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36 Fire and Emergency Response (SAFER) grant through the Federal Emergency 37 Management Administration (FEMA). This grant allowed the department to hire six full-time 38 firefighters starting in 2021, covering their salaries and benefits for three years with no local 39 match. This was a critical transition in staffing for the department as it allowed the 40 department to staff three emergency pieces of apparatus 24/7/365, as opposed to two. The 41 additional six firefighters, while a huge success and addition to the department, was truly 42 staffing that was needed in 2018 to combat the duplicate emergency calls and emergency 43 calls needing multiple resources. 44 45 Due to the increased demands placed on our daily staffing for emergency response, some 46 components of our Phase II plan have not been realized. These programs include 47 preventative focused activities such as Mobile Integrated Health (community medicine) 48 initiatives, annual proactive fire inspections, and a more robust fire prevention model. Given 49 our current structure and response demands, our fire prevention capacity is not meeting the 50 demands placed on it. We struggle to routinely complete permit-driven (construction) 51 inspections, and frequently need to reschedule multifamily and lodging inspections ‘on-the- 52 fly’ due to emergency calls for service, causing frustration for building management staff 53 and inconveniencing tenants in multifamily buildings. Additionally, we are unable to conduct 54 any annual routine (proactive) fire inspections of businesses within Roseville. Since the 55 transition to on-duty based inspections, we have learned that utilizing on-duty Fire 56 Inspectors for our primary fire inspection and prevention needs is not a sustainable model. 57 A dedicated Fire/Housing Inspector is needed to support our current inspection and 58 licensing programs and allow for additional inspection activities and capacity. 59 60 Our current on-duty staffing model is falling behind many of our peers of like size and 61 services as well. Other agencies around the metro are or have already transitioned to a full- 62 time model as well as investing significantly in their staffing model. Currently, the Roseville 63 Fire Department is falling behind our peers when we assess calls per on-duty firefighter 64 and emergency calls per on-duty staffed response unit. As an example, in 2023, the 65 Roseville Fire Department averaged 2302 emergency calls per staffed response unit. This 66 number was higher than six other peer agencies: Maplewood (1993 calls), Richfield (1663 67 calls), Eagan (1661 calls), Edina (1444 calls), Oakdale (1262 calls), and South Metro (1553 68 calls). In 2018, utilizing call volume and staffed number of units (2), Roseville Fire averaged 69 2,484 calls per staffed unit. We are currently closer to our 2018 existence than our 2023 70 peers as it pertains to calls per staffed unit. 71 72 One of the most significant areas of concern with available staffing and response is 73 emergency call overlap. In 2023, we experienced 210 instances in which the fire 74 department was unable to provide adequate resources for the emergency call requested. 75 Of our 6,907 total calls for service, nearly 25% (1,575 calls) were multi-unit responses (an 76 example would be a fire alarm which requires an engine and a medic response vehicle, a 77 car accident which requires the same, or a critical EMS call which requires two medic 78 response vehicles), requiring at least two companies to respond to mitigate the emergency. 79 In 2023, over 58% of our total call volume were second, third, fourth, and even fifth 80 overlapping calls (4,034 emergency calls that were overlapping). A total of 2,873 calls were 81 single emergency calls without overlap of another emergency call. As a reminder, even one 82 emergency call may include two or even all three of our on-duty resources, so a second or 83 third overlapping call may completely deplete available response capability in the 84 community. Page 2 of 3 Qbhf!42!pg!257