HomeMy WebLinkAbout12/09/2025 09.B. Fire Department Master Plan Presentation •
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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 9.B.
For Meeting of: December 9, 2025
ITEM TITLE: Fire Department Master Plan Presentation (No Budgetary Impact)
SUBMITTED BY: Aaron Markham, Fire Chief
SUMMARY EXPLANATION:
The Master Plan for Yakima Fire Department will be presented by Zach Ratkai, with Sageland Strategic,
and his team of fire service professionals both in person and via Zoom.
ITEM BUDGETED: N/A
STRATEGIC PRIORITY 24-25: A Safe and Healthy Yakima
RECOMMENDATION: No Action Required.
ATTACHMENTS:
YFD Master Plan for Council
Sageland PP.pdf
198
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MASTER PLAN _______ ____---
Cityof Yakima
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Fire Department
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199
From Chief Markham :
Dear Yakima Community,
It is with great pride that I present the Yakima Fire Department Master Plan. This
document represents a strategic framework to guide the future of our fire and
emergency services as we strive to meet the evolving needs of our growing
community.
Yakima's continued growth and development bring exciting opportunities and unique
challenges. As our community expands, so too must our commitment to safety,
preparedness, and resilience. This master plan is a testament to our philosophy that a
fire department is not just an emergency response service, but a vital community asset
—one that works proactively to protect lives, safeguard property, and support the well-
being of all who call Yakima home.
The recommendations outlined in this plan are the culmination of thoughtful
analysis, forward-thinking strategies, and a vision for a fire department that is
prepared to meet tomorrow's challenges while honoring the dedication and hard
work of our team today. It also reflects the invaluable support we receive from the
Yakima community—your trust and partnership inspire us to continuously improve
and innovate in service delivery. •
To the dedicated members of the Yakima Fire
Department: your unwavering professionalism
and tireless efforts are the foundation of our
success. To the residents, businesses, and leaderstak
,rl
of this great city: thank you for your support and . err
collaboration in building a safe and healthy, 00
thriving, and resiliently, stronger Yakima.
i •
Together, we will continue to strengthen our fire I
and emergency services, ensuring they remain a
cornerstone of our community's safety and
vitality.
Sincerely, Chief Aaron Markham
200
Acknowledgements
The consultant extends sincere appreciation to the members of the YFD, as well
as to the Mayor, City Council, and City Manager of the City of Yakima, for their
continued commitment to delivering high-quality public safety services to the
community. Throughout the course of this assessment, department personnel
were consistently engaged, professional, and focused on improving both
organizational performance and community outcomes. The consultant found
the process to be collaborative and constructive, reflecting a shared dedication
to service. The success of this effort was made possible by the strong support
of the YFD team, who provided logistical coordination, facilitated access to key
personnel, and ensured that critical data and operational insights were available
to inform this report.
City of Yakima Mayor and Council
Mayor Patricia Byers
Assistant Mayor Matt Brown
Leo Roy
Danny Herrera
'O 4 Janice Deccio W114 q
Rick Glenn 144
Reedy Berg
NE WS' City Manager Ai RE WS'
Victoria Baker
Yakima Fire Department
Aaron Markham, Fire Chief
Christopher Hutsell, Deputy Chief
Susie Madrigal, Administrative Assistant
-and-
The men and women of YFD who serve the community with tireless energy and
professionalism
201
Table of Contents
EXECUTIVE SUMMARY 1
EVALUATION OF CURRENT CONDITIONS 3
Organization Overview 3
YFD Management Components 10
Capital Assets and CIP 14
Staffing and Personnel 27
Service Delivery and Performance 31
Community Risk Assessment 34
Emergency Medical Services 36
HAZMAT 41
Specialized/Technical Rescue 43
Fire Department Planning 46
ARFF - Airport 55
Washington Surveying and Rating Bureau 63
Fiscal Review of Current Conditions 71
FUTURE SYSTEM DEMAND PROJECTIONS 78
Population History 78
Comprehensive Plan and YFD 80
Fire Service Demand 82
Performance Standards and Targets 83
ISSUES AND RECOMMENDATIONS 93
APPENDIX- Glossary of Terms 113
202
Executive Summary
The Yakima Fire Department (YFD) Master Plan is the result of a comprehensive and
collaborative planning effort between the City of Yakima, YFD leadership,
department personnel, and the consulting team. This assessment draws upon an
extensive review of department-provided data, peer agency comparisons, on-site
observations, and in-depth interviews with stakeholders across all levels of the
organization. The data utilized for this assessment is a collection of the most recent
finalized data at the time of the analysis, which could be from 2023 or year-to-date
data from 2024. The process emphasized transparency, operational insight, and
practical recommendations to support a safe, sustainable, and high-performing fire
service for the Yakima community.
Current Conditions
YFD operates in a dynamic environment shaped by the city's growth, diverse
population, and evolving service demands. The department provides essential
services from five YFD career-staffed stations (additonal station in Union Gap),
including fire suppression, HAZMAT, and specialized rescue capabilities. A strong
internal culture of service and operational flexibility underpins YFD's structure,
though gaps exist in strategic planning, resource allocation, and infrastructure
investment. While many foundational elements are in place, the department lacks
formal planning tools, such as a current strategic plan, Standards of Cover, and a
Community Risk Assessment. Staffing levels remain below peer averages placing
strain on response capabilities and personnel.
Future Service Delivery
Yakima's modest but steady growth, combined with increasing call volumes and
complex community needs, necessitates a more proactive approach to service
delivery. As the City continues to urbanize—particularly in areas east of I-82—YFD
will require enhanced capacity and geographic coverage to maintain equitable
emergency response times. Building internal ALS (Advanced Life Support)
capabilities, modernizing training systems, and developing community risk reduction
strategies are all essential to improving public safety outcomes. The long-term
sustainability of the department also hinges on systematic capital investment, robust
workforce development, and expanded oversight of contracted EMS services.
lihlki 203
Key Issues and Strategic Recommendations
Six core challenges emerged from this planning effort, which are central to YFD's
future readiness:
• Staffing: YFD operates below recommended levels for both emergency response
and support personnel. There is no formal staffing plan aligned with growth or
risk.
• Capital Planning: The department lacks a formal, funded Capital Improvement
Plan (CIP), hindering its ability to maintain, modernize, or expand facilities and
fleet assets.
• EMS Oversight: YFD relies on a third-party provider (AMR) for all medical
transport, with limited internal supervision or ALS capacity despite EMS
accounting for over 70% of calls.
• Training Deficiencies: Training goals, policies, and infrastructure are outdated,
with inconsistent compliance tracking and limited internal instructional capacity.
• Community Risk Reduction: Public education, prevention, and multilingual
outreach are underdeveloped, limiting YFD's ability to proactively serve Yakima's
diverse population.
• Organizational Identity and Communication: A lack of a unified vision,
decentralized communications, and underutilized data systems contribute to
internal fragmentation and limit public engagement.
To address these issues, this Master Plan outlines short-, medium-, and long-term
recommendations across management, staffing, capital investment, EMS delivery,
training, and risk reduction. Implementing these strategies will require commitment
from City leadership, interdepartmental collaboration, and sustained community
support.
Ultimately, this Master Plan provides a roadmap for transforming YFD into a forward-
looking, resilient, and responsive agency—equipped to meet today's challenges and
tomorrow's emergencies with confidence and care.
ilhi 204
Evaluation of Current Conditions
Organization Overview
City Governance & Structure
The City of Yakima operates under a "Council-Manager" form of government as
outlined in Revised Code of Washington (RCW) Chapter 35.18. In this structure, the
City Councilmembers are elected officials who serve as the legislative branch of the
city. They appoint and oversee the City Manager, who leads the executive branch.
The City Council is responsible for setting city policy, adopting the budget, and
supervising the City Manager. The City Manager, in turn, implements the policies
established by the City Council, manages the budget, and oversees the daily
operations of the city through department heads, including the Fire Chief.
The Yakima City Council consists of seven elected officials, each serving four-year
terms. All seven Council Members represent specific geographic districts within the
city, while one is elected at large. The Council selects a mayor from among its
members. The Yakima Fire Department is one of nine city departments that deliver
services and support to Yakima's residents and visitors.
Yakima Demographics
Yakima is a mid-sized city in
central Washington State and .,• A
growing steadily. According to
Yakima Valley Trends, the city
is home to approximately
99,370 people in 2024 with a `
modest population growth rate a v ;q ,
Yi9.IOA0
of 0.73% over the previous
Vaidma
year. The city is the eleventh ,,, , v ..
(11th) largest city by population •
in the State of Washington. The
city area encompasses • ..
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approximately 27.8 square ,X;; saNKO AM
•
miles, with an additional 17.24
square miles of potential
expansion in the urban growth
boundary. The city contains Figure 1: Yakima Fire Dept. Service Area
38,218 (2023) homes.
205
Yakima Fire Department Structure
The Yakima Fire Department (YFD) was formally established in 1889 through
the adoption of "Ordinance 99" by the then City Commission.
The department's headquarters is located at Station 91, situated at 401 North
Front Street. The Fire Chief's role is outlined in a current position description
available on the Yakima Human Resources website. The current Fire Chief,
Aaron Markham, was appointed in 2018.
The Fire Chief serves as an at-will employee with the city. While the Chief has
the authority to recommend hiring and termination actions to the City
Manager, they are responsible for administering disciplinary actions
independently, following the city's Human Resources policies and the terms of
the collective bargaining agreement. The Fire Chief is supported in these
responsibilities by the City Attorney for legal counsel and the Human
Resources Director for personnel guidance.
As is typical in the fire service, YFD operates within a hierarchical, paramilitary
structure. However, YFD differentiates its approach by maintaining a scalar
hierarchy during emergency incidents while adopting a project-oriented
structure for day-to-day operations.
Figure 2: YFD Organizational Chart
MElk
Administrative
Assistant to the Fite - rim Office Assistant
Chief
I I I
Fite Deputy Chief- Fire Deputy Chief- Public
Administrative Communications
Operations Services Manager
I I I I I I , I
Shift Commanders Electronics Shift Commander Communications Public Safety Assist
(Shift) Mechanic II Mechanic I Technician (pays` Division Office Communications
Assistant Manager
I
I
J I
LCa-pEnins Public Safety Fire Captain- Pu b&ic Safety Training
Lieutenants Fire Captain-CRR Training Telecommunicator Supervisor
Firefighters Suiptrvisar
LCommunity Risk L Fire Lieutenant-
Reduction Specialists Training Telecommunicators
206
The organizational structure follows a similar hierarchical structure as the
staffing, with two deputy chiefs overseeing the programs. Deputy Chiefs are
employed under civil service rules. Program activities are assigned to various
individuals across the department, regardless of rank. There are several routine
program activities required to maintain emergency operational readiness and
include such things as facilities, equipment, apparatus, community risk
reduction, training, and special operations (specialized technical rescue,
HazMat). Mid-managers are assigned these program areas, with additional,
smaller projects connected to the major programs. The processes are
interdependent where better and faster decisions can be made.
All suppression employees from Shift Commanders down are covered by a
collective bargaining agreement. All exempt employees are covered by
personnel and civil service rules of the city. The span of control in the fire
department is in an ideal range for the operations branch and within industry
standards at 1:5 for the Captain. The fire department has five (5) career-staffed
fire stations within the city. YFD provides to the community services such as
fire suppression, emergency medical services, ambulance transport services
(through a county contract), specialized technical rescue, HazMat response, fire
investigation, and other services as required and needed.
Agency Comparisons
To provide a comprehensive understanding of YFD's operations and
performance, this master plan includes an agency comparison with several fire
departments across Washington State: Kennewick, Richland, Pasco, Kirkland,
Redmond, Everett, and Spokane Valley. These agencies were selected based on
similarities in population served, geographical considerations, and comparable
resources, such as the number of stations and firefighting personnel.
