audit

includes all hydrants are opened, flushed, and any defects are repaired. The six-year audit gathers

the flow capabilities, static pressure, and residual pressure of each hydrant. This information was

referenced on a letter head memorandum from Water One. Water One wasn’t able to provide a

detailed report of fire hydrant information or flow dates for the city or district. It is recommended

that the department receives documentation that the hydrants were inspected, tested, and maintained

according with nationally and internationally recognized standards. Criterion 9B – Communication Systems

The department is part of a county-wide communication system directed by the Johnson County

Emergency Communications Center (JCECC). The department is involved in the number of

committees that include communication systems upgrades, procedures, and organizational goals. The

JCECC utilizes a computer aided dispatch (CAD) system which recommends closest units based

upon the call type and defined response plan. CAD also uses pre-determined apparatus

recommendations based upon established response plans and current proximity/accessibility with an

automatic vehicle location (AVL) system integrated with mobile data terminals. The Lenexa Police Department public safety answering point (PSAP) and police communications

center receives 911 calls for medical and fire service depending on phone system routing. A process

is in place for the police dispatchers to forward the emergency call to the JCECC. The police

dispatcher will also provide a verbal pre-alert to all stations if they have a fire department response

need at a specific location. This pre-alert drastically improves turnout and total response times for the

department. JCECC uses a primary channel for dispatch along with a combination of operations and tactical

channels that are assigned during an incident. Each member of the department has been issued a

portable radio with their names as radio identifiers. This helps improve safety measures if a mayday

was ever needed. The public and the agency have an adequate, effective, and efficient emergency communications

system. The system is reliable and able to meet the demands of major operations, including command

and control within fire/rescue services during emergency operations, and meets the needs of other

public safety agencies having the need for distribution of information. The department is part of the Johnson County Emergency Communications Center (JCECC). The

primary method of notification is via a 24-channel, Motorola 7.16, 7/800MHz, Association of Public-

Safety Communications Officials (APCO) Project 25 simulcast, digital radio system. This system is

designed to provide 95% portable on-the-hip in-building coverage, and is one of two anchor digital

systems in the Kansas City Metropolitan area. The department has a policy in place for areas that do

have poor signals, primarily in the underground development. The department carries a portable

digital vehicle repeater (DVR) to maintain communications. The on-duty shift commander carries

49

one of these DVR’s in the shift commander’s car as well as a DVR locked in the alarm room near the

entrance to the underground structure. The department receives monthly reports from the JCECC. This report is reviewed each month by

the chief officers who can make recommendations from this report. They can also file an incident

clarification form for any discrepancies or errors in dispatch. The JCECC follows National Fire

Protection Association (NFPA) guidelines and strives to hit their goals and objectives. Reports show

that they are within the goals and objectives. Criterion 9C – Administrative Support Services and Office Systems

The department has administrative support services and general office systems in place with adequate

staff to effectively conduct and manage the organizational administrative functions. The

administration division is organized efficiently to manage the business of the organization. Administrative support services and general office systems are in place with adequate staff to

efficiently and effectively conduct and manage the agency’s administrative functions, such as

organizational planning and assessment, resource coordination, data analysis/research, records

keeping, reporting, business communications, public interaction, and purchasing. In observation, it appears that the department administration is adequately staffed to achieve job

outcomes. The administrative is supported within the chain of command and responsibilities have

been effectively divided up. The department has recognized the need for two additional members to

assist the administrative staff. Recommendations have been made through city council for an

emergency management coordinator that will support operations, and a business analyst that will

help analyze and manage data. The department has documented on the footnote of each standard practice guideline that they are

reviewed every three years. Currently the department has a policy on guideline updates stating that it

is the responsibility of all employees to report any deficiencies to their direct supervisor. It is

recommended that the department needs to have a more formalized process that ensures that each

guideline is reviewed within the set time.

Category X — External Systems Relationships

The department has well-developed and functioning external agency agreements. The department

has numerous agreements to achieve organizational goals and objectives as well as following their

strategic plan. With the departments’ distribution of members and apparatus, mutual/auto aid

responses are often critical in achieving its service level objective. With this type of functional

cooperation, departments can share resources like hazardous materials, swiftwater, ice rescue,

confined space, and urban search and rescue teams. The agency’s operations and planning efforts include relationships with external agencies and

operational systems that affect or may influence its mission, operations, and/or cost effectiveness.

The department is active in these areas but not limited to: Kansas State Association of Fire Chiefs,

Johnson County Operations Chiefs, Eastern Kansas Multi-County Fire/Arson Task Force, Heart of

America Fire Chiefs, Countywide Radio Operations Sub-Committee, Johnson County Emergency

Management, and Communications Dispatch Review. The department recognizes external

relationships are important to long-term success and should continually be fostered and developed.

50

The agency maintains current agreements with those external agencies which support the identified

programs. All external agency agreements required to be maintained in support of any program are

current, reviewed and/or updated within the accreditation period and adopted by the appropriate

governing bodies. The department has not had a formal process in place to ensure external agency agreements were

reviewed on an annual basis. The plan is in place to have each agreement reviewed annually. The

department has implemented program software from Ninth Brain Suite to close this identified gap.

Each agreement will be uploaded to this software. Once dates are entered, the software will email out

to the members responsible for that review. If there are any changes to be made, they can make the

changes and re-upload the new agreement. It was found that the agreement for the Johnson County Med-Act/Lenexa Transport and Facility was

dated in 2009. It is understood that there may have not been any changes to the agreement. It is

recommended that the department adopt a more stringent plan of documentation that agreements have

been reviewed on an annual basis.

51

Lenexa Fire Department Organizational Chart

52