By analyzing metrics including total population served, service area, population
density, incidents per 1,000 population, fires per 1,000 population, fire loss per
capita, and EMS incidents per 1,000 population, we aim to identify trends, best
practices, and opportunities for improvement. These comparisons will provide
valuable context, positioning YFD to better align its services with the needs of
the community while adhering to regional benchmarks.
ilhl 207
The average population served among the sampled agencies is 91,701 (2024
data), Yakima was in the middle of populations served in comparison to the
other sampled agencies.
Figure 3: Population Served (2023)
FLU illi_ _I
140,000
120,000 — 114,800
108,800
99,370 96,710
100,000 -
87,120
82.220 80,040
80,000
64,190
60,000
40,000
20,000
Y.ikirna Kennewick Richland P.+s.:ri Kirkland Redmond Everett Spokane
Valley
Yakima has a 27.8 square mile service area which is the 2nd smallest service area
among those sampled. The total average service area among the sampled agencies
was 41 square miles.
Figure 4: YFD Service Area Size
Service Area 2024 (sq miles)
80 75
70
60
50 45 45
42.6
40 37.5
30
27.8 hull
22.6
20
10
0
Yakima Kennewick Richland Pasco Kirkland Redmond Everett Spokane
Valley
208
Regarding population density, Yakima stood at 3,574 persons per square mile
compared to an average of 2,540 among the sampled agencies. Compared to the
other agencies, Yakima is second highest in population density. Yakima's service
area also includes the Yakima Air Terminal - McAllister Field which accounts for a
large, unpopulated portion of the area.
Figure 5: Population Density
Population Density per Square Mile (2024)
4,500 4,279
4,000
3,574
3,500
2,984
3,000
2,551
2,500 2,193
2,000 1,779
1,507 1,451
1,500
1,000
500
Yakima Kennewick Richland Pasco Kirkland Redmond Everett Spokane
Valley
209
Compared to the sampled agencies, Yakima (in 2023) has just under 133
incidents per 1,000, which put it at third lowest among the sampled agencies.
(Does not include EMS calls)
Figure 6: Incidents per 1,000 (2023)
238
222
200 —
160
151 1.85
150 133
101 102
100 —
50
Yakima Kennewick Richland Pasco Kirld,ind Redmond Everett Spokane
Va(icy
YFD experienced just over $7.3M in fire loss in 2023, which put it at third
highest among the sampled agencies for that year, using data from 2023 Fire in
Washington report, produced by the Washington State Fire Marshal.
Figure 7: Fire Loss
Fire Loss (2023)
14.000,000
12,884,910
12,000,000 11,568,422
10,000,000
8,000,000 7,301,268
6,000,000 5,481,930
4,415.932
4,000,000
2,969,362
2,472,548
1,945.122
2,000,000
a '
Yakima Kennewick Richland Pasco Kirkland Redmond Everett Spokane
Valleq 210
The Yakima Fire Department, through its contractual service with AMR, has
the third lowest number of medical responses per 1000. This is likely due to
the fact that Yakima Fire does not respond to all EMS incidents within the
city based on dispatch criteria. AMR handles all EMS incidents in the city and
surrounding area through a contract with Yakima County. If Yakima Fire
responded to all EMS incidents, it would likely be much higher as the AMR
call volume is approximately 70% higher than YFD's EMS call volume. This
would increase the medical responses to third highest in the group based on
estimated responses.
Figure 8: EMS Incidents
EMS Incidents per 1,000 population (2024)
200
185
180
157
160
140 126
120 108 105
1El
79
40
20
Yakima Kennewick Richland Pasco Kirkland Redmond Everett Spokane
Valley
9 211
YFD Management Components
Managing emergency service agencies has always been complex, and post-COVID
societal and operational shifts have added new dimensions to the challenges
faced by fire service leadership. The pandemic forced agencies to rethink nearly
every aspect of emergency response, from safely answering calls to maintaining
safety protocols within the fire station. Living, training, and eating together during
extended shifts brought heightened risks, and firefighters looked to management
for leadership that balanced operational readiness with personal safety. While the
immediate impacts of the pandemic have subsided, the lessons learned continue
to shape fire department operations today.
Beyond the pandemic, fire departments now play a critical role in responding to
behavioral health crises, often serving as first responders in situations where law
enforcement engagement has been reduced due to legislative changes. This shift
has placed a greater operational and emotional burden on fire personnel,
requiring innovative partnerships, such as contracting out medical response
services, to maintain high standards of care while managing resources effectively.
Additionally, fire departments' collaboration with law enforcement during social
unrest and civil disobedience has introduced new risks and operational
complexities. These responses necessitate clear strategies and a firm commitment
to the safety of both personnel and the communities they serve.
Despite these evolving demands, fire service leadership must still address the
enduring responsibilities of building and sustaining an effective organization. This
includes refining organizational structures, setting measurable service levels,
embracing advancements in technology, fostering a qualified and resilient
workforce, developing staff for succession planning, and ensuring financial
sustainability. This section of the report delves into these elements, emphasizing
the critical balance between addressing immediate operational needs and
planning for a dynamic and resilient future.
il h I 2121)
YFD Processes and Procedures
YFD operates with a reliance on regulations to guide its daily operations,
complemented by a decentralized command structure that empowers firefighters
to make quick and efficient decisions in the field. This approach minimizes
dependency on upper management during critical incidents and enhances
operational agility. While a clear chain of command exists, ensuring its
effectiveness requires consistent and robust training to meet the evolving needs
of the department.
YFD has a mission statement, though its level of adoption and awareness among
staff is unclear, and the department lacks a formal vision statement to articulate
its long-term aspirations. Values have been established in the past but were not
well-received, highlighting the need for a refreshed set of guiding principles that
resonate with personnel. Departmental goals are embedded within the biennial
budget, which undergoes a comprehensive review every two years to align with
organizational priorities.
The department's administrative policies, managed under Lexipol, are updated as
needed to ensure relevance. Standard Operating Procedures (SOPs) are also in
place and currently undergoing a systematic update to enhance clarity and
consistency across operations. These foundational elements underscore YFD's
commitment to continuous improvement and organizational alignment, forming
the backbone of its master planning efforts.
Critical Issues
Through our research process, five (5) critical issues emerged as priorities for
YFD. First, ensuring adequate staffing levels to meet growing service demands
and maintain operational efficiency remains a pressing challenge. Second,
addressing the capital facility needs, including maintenance, upgrades, and the
potential for remodeling or constructing new station locations, is essential to
support the department's expanding responsibilities. Third, the department lacks
a comprehensive fleet and apparatus replacement plan, coupled with the need for
sustainable funding to navigate the increasing lead times for equipment
construction and delivery. Fourth, the delivery of medical incident response and
transport is handled by a third-party agency contracted through Yakima County.
While YFD does respond to higher levels of medical incidents, there is certainly
11111 213
opportunity to address the medical response in the city to provide consistent and
better level of care. Fifth, while there is an inspection program and emergency
response through YFD, there are other elements of a Community Risk Reduction
program that are almost non-existent. These issues highlight the importance of
strategic planning and resource allocation to ensure YFD's ability to serve the
community effectively now and into the future.
Communications
YFD employs a variety of internal and external communication methods but faces
challenges in achieving consistent and effective outreach. Internally, YFD
conducts regular staff, operations, and shift officer meetings, with meeting notes
recorded but not widely distributed across the department. Special directives are
issued as needed, and a verbal chain of command is effectively utilized to
communicate issues.
Externally, YFD relies on the City-wide newsletter and its website to share
information, though the website is not actively maintained due to the absence of
a dedicated Public Information Officer (PIO). The department does not have a
specific communications or public outreach advisory committee, limiting its ability
to proactively engage with the community. Public feedback mechanisms are
available through the City's "Yak Bak" system for complaints and an online service
survey on the YFD website, though formal public communication remains minimal.
These gaps underscore the need for a more structured and active communication
strategy to enhance both internal operations and community engagement.
YFD Records, Documentation, and Departmental Safety
YFD maintains records and documentation through a variety of systems, primarily
utilizing Microsoft Office 365 applications. Financial reporting is managed by the
Yakima Finance Department, while management reports are created on an as-
needed basis. Weekly incident reports are distributed to City Council through the
City Manager's office, and an annual report, featuring basic data, is presented to
the Council and published on the YFD website. Required fire department records
are maintained in retention folders with automated deletion protocols. Since June
of 2024, YFD has utilized ImageTrend Elite for incident and patient care reports,
214
with earlier records housed in Emergency Reporting. Personnel injuries and
exposures are documented in Citylce. Maintenance and testing records, including
SCBA, hose, ladder, and vehicle maintenance, are managed internally or through
contracted services. Additional testing, such as breathing air and gas monitor
calibration, is conducted via external partnerships.
Security measures are in place across YFD facilities and systems, though some
properties lack secure fencing. Offices feature mechanical or electronic key access
locks, and computer systems are safeguarded by Yakima IT with controlled sleep
modes, cybersecurity software, and random phishing tests for end users. Secured
parking for fire and personal vehicles is only available at Stations 91, 94, and 95
(only locked at night).
Capital inventory is reviewed annually, and monetary controls are robust, with no
petty cash maintained at stations. P-Cards issued to captains or higher-ranking
personnel adhere to City policies, and purchasing controls are managed through a
delegated authority and electronic purchase order approval process. Together,
these systems and practices ensure operational integrity and accountability within
the department.
215
Capital Assets and CIP
Maintaining well-equipped fire stations and modern apparatus is essential to
sustaining an effective and reliable fire service program. YFD's capital assets,
including fire stations, vehicles, and specialized equipment, are strategically
distributed throughout the city to ensure comprehensive emergency response
coverage. However, service accessibility to areas east of 1-82 may be affected by
limited crossing routes, presenting a potential challenge in response times. While
the department's fire stations vary in age, they are generally in good condition,
reflecting ongoing maintenance efforts and investment in infrastructure. As the
city continues to grow, ensuring that capital assets remain modern, well-placed,
and operationally effective will be crucial to meeting future service demands.
Facilities
At the time of this report, YFD does not maintain a formal Capital Improvement
Plan (CIP) specifically for fire stations and auxiliary structures, nor has a
dedicated funding mechanism been identified to support long-term facility
upgrades and replacements. Without a structured CIP, the department faces
challenges in systematically planning for future capital investments, prioritizing
necessary improvements, and ensuring sustainable funding for critical
infrastructure. While routine maintenance and repairs are performed as needed,
the absence of a comprehensive CIP may hinder the ability to proactively address
aging facilities, adapt to evolving service demands, and enhance operational
efficiency. The following section provides a detailed assessment of each fire
station and auxiliary facility, outlining current conditions, maintenance needs, and
potential areas for future investment.
A A
216
4111- 411
N I
4 f
Station 91
Address 401 N. Front Street
Const. Type Masonry Wall
Opened 1974
Seismic Protection/Energy Audits No
Auxilary Power Yes
Condition Good
Special Considerations Mixed-Gender/Limited Storage
11,454 (Ground Floor) Basement Storage.
Square Footage Administrative offices on the 2nd Floor.
Amenities
Exercise/Gym Yes
Kitchen and Dorms Yes
Lockers and Showers Yes
Training and Meeting Space No
Laundry Yes
Security
Sprinkler System In Living Space Only
Smoke Detection Yes
Security Door Code and Promixity Fence
Apparatus Exhaust System Yes
Engine (3)
Tractor Drawn Aerial (TDA) (3)
Shift Commander (1)
Units (Staffing Levels) 10 Administrative Personnel
Ilbkh I 217
f
V
Station 92
II RI■ ,i
Address 7707 Tietor- Dr.
Const. Type Masonry Wall
Opened 1978
Seismic Protection/Energy Audits No
Auxilary Power Yes
Condition Average
Special Considerations Mixed-Gender/Limited Storage
Square Footage 8032sf
Amenities
Exercise/Gym Yes
Kitchen and Dorms Yes
Lockers and Showers Yes
Training and Meeting Space No
Laundry Yes
Security
Sprinkler System Yes
Smoke Detection Yes
Security Door Code
Apparatus Exhaust System Yes
Units (Staffing Level) Cross staffed: Engine/Brush Truck/ UTV (3)
1111 218
Station 93 n`
s J
Address 511 N. 40th Ave
Const. Type Wood Frame
Opened 1996
Seismic Protection/EnergyAudite No
Auxilary Power 00S at this time
Condition Good
Special Considerations Mixed-Gender - Appropriate Storage
Square Footage 8789sf
Amenities
Exercise/Gym Yes
Kitchen and Dorms Yes
Lockers and Showers Yes
Training and Meeting Space No
Laundry Yes
Security
Sprinkler System Yes
Smoke Detection Yes
Security Door Code
Apparatus Exhaust System Yes
Units (Staffing Level) Cross-staffed: Engine/Ladder/Brush/UTV (3)
219
Station 94 rs
(YKM Airport)
Address 2404 W Washington Ave.
Const. Type Masonry / Wood Frame
Opened 1968 (remodeled in 1988 and 2010)
Seismic ProtectionlEnergy Audits No
Auxilary Power Yes
Condition Fair
Special Considerations Mixed-Gender - Limited Storage
Square Footage
Amenities
Exercise/Gym Yes / Limited
Kitchen and Dorms Yes
Lockers and Showers Yes
Training and Meeting Space No
Laundry Yes
Security
Sprinkler System Yes / Living Quarters only
Smoke Detection Yes
Security Door Code
Apparatus Exhaust System Yes
ARFF (1 ), Cross-staffed:
Units (Staffing Level) Engine/Tender/Reserve ARFF (3)
220
Station 95 jai
wig
Address 807 E. Nob Hill Rd.
Const. Type Masonry Wall
Opened 1974
Seismic Protection/Energy Audits No
Auxilary Power Yes
Condition Good
Special Considerations Mixed Gender/ Training Rooms
Square Footage 10,939
Amenities
Exercise/Gym Yes
Kitchen and Dorms Yes
Lockers and Showers Yes
Training and Meeting Space Yes
Laundry Yes
Security
Sprinkler System Yes
Smoke Detection Yes
Security Door Code - Fenced Property
Apparatus Exhaust System Yes
2 Training Personnel
Units (Staffing Level) Engine (3)
194 .-_. _
221
Station 90 (Shop ) r7:
Address 2020 Fruitvale Blvd
Const. Type Masonry Wall
Opened 19%
Seismic Protection/Energy Audits No
Auxilary Power No
Condition Good
Special Considerations 3 Bay Maintenance Facility
Square Footage 9,840
Amenities
Exercise/Gym No
Kitchen and Dorms Breakroorn
Lockers and Showers Shower
Training and Meeting Space No
Laundry i
Security
Sprinkler System N_
Smoke Detection r' _;
Security e
Apparatus Exhaust System Yes
Units (Staffing Level) Cvlec _ r- cs, 1 E
222
Training Tower
ITL.
I I I I 1 I I I I
( at Sta . 95)
Address 807 E. Nob Hitt Blvd
Const. Type Masonry Wall
Opened 1998
Seismic Protection/Energy Audits No
Auxitary Power No
Condition Good
Training Tower, additional flame pad, roof
Special Consideratior props, pump pit
Square Footage 1,789
Amenities
Exercise/Gym No
Kitchen and Dorms No
Lockers and Showers No
Training and Meeting Space No
Laundry No
Security
Sprinkler System No
Smoke Detection No
Security No
Apparatus Exhaust System No
Units (Staffing Level) None
1111 223
_ _
„:504
Race St. Facility risc
S
Address 1216 Race St
Const Type Masonry Wall
Opened 1958
Seismic Protection/Energy Audits No
AuxiLary Power No
Condition Average
Special Considerations N/A
Square Footage 3,439
Amenities
Exercise/Gym No
Kitchen and Dorms Yes KitchenlNo Dorm
Lockers and Showers No
Training and Meeting Space No
Laundry No
Security
Sprinkler System No
Smoke Detection. Yes
Security Door Code/Fencing
Apparatus Exhaust System No
Units (Staffing Level) Storage Bldg
224
Apparatus and Support Equipment
YFD has established an Apparatus Replacement Plan, created in 2022, which
outlines a 17-year schedule for the systematic replacement of fire engines, ladder
(aerial) trucks, and other emergency response vehicles. The plan initially
developed as a strategic initiative in 2017, outlined 12 years as front line response,
followed by 5 years as reserve, totaling a 17-year replacement schedule. However,
while the plan provides a structured approach to fleet modernization, no
dedicated funding mechanism has been identified to ensure its implementation.
Without secured financial support, the department may face challenges in
maintaining a reliable and up-to-date fleet, potentially impacting emergency
response capabilities. Additionally, there is currently no formal Equipment
Replacement Plan for essential support equipment, such as personal protective
equipment, communications systems, and specialized firefighting tools. Although
purchase intervals have been planned based on equipment type and expected
lifespan, the absence of a structured replacement plan and funding mechanism
creates uncertainty in the department's ability to consistently upgrade and
replace critical resources. Addressing these gaps through a comprehensive
capital funding strategy will be essential to sustaining the operational
effectiveness and safety of YFD personnel and the community they serve.
The following tables represent the current apparatus inventory:
Station 91
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
Engine 91 1 2024 KME New 3 1750 750
Truck 91 TDA 103' 2010 Crimson Old 3 500 350
Rehab 90 1998 Ford Fair
BT 91 P/U 2024 Chevy 2500 New 1
BT 291 P/U 2013 F-150 4x4 Average
111 ,
225
Station 92
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
Engine 92 1 2024 KME New 3 1750 750
B 92 6 Average Cross-staffed 150 400
UTV w/
Trailer 2015 Polaris Average 15 100
Station 93
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
Engine 93 1 2013 Rosenbauer Average 3 1750 750
Platform
Truck 93 102' 2016 Rosenbauer Average Cross Staffed 2000 500
B 93 6 2023 Ford F-550 New Cross Staffed 150 400
UTV WI
Trailer 2015 Polaris Average Cross Staffed 15 100
Engine 90 1 2010 Rosenbauer Average Reserve 1750 750
Station 94
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
Engine 94 1 2017 Rosenbauer Average 3 1750 750
ARFF 94 2020 Oshkosh Striker New 1
•
ARFF 294 2005 Oshkosh Striker Average Reserve
Cross
Tender 94 2 2002 KME Average Staffed 1,500 2,500
Air/MCI 1999 Chevy 3500 Fair
226
Station 95
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
Engine 95 1 2024 KME New 3 1750 750
Engine 390 1 2008 Central States Fair Reserve 1750 750
Boat wI
Trailer Jet 2010 Woolridge/EZLDR Average
Trailer Drift Boat Average
TRN 90 P/U 2015 Ford F-250 4x4 Average
TRN 290 P/U 2015 Ford F-250 4x4 Average
Panel International-
TR 95 Truck 1988 1900 Fair
Tow 95 SUV 2002 Chevy Tahoe Fair
Tow93 SUV 2001 Chevy Tahoe Fair
Station 90 /Admin Staff Vehicles
Apparatus Type Year Make and Model Condition Min Staffing Pump Capacity Tank Capacity
CH 90 P/U 2023 Chevy 2500 4x4 New Staff
CH 290 P/U 2021 Ford F-150 4x4 New Staff
Ford Explorer
CH 390 P/U 2015 AWD Average Staff
INS 290 SUV 2015 Ford Escape AWD Average Staff
INS 490 SUV 2002 Chevy Tahoe 4x4 Fair Staff
CPT 90 SUV 2009 Ford Escape Fair Staff
Ford Expedition
C 490 SUV _ 2008 4x4 Fair Staff
Ford Expedition
BT 90 SUV 2012 4x4 Average Staff
ET 90 SUV 2009 Ford Escape Fair Electrician
ME 90 P/U 2000 Ford F-450 4x4 Average Mechanic
ME-290 P/U 2005 Ford F-250 4x4 Average Mechanic
Medic 90 2 2013 Van Style Fair Surplus
Medic 290 2 2016 Van Style Fair Surplus
Hoe 90 Backhoe Fair
Bucket
Truck PIU _ 1993 Chevy 3500 HD Fair Mechanic
Engine 290 1 2011 Rosenbauer Average Reserve 1750 750
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The following chart shows the apparatus and station deployment comparisons
with the average for comparable departments. While not all agencies deploy
medic units, several do although many have them as cross-staffed with other
apparatus.
Figure 10: Resource Deployment
Resources Deployed by Type Comparison
•Yakima i Comparable Agency Average
6.4
6 5.4
5
5
4
4
3
3
2
2
1.3
0
0
Engine Ladder Medic Units Stations
YFD does have reserve apparatus to deploy when needed.
228
Staffing and Personnel
An effective emergency response system relies on its most valuable asset—
people. Managing human resources well means striking a balance between
making the best use of the workforce and ensuring job satisfaction. This requires
a commitment to reliability, a safe work environment, fair treatment,
opportunities for input, recognition of dedication and sacrifice, and pathways for
growth. When these elements come together, they create a workplace where
employees feel valued and motivated, strengthening the overall effectiveness of
the emergency response system.
Administration and Support Personnel
A core responsibility of fire department administration is ensuring that fiscal
management, infrastructure, and support systems are effectively structured and
maintained to enable the department to carry out its primary mission—
responding to and managing emergencies—safely and efficiently.
As with any municipal fire department function, administrative and support
services require appropriate resources to operate efficiently. This section of the
staffing analysis evaluates the ratio of administrative and support personnel
relative to the total workforce, comparing it to industry standards and peer
organizations. An imbalance in administrative staffing—whether too high or too
low—can negatively impact overall efficiency. Establishing the right proportion
between administrative, support, and operational personnel is essential to
sustaining a well-functioning department and achieving organizational objectives.
At YFD, administrative and support staffing, fifteen (15) employees, represents
12% for the Yakima Fire's total staff. YFD does well in providing additional
support for emergency management through utilization of city civilian staff, and
partnerships within the community such as Yakima County Emergency
Management, as well as assignments within the fire department team. Additional
public education staff as well as an EMS officer to administer and monitor EMS
contracts are recommended.
229
YFD has the lowest number of firefighters per 1,000 population (per capita).
Administrative functions for YFD are housed at Station 91, an active downtown
station with administrative offices on the second floor. In this location,
administrative staff maintain a connection to emergency response staffing at
Station 91, as well as close proximity to Yakima City Hall and the general public.
Figure 11: Firefighters per 1000
Firefighters per 1,000 Population
2.50
2,04
2.00
1.74
1.63
1.50 1.37 1.40
1.25
1.10
1.04
1.00
0.50
Yakima Kennewick Richland Pasco Kirkland Redmond Everett Spokane
Valley
Emergency Response Staffing
Ensuring an adequate number of professionally trained emergency responders is
essential for maximizing the effectiveness of apparatus and equipment during
incident response. Insufficient staffing at an emergency scene reduces
operational effectiveness and increases the risk of injury to both responders and
the public. It can also lead to negative outcomes, such as greater fire damage or
adverse medical results.
The first 15 minutes of a fire suppression effort are critical in determining the
overall outcome. The ability of firefighters to operate effectively during this period
directly impacts incident resolution. This principle applies across fire suppression,
�n
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rescue, and emergency medical situations. To control a fire or provide effective
patient care, critical tasks must be completed within specific timeframes. YFD is
responsible for ensuring that responding units can perform these tasks promptly,
efficiently, and safely. Achieving this requires multiple actions to occur
simultaneously rather than sequentially.
Firefighter staffing is a critical issue at both the state and national levels, with
discussions primarily focused on ensuring the safety of firefighting personnel and
the broader community. The National Fire Protection Association (NFPA)
establishes staffing standards, often measured as "fire personnel per 1,000
residents" or "minimum staffing per company." These standards provide guidance
on maintaining effective response capabilities. The most immediate concern is
ensuring that response teams are adequately staffed to arrive quickly to an
emergency and carry out their assigned tasks efficiently, minimizing risks and
mitigating the impact of incidents.
Another challenge in operational staffing is maintaining the capacity to respond
to large-scale incidents while simultaneously handling multiple emergencies. In
some communities, the per capita number of incidents is increasing, particularly
medical emergencies that require fewer personnel but can still strain overall
response capabilities. Ensuring sufficient staffing levels is essential to maintaining
comprehensive emergency services without compromising effectiveness.
The number and type of tasks that must be performed simultaneously during fires
and other major emergencies determine the minimum staffing levels needed for
an effective response. When there are not enough personnel to carry out these
critical tasks at the same time, the incident commander must prioritize and
complete them in sequence rather than concurrently. This delay in mitigation
efforts can negatively impact the outcome, leading to increased fire damage and
greater overall losses. Ensuring adequate staffing is essential for executing a
coordinated response and minimizing the impact of emergencies. Improving
"cover plans" for simultaneous incidents was a recommendation to YFD from the
Washington State Ratings Bureau (WSRB).
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Personnel Management
Fire service operations personnel statewide typically work 24-hour or 48-hour
shifts. Under federal labor regulations, they can work up to 53 hours per week
before overtime pay is required. However, these hours can be averaged over a
designated period rather than a single week. Employers have the flexibility to
establish an averaging period ranging from 7 to 28 days, with most fire
departments in the Northwest utilizing cycles of 24 to 28 days. These periods,
known as Fair Labor Standards Act (FLSA) cycles, include scheduled off-duty
days, commonly referred to as Kelly Days, which help manage work hours and
ensure compliance with labor regulations. YFD provides 14 Kelly Days per year.
Additionally, there are no requirements for call-back, residency, or standby duty.
YFD operates on a 48/96 shift schedule, with personnel working 48 hours on duty
followed by 96 hours off. This schedule results in an average of 49.54 duty hours
per week, which remains below the 53-hour threshold for overtime eligibility.
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Service Delivery and Performance
Training
Training is the backbone of any fire department, ensuring that firefighters are
prepared to respond effectively and safely to emergencies. For YFD, ongoing
training is essential to maintaining operational readiness, enhancing firefighter
safety, and improving service delivery to the community.
Firefighting is an inherently dangerous profession that demands continuous skill
development in areas such as fire suppression, rescue operations, hazardous
materials response, and emergency medical services. Consistent training not only
aligns YFD personnel with national fire service standards but also fosters
teamwork, decision-making, and adaptability under high-stress conditions. By
prioritizing training, the department strengthens its ability to protect lives and
property while ensuring that firefighters remain physically, mentally, and
technically prepared for the challenges they face.
General Competencies
YFD operates under nationally recognized training standards established by the
National Fire Protection Association (NFPA), the International Fire Service
Training Association (IFSTA), the International Fire Service Accreditation
Congress (IFSAC), and the Washington Administrative Code (WAC). These
standards guide the department's training programs to ensure firefighters meet
essential competencies and remain prepared for emergency response.
In 2024, YFD conducted 9,861 hours of training, with 7,111 of those hours
dedicated to fire-related training and 1,034 hours to EMS training, involving 87
personnel. Training encompasses multiple specialized areas, including special
rescue, rope, and water rescue, with 12 certified HazMat technicians on staff. The
department is also certified in vehicle extractions and provides defensive driving
training through the Washington Fire Chief's EVIP (Emergency Vehicle Incident
Prevention) program.
Recruit Academies are held two to three times annually in partnership with
Kittitas Valley Fire & Rescue (KVFR) and Sunnyside Fire Department. These
academies ensure a pipeline of well-trained personnel, though continuing
education beyond recruit-level training is not formally outlined.
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Accountability procedures, (stored on CitylCE and Lexipol, are outdated which
reduces their effectiveness) incident command structures, and safety measures
are in place, ensuring a structured training environment. However, training
policies and procedures are outdated and stored on City ICE and Lexipol, which
reduces their effectiveness in guiding current training needs. Additionally,
company training programs were cited as deficient in the WSRB rating.
Training Methodology and Execution
YFD uses a combination of in-house and online lesson plans, with 70% of training
delivered through structured lesson plans, while the remainder is research-based
or instructor-led. Training sessions include night drills for ladders and multiple-
company operations, daily interstation (multi-company) drills, and annual multi-
agency training with Selah, West Valley, East Valley, and Highland departments.
Additionally, FAA-mandated disaster drills are conducted at required intervals to
meet requirments
A probation manual outlines manipulative skills training, aligning with WSP IFSAC
skill sheets. While annual training hour requirements exist, the Training Division
struggles to enforce compliance, requiring additional pressure to ensure
completion. Training hours are currently tracked in ERS, but there is an identified
need to transition to ImageTrend.
One notable gap in training is pre-fire planning, which has not been conducted or
addressed for some time. This omission presents a potential risk in ensuring
readiness for large-scale incidents.
Operations and Performance
Safety is a fundamental part of YFD training, with safety briefings conducted
before every drill. Post-incident reviews, including hot washes at both company
and department levels, follow policy. Training for probationary firefighters and
recruits is established and adhered to, ensuring foundational skills are properly
instilled.
Administration and Budget
The Training Division is led by a Training Captain but lacks formally identified
training goals and objectives. Among the staff, 40% of firefighters are certified as
Instructor 1, and there is only one Instructor 2. While an annual training report is
234
produced, it typically lacks actionable recommendations, limiting its impact on
improving training effectiveness.
Although mandatory training requirements are defined by WAC and emphasized
in Recruit Academies, there is no structured continuing education program for
ongoing firefighter development. The department operates on an annual $50,000
training budget, which must cover all training needs, including facility
maintenance and instructional resources.
The training facility is aging, dating back to 1978, with the training tower built in
1997. There is a shortage of office space and storage for training materials, further
straining training operations.
Facilities and Resources
While YFD has adequate training grounds, many training props are outdated or
out of service. The car prop needs updating, and a below-grade prop is rarely
used. The Kidde live fire prop is out of service due to outdated technology,
reducing live fire training capabilities.
Classroom facilities are in fair condition but require upgrades to chairs, carpet,
HVAC, and technology. Video simulation resources are inadequate, with no
modern simulation tools available due to repeated budget cuts. The department
maintains IFSTA training manuals, ensuring reference materials are accessible.
Record Keeping and Documentation
The Training Captain maintains digital records of individual certifications, but the
transition from ERS to ImageTrend remains incomplete. There is currently no plan
for digitizing training records, leading to sporadic record-keeping by company
officers and personnel. The absence of a centralized system makes training
tracking inconsistent, placing additional burdens on the Training Division, officers,
and firefighters. Moreover, YFD lacks an inventory of training equipment, further
complicating resource management and replacement planning.
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Community Risk Assessment
Code Enforcement, Inspection, and Public Education
YFD enforces a range of modern fire and building safety codes, including the
2021 editions of the International Fire Code (IFC), International Building Code
(IBC), Washington State Fire Code, NFPA standards, and ANSI-IKECA C-10. Local
fire code provisions are further governed by the Yakima Municipal Code.
New construction inspections and plan reviews for fire and life safety are the
responsibility of the City of Yakima Building Department. These are conducted
without direct consultation from YFD. All new construction permits are reviewed
and signed off by the Building Department, and fees are dictated by the Yakima
Master Fee Schedule. YFD does not participate in new construction inspections
or associated reviews but maintains responsibility for inspections of existing
occupancies, including classification and risk-based prioritization for special
hazard occupancies. Storage tank inspections are not currently offered by the
department.
The department has implemented a Knox Box program for secure emergency
access and relies on the Yakima Water Department to manage hydrant flow
records.
General Inspection Program
YFD conducts annual inspections of high-hazard occupancies but does not
currently operate a self-inspection program for lower-risk occupancies, though
such a program is under consideration. Violations identified through inspections
are handled administratively via the City of Yakima's Building Codes Division,
without escalation to municipal court or a hearing examiner.
Inspection records are maintained digitally using ERS, with a migration to
ImageTrend currently underway. Three YFD personnel are dedicated to managing
the inspection program. Inspection fees are established in the City's Master Fee
Schedule.
, A
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Fire Safety and Public Education
YFD does not currently offer a structured public education program to address
key topics such as how and when to call 911, exit drills, smoke and carbon
monoxide alarm education, fire safety in the home, injury prevention, fire
extinguisher use, or elder care. CPR classes are not provided, though firefighters
may perform basic health checks like blood pressure readings for walk-in visitors
at fire stations. The availability of public safety materials is minimal and primarily
limited to brochures, with limited content provided in Spanish.
Fire Cause Determination
Fire origin and cause investigations are conducted by YFD's shift investigators,
who also address arson cases. These personnel are members of the regional Fire
Investigation Team (FIT), certified through the International Association of Arson
Investigators (IAAI), providing additional resources and inter-agency
collaboration for complex incidents.
ki 237
Emergency Medical Services (EMS)
An effective EMS system involves many different agencies, organizations, and the
public working together to provide rapid recognition, notification, response,
treatment, and transport to those in need of immediate medical attention.
Generally, most EMS systems include at least system access and dispatch
components, first response, ambulance transport, and definitive hospital care. The
addition of a trained public component has improved patient outcomes.
Medical Direction & Control
Prehospital medical care systems include emergency assets (trained personnel on
appropriate emergency vehicles with proper equipment), strategically deployed,
arriving promptly to provide the most appropriate care for the sick and injured,
with transportation to the nearest or most appropriate medical facility for further
treatment. Often lost in this process is the role of medical control by physicians
specifically trained in the management of pre-hospital medical care.
In Washington State, physicians are selected by the Washington State Department
of Health upon recommendation for certification by the local medical community
and local emergency medical services and trauma care council. The physician
selected is referred to as the Medical Program Director (MPD) for their county and
oversees the pre-hospital medical system within that county. In addition, the MPD
provides supervision of medical personnel. This can be done online (paramedics
have direct phone or radio access to an emergency physician in real-time for
permission to conduct certain medical procedures) or offline (paramedics
conduct certain medical procedures based on pre-established patient care
protocols).
In Yakima, the Medical Program Director (Dr. Kevin Eric Hodges) and the Yakima
County EMS and Trauma Care Council have established offline medical control
through standing orders and patient care protocols, most recently adopted in
June 2019. Doctor Hodges also provides medical chart reviews, case reviews, and
continuing medical education for field technicians. Dr. Hodges is Board Certified in
Emergency Medicine and is assisted by an Administrative Assistant and an MPD
Assistant/Paramedic Instructor who manages quality assurance programs on
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behalf of Dr. Hodges for the pre-hospital agencies in the county. The MPD
conducts quarterly crew meetings to discuss contemporary issues, state-of-the-
art procedures and practices, and to maintain ongoing engagement with the field
personnel.
EMS is the single most uniformly operating section of the Yakima County fire
departments, primarily because they are combined under the Yakima County
Emergency Medical Services Department and under a single MPD for the County.
Organized as a private, non-profit organization, the Council works with the
Washington State Department of Health, hospitals, pre-hospital EMS providers,
airborne medical transport, and other regional healthcare partners to develop and
enhance the EMS and trauma care system.
Quality Assurance & Quality Improvement
A Quality Assurance & Quality Improvement program exists in Yakima County
Emergency Medical Services Department. According to the Health Resources and
Services Administration (HRSA), quality assurance (QA) measures compliance
against certain necessary standards, typically focusing on individuals, whereas
quality improvement (QI) is a continuous improvement process focused on
systems. YFD's QA/QI process is coordinated by a QA/QI Committee of field
personnel. The process includes a lessons-learned approach to post-incident
analysis and medical case reviews. These are conducted monthly. Case reviews
include the involvement of the QA/QI Committee, the MPD, and the Deputy Fire
Chief. QA/QI results are published in regular reports, and in particular for certain
cardiac arrhythmias (STEMI), cardiac arrests, and strokes.
Clinical Skills & Continuing Education
Each member of the Yakima Fire Department participates in the Ongoing Training
and Evaluation Program (OTEP) to maintain their certifications and keep skills at a
high level throughout the year. These training opportunities are offered internally
and some externally within the region. Continuing education and OTEP are
provided through Yakima County Emergency Medical Services Department.
Members who participate present their record of attendance, which is filed
electronically in the YFD records management system and with Yakima County's
9th Brain system, as intubation, airway management, and intravenous access, are
routinely performed by intermediate and advanced (paramedic) medical
technicians. Success rates and multiple attempts are
ISE a JI 239
tracked, and remedial training or testing is provided if necessary.
EMS Staffing, Operations and Administration
All YFD employees, except for five administrative staff members, are certified as
basic EMTs; an additional six personnel are EMT Intermediates. EMT is the
minimum level of medical training for all operational personnel. There are 6
members of the department with intermediate level EMS skills. These are
individuals certified as EMT-IV techs and able to perform tasks beyond basic life
support, including administering certain medications, managing advanced
airways, and providing basic cardiac monitoring.
Staffing for medical calls is done by the assigned engine or ladder company with
three personnel and a private ambulance provider with two personnel, either two
EMT's or a paramedic and EMT depending on call severity and unit availability.
In the comparable agencies there are one or more administrative staff that
directly supervises the EMS program. There is no direct supervision of the EMS
program in the YFD. This is problematic in that 70% of the responses are EMS
related and all involve direct contact with the citizens of the community. In
addition, the city is provided ambulance service by a private provider that has
contractual requirements that must be monitored and met. While monitoring of
this contract is done by the Yakima County Emergency Medical Services
Department, the majority of the calls occur within the city of Yakima. A EMS
Officer would also serve as the required HIPPA compliance officer to review and
redact and ensure the identity of the requester. They would also act as the
exposure control officer to assist individuals exposed to the body fluids of others.
EMS Logistics
Logistics and support services for EMS represent a labor-intensive process
requiring good policies and attention to detail. The procurement and distribution
of EMS supplies is also an important behind-the-scenes practice that needs
hands-on work and meticulous record keeping. Filling the demand for logistical
services is a constant necessity in any organization and vital to ensure the
operational readiness of the agency. A significant amount of the YFD EMS
officers' time is consumed with logistics duties.
2403
Contracted Ambulance Service Delivery
Yakima County contracts with a private 3rd party provider for Basic Life Support
(BLS) and Advanced Life Support (ALS) services and patient transport with
American Medical Response (AMR). YFD relies on this provider to respond to all
medical calls within the city in ten minutes or less to 90% of the calls. The current
contract also exempts the ten minute response time within Zone 1 as follows:
• Concurrent response
• Declared disaster
• Multiple units to the same call - only first unit counts
• Response location errors
• Response location change
• Cancelled request
• Response delayed by accident
• Third response delayed by accident
• Hospital on diversion status
• 20 minutes or greater wait time at a hospital
• Declared MCI, disaster, or pandemic
• Reduced or upgraded response.
The City of Yakima accounts for approximately 50% of the calls that AMR
responds to within Yakima County; however, it doesn't appear to be providing
strong oversight of contractual compliance within the city. Granted, there are
numerous exemptions for meeting the response time goals, the contract
essentially allows for "self-reporting" by AMR. As an example, for a city with the
population of Yakima, three calls within 20 minutes is not unusual. The current
contract allows AMR not to meet response times goals when there are three or
more calls within 20 minutes. In looking at the comparable information in this
report there are significantly higher numbers of transport units in 6 of the 7
agencies. Spokane Valley uses a AMR supported model similar to Yakima's, the
other 6 agencies staff agency owned ambulances.
• Kennewick - 5 transport units
• Richland - 6 transport units
• Pasco - 5 transport units
• Kirkland - 6 transport units
• Redmond - 7 transport units
• Everett - 7 transport units
• Spokane Valley - Unknown
39 241
In comparing the Spokane Valley model to the Yakima system there is one large
difference. In the Spokane Valley model many of the agency's have Paramedics
on staff to allow for ALS level of care upon the fire agencies arrival. In looking at
the Spokane Valley comparable they respond to medical emergencies with nine
Engines and two Ladders. Eight of their Engines are staffed with paramedics and
provide ALS services. The additional engine and two ladders are staffed as ALS
when staffing permits. On incidents where the closest Engine or Ladder does not
have a Paramedic on board, and the patient requires a higher level of care, an
ALS (Advanced Life Support/Paramedic) unit will respond as well. If transport to
the hospital is required, a private ambulance operated by American Medical
Response will also respond.
There are two reasons Yakima should be moving to a model similar to Spokane
Valley. The first reason is patient care. In many cases the fire department will
arrive before the ambulance. If the patient is having a true medical emergency
then Advanced Life Support should begin right away. Yakima should begin hiring
only paramedic trained firefighters and offering to provide paramedic training to
existing staff. They should also begin to equip all engines and ladders with ALS
equipment.
The second reason is the stability of the current transport provider. A quick search
of the internet shows many occasions that AMR has chosen to remove themselves
as the transport provider because the business model was not working. While the
current contract has some protection for the county and city, training and
equipping enough paramedics is a lengthy process and the lack of ALS provider
has serious consequences.
In summary, YFD operates within a well-structured countywide EMS system, but
there are significant gaps in direct supervision, staffing, and long-term
sustainability of service delivery. With over 70% of emergency responses involving
EMS, the department must elevate its operational oversight, enhance internal
capabilities through paramedic staffing, and modernize its response model.
Strengthening clinical leadership, ensuring accountability in contracted
ambulance services, and investing in ALS capacity will be essential to improving
patient outcomes and ensuring the resilience of Yakima's EMS system into the
future.
2421)
HAZMAT
Hazardous Materials (HAZMAT) response is a critical function of modern fire
departments, designed to protect life, property, and the environment from the
release of dangerous substances. These materials may include chemical,
biological, radiological, or nuclear agents that pose immediate or long-term risks
to health and safety. In Washington State, the evolution of HAZMAT services
began in earnest during the late 1980s, when increasing industrial activity,
transportation of chemicals, and the presence of legacy waste sites—particularly
around the Hanford Nuclear Reservation—prompted the state to formalize
regional response teams. The Washington State Patrol was designated as the lead
agency for statewide hazardous materials response, coordinating with local fire
departments, emergency management, and environmental agencies. However,
lead agencies can be changed through resolution during specific emergencies.
Today, many fire departments in Washington maintain varying levels of HAZMAT
capabilities, ranging from operations-level first responders to specialized
technician-level teams, often integrated into regional or mutual aid frameworks.
These services ensure a coordinated and effective response to chemical spills,
industrial accidents, and potential threats to public health.
In the Yakima region, the need for HAZMAT services is shaped by a diverse
industrial and agricultural economy, major transportation corridors, and proximity
to legacy waste sites. Interstate 82 and multiple freight rail lines carry a steady
flow of commercial goods, including hazardous materials, through the valley.
Additionally, Yakima's thriving agricultural sector relies on chemicals for crop
production, storage, and processing—introducing risks of accidental releases or
spills. While Yakima is not home to a designated state HAZMAT team, the Yakima
Fire Department maintains technician-level HAZMAT response capabilities and
works closely with regional partners and the Washington State Patrol in the event
of major incidents. Continued coordination, training, and equipment upgrades are
essential to ensure preparedness for potential chemical exposures, transportation
incidents, or large-scale industrial emergencies that may affect the health and
safety of residents and the environment.
Personnel and Training
The department's personnel certifications reflect a moderate-to-advanced
capacity in HAZMAT operations. While there are currently no personnel certified
41 243
at the Awareness level or in Weapons of Mass Destruction (WMD) response, YFD
maintains over 90 Operations-level certified responders and 10 Technician-level
certified personnel. The department also has 8 HAZMAT Incident Command (IC)
certified staff and 10 certified HAZMAT Safety Officers, supporting the command
and safety oversight functions necessary for higher-level response operations.
The team trains quarterly and can assemble for Level A entry within
approximately 90 to 120 minutes.
Regional Coordination and Response Readiness
Yakima Fire Department is not currently a member of a regional or state HAZMAT
team and has no formal mutual aid agreements for HAZMAT response in place at
this time. However, discussions are underway with regional partners, including the
City of Sunnyside and the Yakima Training Center (YTC), to explore coordinated
mutual aid or joint team development. Strengthening these partnerships will be
critical in improving response capacity for large-scale or multi-jurisdictional
HAZMAT incidents, especially given the geographic size and industrial scope of
the Yakima Valley.
Improving HAZMAT readiness in Yakima will require a coordinated investment in
training, equipment oversight, and regional partnerships. Given the industrial and
agricultural risks present in the valley, establishing a more robust, scalable, and
integrated HAZMAT response framework will be essential to safeguarding public
health and environmental safety.
244'
Specialized/Technical Rescue
Modern fire departments must be equipped not only to handle fires and
emergency medical calls but also to respond effectively to a wide range of low-
frequency, high-risk incidents requiring specialized expertise. Technical rescue
services encompass operations such as confined space rescue, high-angle rope
rescue, trench collapse, structural collapse, swift water rescue, and vehicle or
machinery extrication. These incidents often involve complex environments,
specialized equipment, and advanced training beyond the scope of standard fire
service operations. In communities like Yakima—where industrial facilities,
transportation networks, and geographic features increase the potential for such
emergencies—the ability to respond to technical rescue scenarios is a critical
component of public safety and firefighter readiness. Establishing and sustaining
these capabilities requires ongoing investment in personnel training, equipment,
inter-agency coordination, and planning to ensure safe and timely rescue
operations in the most challenging environments.
Confined Space Rescue
Confined space rescue involves the extrication of individuals from spaces not
designed for continuous occupancy, such as tanks, vaults, tunnels, or industrial
pits. These environments often contain hazardous atmospheres or limited access,
requiring highly trained personnel and specialized equipment. YFD provides
confined space rescue capabilities and maintains personnel trained in these
operations across all shifts. While minimum staffing standards are not yet
formalized, efforts are underway to ensure that confined space expertise is
present in all station assignments. YFD's partnership with the Yakima Training
Center (YTC) helps support operational readiness through shared planning and
training alignment.
Rope Rescue
Rope rescue operations are used in high-angle or vertical environments where
traditional access is impossible, such as cliffs, towers, or multi-story buildings.
These rescues require precision rigging, mechanical advantage systems, and fall
protection techniques. YFD provides rope rescue services and integrates trained
personnel throughout its operational shifts. Although no formal minimum staffing
exists, the department is actively working to embed rope rescue capabilities
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within each station. Collaboration with YTC provides added structural support and
opportunities for joint training to maintain technical proficiency.
Trench and Structural Collapse Rescue
Trench and structural collapse rescues are among the most complex and
dangerous technical rescue operations, involving unstable soil, damaged
infrastructure, or collapsed buildings. These incidents demand rapid shoring,
scene stabilization, and extrication tactics under hazardous conditions. YFD
maintains operational capability in both trench and structural collapse rescue,
with trained personnel distributed across shifts. While a standardized minimum
staffing model is not yet in place, YFD is focused on assigning technical rescue
competencies across its stations and strengthening coordination with YTC for
response planning and simulated collapse scenarios.
Vehicle and Machinery Rescue
Vehicle and machinery rescue, often referred to as extrication, involves the safe
removal of victims trapped in vehicles, agricultural equipment, or industrial
machinery. These rescues require hydraulic tools, stabilization devices, and an
understanding of mechanical systems. YFD provides vehicle and machinery
rescue services with trained staff available across its operational shifts. The
department is working to ensure all stations have consistent capabilities and is
leveraging its relationship with YTC to enhance operational structure, training,
and mutual support for these frequent yet technically demanding incidents.
Surface Water Rescue
Surface water rescue focuses on rescuing individuals from lakes, rivers, irrigation
canals, and other surface-level water bodies. These operations demand swimmer
safety, throw bag techniques, and often boat deployment, depending on access
and current strength. YFD offers surface water rescue as part of its technical
response program. Personnel trained in this discipline are distributed among
crews, though formal minimum staffing guidelines are still in development. The
department's commitment to station-level readiness and its partnership with YTC
help maintain a foundational capacity to respond to water-based emergencies
within the Yakima area.
Administration of the Technical Rescue Program
YFD currently administers its technical rescue program without a dedicated line-
A A
246'
item budget, which poses limitations for sustained investment in training,
equipment upgrades, and program expansion. Despite this, YFD ensures that
personnel receive Rescue 3 International certification—a recognized standard for
water, rope, and confined space rescue. This training foundation reflects a
commitment to high-quality, discipline-specific technical rescue practices within
each station. Collaboration with YTC provides added structural support and
opportunities for joint training to maintain technical proficiency.
Standard Operating Guidelines (SOGs) for each discipline are under development,
built around Rescue 3 standards to ensure consistency, safety, and operational
clarity. In addition to these discipline-specific SOGs, YFD is working on program-
wide procedures to establish a unified framework across all aspects of technical
rescue service delivery. The department also maintains compliance with OSHA
regulation 1910.146 by documenting all annual confined space entries and keeping
accurate records of all life safety ropes, ensuring accountability and adherence to
national safety standards.
Operations
Operationally, YFD supports its technical rescue program with a maintained
resource list specific to technical rescue incidents. This includes personnel
qualifications, response capabilities, and equipment inventories. While the
department's equipment levels align with its current service delivery expectations,
some of the gear is outdated and in need of replacement or modernization to
meet evolving standards and ensure responder safety.
YFD conducts periodic internal evaluations of the technical rescue program to
assess readiness, identify gaps, and guide future improvements. However, the
absence of dedicated funding, combined with aging equipment, may limit the
department's ability to maintain and elevate technical rescue services over time.
Continued development of operational guidelines, formal evaluation mechanisms,
and resource planning will be essential to ensure the long-term sustainability and
effectiveness of this high-risk, high-skill component of YFD's emergency response
mission.
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Fire Department Planning
The fire service generates a significant amount of data through both daily
emergency response and long-range preparedness activities. However, like many
departments across the country, YFD has opportunities to more fully analyze and
apply this information to improve operational effectiveness and efficiency. Data-
driven decision-making is essential for setting priorities, allocating resources, and
planning for the future. While planning functions—such as strategic, operational,
and continuity planning—are critical to the success of any fire department, they
are often pushed aside by the immediate demands of day-to-day operations.
Without intentional focus, this gap in planning and evaluation can lead to missed
opportunities or even critical failures when systems are stressed.
There are many resources available for sound planning:
• Response Performance Planning (Standards of Cover; RCW 35.103)
• Community Risk Assessment (CRA) Planning (Standards of Cover; YFD-
developed stand alone CRA)
• Community Risk Reduction (CRR) Planning (FD-developed stand alone CRA)
• Community Growth Planning (Master Plan, Growth Management Plan)
• Target Hazard Response Planning (Tactical Planning)
• Resources Planning:
o Staffing (Master Plan, Growth Management Plan, projections for
retirements, recruitment, promotions)
o Equipment (projections for replacement and acquisition)
o Facilities (Master Plan, Growth Management Plan, Capital Improvement
Planning; development projections, land acquisition, construction,
expansion)
o Financial (Master Plan, revenue and expense projections)
• Succession Planning (identify key leaders within YFD)
• Organizational Planning (strategic plan, goals and objectives implemented)
Response Performance Planning
Effective emergency response planning starts with understanding the community,
evaluating available resources, and setting clear performance goals. This helps
residents know what to expect from their fire department and gives decision-
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makers a realistic view of its capabilities and limitations. While fire departments
can do this work in-house, it's time-consuming and often overlooked.
A Standards of Cover is a national best practice that combines risk assessment
with performance planning. It outlines staffing needs, resource placement, and
service level objectives to ensure safe and effective responses to fires, medical
calls, and special rescues.
In Washington, RCW 35.103 requires most fire departments to establish and report
performance metrics—like turnout time, response time, and ambulance arrival—
annually in a public meeting. While this provides a framework, it doesn't replace
the need for local leaders to make informed, cost-effective decisions about fire
service levels.
After a review of the previous years data, it is obvious that additional review and
training of report writing and documentation is needed. The ability to accurately
report on activities and past responses provides a trend analysis to predict future
incidents. The lack of a formalized incident review program for incident reporting
has allowed incomplete data to be processed and stored. Due to this, the trend
analysis can be lacking in predicting future trends and planning. With the
upcoming transition from the National Fire Incident Reporting System (NFIRS) to
the National Emergency Reporting Information System (NERIS), there is an
opportunity to re-engage personnel and enable processes to gather accurate data
to help in the trend analysis. Washington State is scheduled for a full transition
from NFIRS to NERIS as of January 2026.
Community Risk Assessment Planning
Fire departments have a responsibility to understand the risks in their
communities—and not just in general terms. These risks need to be clearly defined
and measured. While there are different ways to evaluate risk and consequence,
most models boil down to a combination of how likely something is to happen
and how severe the outcome would be.
Once those risks are identified, it's up to the department and community leaders
to determine what level of risk is acceptable, weighing the cost of mitigation
against the potential impact of not acting. After that, risks should be prioritized—
ideally through data and trend analysis rather than instinct or past assumptions. A
47 249
structured, formula-based approach helps keep the process objective and
focused on what truly matters.
Community Risk Reduction Planning
Community Risk Reduction (CRR) is about identifying local risks and using a
coordinated approach—through emergency response, prevention, and public
education—to reduce their impact. While not a new concept, CRR brings
structure and strategy to efforts fire departments have long supported, such as
inspections, fire prevention, and outreach.
Each CRR plan is unique to its community, and even within a single department,
risks can vary significantly from one station area to another. Factors like housing
types, demographics, and transportation routes all play a role. A solid CRR
program focuses efforts where they're needed most.
By involving firefighters, staff, and community partners, departments can build a
culture that values prevention as much as response. Over time, this approach
won't just be good practice—it will be expected by the public and elected
officials.
At its core, CRR starts with a community risk assessment and leads to targeted
strategies that reduce the likelihood or impact of emergencies. There are several
resources available at the National Fire Academy to assist an agency with
development of a CRR program. These resources should be explored for
implementation at YFD.
Community Growth Planning
Fire department master planning should align closely with how a community is
growing. For Yakima, that means looking at land use and zoning, understanding
current fire department capabilities, and projecting where and how emergency
response demand will increase over time. Under Washington's Growth
Management Act (GMA), cities like Yakima are required to plan for future growth
in a deliberate way, using comprehensive plans tied to zoning and land use.
Additionally, the Yakima Comprehensive Land Use plan has a section tied to fire
department planning. This allows the city—and the fire department—to anticipate
where development will occur and plan for the population increases that come
with it.
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Target Hazard Response Planning
High-risk facilities in a community often come with predictable challenges—and
those challenges should be addressed before an incident ever occurs. For
buildings identified as target hazards, it's critical that crews are familiar with the
risks they pose, as well as the features that can support a tactical response—like
fire separation walls, suppression systems, or site access points.
Developing pre-incident plans or tactical worksheets for these facilities helps
crews operate more effectively under pressure. These plans should be easily
accessible on scene and used regularly in training to reinforce familiarity. When
possible, crews should use discretionary time to walk through these buildings,
discuss potential scenarios, and build a shared understanding of how to respond.
For more complex facilities, detailed site-specific plans should also be developed
and stored electronically so they're available to incident commanders during
major events or to training staff for tabletop exercises. Proactive planning like this
reduces surprises on scene and supports a more coordinated, effective response.
Resource Planning
Staffing
• Determine the minimum number of personnel needed per shift—by rank,
certification, and assignment location—to meet operational needs. This should
align with response time goals, critical task requirements, alarm assignments,
and any applicable city policies or labor agreements. A Standards of Cover
that includes a critical task analysis for each major risk type will help define
the resources needed to handle anticipated emergencies. Staffing targets
should also reflect performance goals established under RCW 35.103 and take
into account any minimum staffing provisions outlined in collective bargaining
agreements.
• When planning staffing levels, it's important to account for both scheduled
and unscheduled leave. Scheduled leave should be managed evenly
throughout the year to maintain consistent shift coverage. Unscheduled leave
—such as sick time, disability, or FMLA—should be reviewed using historical
data to identify trends and average usage. Factoring this into overall leave
projections helps determine an appropriate leave factor to apply when
assigning personnel to shifts. This approach allows for more accurate staffing
49 251
plans and helps limit overtime by ensuring enough personnel are available to
meet daily operational needs.
Apparatus and Equipment
Fire department apparatus must be fully operational and reliable 100% of the time
when called upon for emergency response. This level of performance demands
rigorous, ongoing maintenance to ensure that each unit functions as intended —
every time. As expected, this is a costly but essential undertaking.
To guide agencies in managing apparatus lifespans, NFPA 1911: Standard for the
Inspection, Maintenance, Testing, and Retirement of In-Service Emergency
Vehicles provides recommended benchmarks. According to this standard:
• Apparatus should remain in front-line service for no more than 15 years
• They may be kept in reserve status for up to 10 additional years
• As stated in Annex D: "Apparatus not manufactured to applicable NFPA
standards or over 25 years old should be replaced"
Facilities
As staffing and apparatus planning evolves, it is essential to assess whether
existing facilities can support projected growth. Facility condition and capacity
are critical elements in fire department planning — particularly because these
structures serve as critical infrastructure that supports community resiliency
during and after major disasters. Any remodels or additions to existing stations
should also incorporate seismic upgrades where appropriate.
Many older fire stations were not designed to accommodate the size and
specifications of modern fire apparatus. When evaluating facilities, key
architectural elements should be assessed, including:
• Apparatus bay width, height clearance, depth, and angle of departure from
the ramp
• Crew accommodations, including sleeping quarters and restrooms
• ADA accessibility
• Energy efficiency and potential for LEED certification
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• Overall facility condition, including:
o HVAC systems
o Roof condition
o Apparatus ramp surfaces (e.g., cracking, potholes)
o Bay drainage
o General building systems and safety
Future station planning should be aligned with community growth initiatives, such
as the local Comprehensive Plan or Master Plan. GIS mapping of travel times,
particularly to proposed annexation areas or newly developed corridors, can help
determine optimal locations for future stations. Securing property in these areas
before development occurs is often more cost-effective and allows time for
planning.
In general, call volume growth should serve as the primary trigger for initiating
new station construction. To stay ahead of demand, station construction should
begin at least one year prior to reaching identified call volume thresholds.
Similarly:
• New apparatus should be ordered at least a year in advance of station
opening
• Personnel hiring and training should occur in advance to ensure crews are
shift-ready when the station and apparatus go live
This proactive approach ensures that staffing, equipment, and facilities come
online in alignment — allowing departments to meet increasing community needs
without service disruption.
Financial Planning
Effective planning is essential to securing funding for fire department priorities —
whether those involve ongoing staffing costs, periodic replacement of apparatus
and equipment, or infrequent capital investments in facilities. A Fire Chief who
leads with detailed, data-informed planning and collaborates with allied
departments and agencies makes the department's needs clear, credible, and
actionable. Strong partnership with the Finance Director is especially critical in
this process.
11 253
While developing the expense side of the financial plan is relatively
straightforward, aligning those expenses to limit budget spikes and dips requires
thoughtful staging and long-term vision. The real challenge often lies in
identifying revenue strategies to fund these costs — a decision space that
ultimately rests with elected officials. When the fire department's financial plan is
comprehensive, transparent, and outlines the risks of inaction, it strengthens the
Fire Chief's position and increases the likelihood of policy and funding support.
A best practice in the industry is to ensure the fire department — and broader
public safety needs — are included in the City's Capital Facilities Plan and long-
term financial forecasts. This positions the agency to better anticipate growth-
related challenges and provides a framework for contingency planning if revenue
projections fall short.
In addition, maintaining a healthy emergency reserve fund provides a critical
safeguard against unexpected fiscal downturns, such as those caused by
economic recessions or revenue shortfalls. Long-term stability in fire and
emergency services depends not only on operational readiness, but also on
strategic financial resilience.
Succession Planning
Nationwide, the fire service has been slow to adopt formal succession planning,
despite its well-established importance in other sectors. In the private sector,
succession planning is standard practice — particularly when the knowledge,
skills, and leadership of a Chief Executive Officer (CEO) are vital to organizational
success. The same principle applies in the public sector, including fire service
leadership roles.
Developing a robust succession plan ensures continuity of leadership, preserves
institutional knowledge, and prepares the organization to adapt effectively to
future challenges. Key steps in building a succession plan include:
• Identify critical positions, functions, systems, and skillsets essential to agency
operations
• Define critical success factors for each key role
• Assess performance levels — past, present, and expected
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• Identify and categorize gaps (by urgency, impact, and time horizon: short-,
medium-, or long-term)
• Develop an ideal candidate profile, informed by the agency's needs and future
goals
• Assess internal candidates for their potential to meet these criteria
• Establish a structured mentoring or development plan for identified
successors
It is essential that the current Fire Chief or executive leader supports the
succession plan, unless the organization intends to pivot in a new strategic
direction. If a significant change in direction is planned, an outside advisor — such
as a policymaker or loaned executive — may be necessary to serve as a coach or
mentor during the transition.
Additionally, potential successors should be clearly informed whether they are
being groomed for an automatic promotion or if the position will be filled through
a competitive process. Transparency in expectations supports trust, morale, and
long-term organizational health.
Organizational Planning (Workforce)
An organizational work plan serves as the department's strategic roadmap,
typically covering a three- to five-year period. It guides the entire organization
toward a shared set of goals and priorities. The planning process should include
voices from across the department to ensure all major perspectives are
represented. Everyone should feel like they had a seat at the table, even if
indirectly.
A common first step is to invite all members to complete an anonymous survey
that includes a SWOT (Strengths, Weaknesses, Opportunities, and Threats)
analysis. These responses are summarized and given to the planning team ahead
of any workshops.
Ideally, external stakeholders—especially community members—are also engaged
through a facilitated forum where they can share their expectations of the
department. Their input helps ground the planning team in real community needs.
The planning workshop should be used to define the department's mission, vision,
ki 255
and values; identify key trends from the SWOT; and develop strategic initiatives,
goals, objectives, timelines, and assigned responsibilities. Timelines should be
spaced out across the life of the plan to maintain a manageable workload and
long-term momentum. Once finalized, the plan should be shared with all
personnel, reviewed regularly, and updated annually to stay relevant and
actionable.
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ARFF - Airport
McAllister Field known as the Yakima Air Terminal (YKM), is a public airport in the
southwestern part of Yakima. Owned by the City of Yakima, it is used for general
aviation and commercial air service. Yakima is served by one scheduled
passenger air carrier Alaska Airlines with service to Seattle/Tacoma International
Airport and two non-scheduled carriers Sun Country Airlines and Xtra Airways.
Sun Country Airlines operates charter flights to Laughlin, NV and Xtra Airways
operates charter flights to Wendover, NV. This airport is in the National Plan of
Integrated Airport Systems for 2011-2015, which called it as a primary commercial
service airport.
Facilities and Aircraft
McAllister Field covers 825 acres at an elevation of 1,099 feet above mean sea
level. It has two asphalt runways: 9/27 is 7,604 by 150 feet (2,318 x 46 m) and
4/22 is 3,835 by 150 feet (1,169 x 46 m)."" The Yakima Air Terminal is equipped
with a contract Air Traffic Control Tower, operated by SERCO under a contract
with the FAA. The tower operates daily from 0600 to 2200.
In 2022, the airport had 35,588 aircraft operations, averaging 97 per day,
composed of 80% general aviation, 10% military, 7% air taxi and 3% airline. 133
aircraft were based at this airport, 106 single-engine, 15 multi-engine, 5 jet, 6
helicopters and 1 glider.
The airport is home to Cub Crafters, a manufacturer of light sport and light utility
aircraft. The airport has one full-service fixed-base operator (FBO), McCormick Air
Center, which provides hangar leasing, aircraft rental, flight instruction, and fuel.
The airport has an aviation museum known as McAllister Air Museum.
Yakima Air Terminal is designated as the primary diversion site for flights unable
to reach Seattle-Tacoma International Airport. In December 2023, an Airbus A330
on an international Delta Air Lines flight from London Heathrow Airport landed at
Yakima due to heavy fog in the Seattle area. It was the largest commercial airliner
to land at the airport; due to the lack of customs facilities, passengers were
processed by officials who arrived from Western Washington by car.
111 257
Yakima has been proposed as a potential reliever airport for the Seattle area by
local officials.
In 2020, the Yakima Air Terminal/McAllister Field (YKM) updated their Airport
Layout Plan (ALP) to include obstruction data obtained from an Airport
Geographic Information System (AGIS) survey. As part of the ALP update, the
2015 Airport Master Plan report was updated to reflect current information with
an up-to-date aviation demand forecast through 2040. The updated forecast
demand was then incorporated into updated facility requirements, an updated
alternatives analysis, and updated capital improvement program. The scope for
this project did not include an updated terminal building analysis or noise
analysis.
Airport Forecast (2015 Airport Master Plan, updated 2020)
2018 2025 2030 2035 2040
Enplaned
Passengers
73,300 81,600 87,200 91,800 92,600
Commercial 7,422 8,660 9,310 9,990 10,630
General
Aviation 30,217 31,980 33,310 34,690 36,160
Military 1,850 1,810 1,810 1,810 1,810
YKM-based 173
Aircraft
131 150 157 163
Source:Total operations as reported by ATCT(hours of operation 0600-2200 daily). Forecast- Mead&Hunt, Century West
Engineering
Comparing the projected enplanements between the above forecast and what
the FAA reports show a steady decrease in passenger traffic at the airport. The
impact of that decrease on the ARFF staffing model will be discussed later in this
section.
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Aircraft Rescue and Firefighting Services (ARFF)
While ARFF services are required for airport operations, there are benefits to
collocating ARFF, EMS, and fire services in an on-site facility. For the airport,
co-location offers more emergency resources within a shorter response time. For
the department, YFD personnel can gain insights that are critical to deconflict
airport procedures during firefighting operations. For the City, there are cost-
sharing benefits. Requests for ARFF services and response activity at the airport
have remained relatively flat.
ARFF Five-year Service Calls
ARFF Service Calls
2020 2021 2022 2023 2024
7 10 14 15 8
Adequacy of Current ARFF Response Capability at Yakima Air Terminal
The ARFF facility is southwest of the passenger terminal building of the airport.
The dual-use facility allows firefighters to serve YKM and the surrounding
community. This is accomplished with three bays opening onto the airfield, and
two bays opening into the city street. Four YFD firefighters staff the ARFF station
24 hours a day. However three of the four respond to calls off YKM leaving one
firefighter to staff the ARFF truck in the event of an emergency on the air field.
The facility has two ARFF dedicated trucks, each providing the necessary 500
pounds of dry-chem and 1,500 gallons of water required for an Index B response.
The two ARFF units dedicated to the airport are all ARFF 94, a 2020 Oshkosh
Stryker vehicle and ARFF 294, a 2005 Oshkosh Styker. Due to its age, the latter
serves as the backup vehicle.
Airport Rescue and Firefighting (ARFF) Building
The Yakima airport maintains an ARFF Index A, upgradable to Index B capabilities.
Federal Aviation Regulations (FAR) Part 139 requires that the location of the
iti 259
Airport Rescue and Firefighting (ARFF) building be placed where personnel can
respond to the midpoint of both runways within 3 minutes of an aircraft incident.
The existing ARFF building (Station 94), is located between the Airport Terminal
and the Airport Administration building. This facility houses both airport ARFF
equipment as well as the City of Yakima's structural fire equipment and is staffed
by YFD, who responds to both aircraft and structural fires. Due to the dual
function of the facility, the fire jurisdiction of this station is determined by the
building's location. As noted earlier, the terminal area has limited developable
space for vehicle parking and terminal building expansion. The Station 94 site
could be redeveloped to support the terminal facility needs, including future
terminal expansion or additional vehicle parking for rental cars, employees, and
passengers. Options to relocate Station 94 while meeting all FAR Part 139
requirements and supporting the City's structural fire response will be evaluated
as part of the alternatives analysis.
The station was originally constructed in 1968 with 3 bays. In 1988 a dayroom and
kitchen was added. In 2010 it was added on to again to provide bunk rooms. It is
unclear when the two additional bays were added to serve the city side of the
station. It's in moderate to poor condition and undersized for modern ARFF and
structural apparatus. There is no separation between the airport side of the
station and the city side of the station so anyone entering the station is in fact
entering the secure side of the airport. We will discuss all facilities in a separate
chapter however this facility is probably very high on the list of replacements
needed. In addition to its condition the area around an airport fire station is used
to stage incoming non-airport responders including fire and EMS apparatus. As
these units are not familiar with airport operations they usually need to be
escorted onto the movement areas.
Fire Protection Water
The 2000 terminal renovation drawings site plan shows a 6-inch fire service that
connects to the city branch main upstream of the domestic service and enters the
building in the basement northeast mechanical room. The fire service to the
terminal also feeds fire hydrants in the terminal area and is arranged in a loop
around the entry drive. Two fire hydrants are fed from the loop with underground
isolation valves and are located at the east and west ends of the entry drive. Fire
hydrants were not observed on the secure airside of the site. The building fire
r n
260'
service has an integral pumper fire department connection on the building's north
face and is in good condition. It appears to transition to a 21/2-inch backflow, 3-
inch main just after it enters the building. The 6-inch fire service should be
adequate to provide fire sprinklers the building given the 105-pound-per-square-
inch (psi) pressure indicated at the incoming service. However, the present 3-inch
branch appears undersized for present coverage and future growth.
Hydrant availability is fairly good on the North and East sides of the airport. There
are also some hydrants on the South side, however the travel distance is longer.
There doesn't appear to be any hydrant access directly from a taxiway on the
west side of the airport.
Yakima Air Terminal-McAllister Field
Fire Hydrant Locations
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•
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4 ,—,-\,
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j
l f ,,tom , •. ,x .�,_
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y •z 111111111104 �r� r
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Figure 12: Source: 2015 Airport Master Plan and 2020 ALP Update and Airport Emergency Plan.
59 261
AFFF Transition
Aqueous film-forming foam (AFFF) is a type of foam that fire departments use to
fight liquid-based fires (those started by oil, gasoline, or other flammable liquids).
AFFF is highly concerning because it contains PFAS (per- and polyfluoroalkyl
substances). PFAS are toxic chemicals known to negatively impact human health
and do not easily break down in the environment, waterways, wildlife, or human
bodies.
• PFAS are linked to negative health impacts in humans, including cancer.
• AFFF is a leading cause of PFAS contamination in drinking water.
As of 2018, Washington passed the Toxics in Firefighting law, which restricts the
sale, manufacture, and use of AFFF for fire training in Washington. Ecology is
working to implement an AFFF collection and disposal program to help fire
departments in Washington safely collect, remove, and dispose of their AFFF
stockpiles.
The FAA will provide guidance to airport operators on MILSPEC F3 issues falling
within the FAA's regulatory purview. For issues that are outside of its authority,
the FAA will identify industry best practices as such practices become available.
Examples of items that are outside of the agency's authority include the
following:
• Aircraft rescue and firefighting (ARFF) vehicle cleaning procedures
• Acquisition of temporary vehicles during the cleaning process
• State environmental regulations for AFFF and MILSPEC F3
• Allowable amounts of residual PFAS in ARFF vehicles after the cleaning
process
• Storage/destruction of AFFF after transition
• Fire suppression systems at airport hangars
In 2018, the Legislature passed the Toxics in Firefighting law which restricts AFFF
in Washington. AFFF can no longer be manufactured, sold, or used for fire
training. AFFF is still allowed for emergencies and actual fires that require it, until
an alternative is found.
The U.S. Senate and House of Representatives passed the Federal Aviation
Administration Reauthorization Act of 2024, including a per- and polyfluoroalkyl
substances (PFAS) replacement program for airports to replace current PFAS-
262
containing firefighting foams with nonfluorinated alternatives that meet the same
industry standards for performance.
The PFAS replacement program for airports will both reimburse the costs of
equipment replacement incurred after Sept. 12, 2023, and provide grants to
eligible airports moving forward.
On January 6, 2023, the DoD published a new fluorine-free foam (F3) military
specification (MILSPEC) to comply with the requirements for the Secretary of
Defense and Secretary of the Navy set forth by the National Defense
Authorization Act for Fiscal Year 2020 (FY2020 NDAA). The next step is for foam
manufacturers to submit their F3 agents for qualification by DoD. Once DoD
certifies that a foam meets the new MILSPEC, it will be added to the Qualified
Product List. The FAA considers the foams on the Qualified Product List as
acceptable for satisfying the regulatory requirements of part 139.
The Qualified Product List (QPL) for the Department of Defense's (DoD) MIL-
PRF-32725 Fluorine-Free Foam (F3) includes:
• SOLBERG 3% MIL-SPEC SFFF: The first F3 product approved for use at Part
139 airports
• Avio°F3 Green Mil 3%: A synthetic fluorine-free foam concentrate for crash
rescue operations at military and civilian aviation facilities.
As of this writing other products and vendors may also be on the approved list.
This is a quote from the FAA Aircraft Firefighting Foam Transition Plan, May 2023:
It is critical that ARFF departments fully understand the differences between the AFFFs and the new
MILSPEC F3s. While both foams are very effective, training must be adjusted to emphasize the differences
in MILSPEC F3 performance in extinguishing Class B, liquid fuel spill fires. AFFF products extinguish fuel
spill fires in three ways: (1) the foam blanket suppresses the combustible fuel vapors, (2) the water cools
the fire, and (3) the fluorinated surfactant drains from the foam bubbles and creates a film between the
foam and fuel layers. This film helps the foam blanket travel across the fuel spill and reseal itself when the
foam blanket has been broken. Even when the foam blanket has degraded, the film from the fluorinated
surfactant continues to provide vapor suppression. 9 I Page FAA Aircraft Firefighting Foam Transition
Plan, May 2023 MILSPEC F3s lack the fluorinated surfactant, and therefore do not have the film forming
properties of AFFFs. As a result, MILSPEC F3s suppress the fire in only two ways: cooling it with water
and suppressing vapors with the foam blanket. Without the film formation, the mechanical structure and
maintenance of the foam blanket become a critical aspect to the success of the fire suppression. When a
foam blanket is disturbed by a firefighter or passenger traversing through it or a fire hose being pulled
through it, no resealing occurs, as it does with AFFF. The disturbance of the foam blanket has the
potential to create a breakthrough burn. Therefore, new tactics or techniques should be provided to
firefighters to help them prevent this phenomenon. FAA guidance on MILSPEC F3 implementation will
focus on four main areas, as described below: application tactics and techniques, foam blanket
management, responder training information.
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Airport Emergency Plan
The Airport Emergency Plan (AEP) is very thorough and covers virtually all types
of hazards. In review of the plan there are some minor deviations in ICS
terminology and practices that could be aligned with normal ICS practices in the
next review. One area that needs further examination is that of the Airport
Managers role. The current plan has the manager as a Unified Commander with
the fire or law enforcement IC. The Airport Manager should fill the role of Agency
Administrator. In that role he would provide strategic direction to the Incident
Commander(s) and also be able to look at the big picture in and around the
airport and not be focused on just mitigating the emergency as an Incident
Commander should be doing.
The other area of the plan that is a little confusing is the role of the Administrative
Assistant - Security, Leases and Projects. Many of the duties and functions
assigned to that individual would normally be handled by the ICS Logistics
section or Finance section. This plan seems to have this individual doing most of
those two ICS sections during an incident. It is suggested that this position follow
the role of an Incident Business Advisor (IBA). In that role they would have
oversight of activities in the Logistics section as well as the Finance section.
264
Washington Surveying & Rating Bureau
The Washington Surveying & Rating Bureau (WSRB), "...is an independent, not-
for-profit organization operating in the public interest, and the criteria used to
evaluate communities is approved by the Washington State Office of the
Insurance Commissioner, the state's insurance regulator." The WSRB develops
evaluations of community risks as it relates to property loss potential, resulting in
a Public Protection Classification. The primary purpose of these evaluations is to
provide insurance companies with a better understanding of property risk from
fire and natural disasters. In addition, the intent is to help insurance consumers
feel confident that their fire insurance premiums are fair. It also helps communities
understand how they can improve their fire-defense capabilities and building code
effectiveness.
There are four main areas the evaluation concentrates on:
• Fire Department (40% of rating) includes station distribution, staffing levels,
equipment, and personnel training.
• Water Supply (35% of rating) includes water flow capacity, fire hydrant
location, and maintenance.
• Emergency Communications System (16% of rating) includes dispatching
system, staffing, and training.
• Fire Safety Control (9% of rating) includes fire code and building code
enforcement, fire investigations, and public fire education programs.
The evaluation is conducted using a criteria schedule with point values assigned
for consistency. To earn full credit for an item, a community must meet the criteria
described in the schedule. If the community does not meet all the requirements,
credit is deducted, depending on the importance of the item and the degree of
deviation. Through this rating, each community is rated on a scale of 1 through 10,
where 1 indicates exemplary fire protection capabilities, and 10 indicates the lack
of capabilities, if any, that are sufficient for insurance credit. In other words, the
lower the rating, the better the protection, resulting in lower insurance premiums
for properties protected in the community.
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Figure 13: Protection Class Communities
Washington State Communities by Protection Class
150
130 ,:s3
108
100 92
75
64
50
29
111 0
1 'Z 3 d 5 fi % 8 9 10
The Protection Class produced by WSRB's evaluation is the overall Protection
Class for the community, not the Protection Class for all the properties located in
the community. Buildings and property located within the community are eligible
for the Protection Class of the community, but not better, if they meet the
distance-to-fire-station and applicable fire hydrant requirements. If these
requirements are not met, the building will receive a different Protection Class
than the Protection Class of the community.
Protection Class Maintenance
Given that Yakima is at the mid-range of the PPC 3 (2.60, rounded to three), it
requires intention and a continuous improvement mindset to protect the current
class 3 rating or even improve it. Further, the WSRB points out that if
improvements are made to one category that outpaced the others, deficiency
points are given. This method ensures that improvements are even across all four
categories to the extent possible. The point system employed by the grading
schedule is a deficiency point system with zero being the best score (100%
credit).
Areas identified as being awarded less than 80% of the eligible credit are areas of
deficiency that warrant focused evaluation. A cost-benefit analysis should be
carried out for each of these areas. If the deficiency points to be reduced or
eliminated in those circumstances are low relative to the cost of improvement,
those areas may be intentionally set aside in favor of larger returns on the
investment. Those areas awarded less than 80% of the eligible credit that warrant
consideration are listed under each of the four areas of evaluation, which follows:
f A
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FIRE DEPARTMENT
Ladder Trucks in Service
Number of Reserve Ladder Trucks. One reserve is required for every five in service
ladder trucks. YFD has two ladder trucks and should have a ladder truck in
reserve. This can be partially accomplished by an interlocal agreement with other
agencies in the region to share a single reserve ladder truck. Twenty deficiency
points can be eliminated.
Department Staffing 52% credit received
There must be six firefighters on duty for each of the required engine and ladder
companies. Only personnel who participate in actual structural firefighting
operations will be credited. Personnel staffing ambulances or other units serving
the general public may be credited depending on the extent to which they are
available for firefighting duties. Three call and/or volunteer firefighters will be
considered equivalent to one on-duty firefighter. Call or volunteer firefighters may
not exceed half the required staffing of required companies. If adequate records
of response are not kept, credit may be limited to one on-duty for each six call or
volunteer firefighters. Call or volunteer firefighters working defined shifts at fire
stations may be considered equivalent to on-duty firefighters. Response of
firefighters on automatic aid apparatus will also be considered in this item.
Department staffing is slightly higher than the total number of personnel required
to respond to a moderate risk structure fire (2,000 square foot, 2-story
residence). As long as Yakima maintains a staffing minimum of three per
apparatus it will be difficult to obtain any additional credit. Automatic aid
companies can be included in the count, which improves the potential shift
staffing levels. There are 192 deficiency points that can be eliminated.
Company Training 57% credit received
A minimum of 20 hours of structural firefighting training per firefighter per month
is required, with reductions allowed in the number of hours based on the
certification levels of firefighters. A concerted effort to increase training in
structural firefighting hours per person per month or in certifying personnel to
Firefighter II (reducing to 10 hours) will improve the credit awarded for training.
This element is part of a group of elements that fit under the heading, "Training."
There are 39 deficiency points that can be eliminated (57% credit received).
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Officer Training
One of the most common deficiencies in most fire departments is a structured
officer development and training program. To really be effective, officer training
needs to be done simultaneously with all officers invited, which leads to officers
off-duty coming in on overtime. The current WSRB report shows 0 credit for
officer training. Officer training either isn't happening or isn't being documented.
An officer development and training program should be developed and budgeted.
Aspiring firefighters that want to be officers should be allowed to attend but since
it is not part of their current job duties they may not be eligible for pay for
attendance. YFD received the full 15 deficiency points for this area.
Pre-Fire Planning
YFD has elements of a pre-fire planning process, but it is not complete and is not
formal. Adopt and implement the NFA Quick Action Plan process as an agency or
develop a formal pre-fire planning process for buildings or infrastructure that
poses an unusual hazard consistent with NFPA 1620. While there are only 5
deficiency points that can be eliminated, this is an important program to
implement and is a recommendation in the body of this report.
Cover Plan
A cover plan that assures appropriate units are dispatched when first due units are
out of service can be accomplished thru automatic aid agreements and proper
programing of the CAD data base. Mutual aid agreements don't meet this
requirement as they rely on communications between an appropriate officer of
each the receiving and sending agency to agree on a response. An appropriate
cover plan makes filling the response "automatic" and reduces the time delay of
mutual aid. While not a lot of points, 10 deficiency points, this is fairly easy to
accomplish and benefits all signatures to the agreement.
Fire Operations 68% credit received
This score is an average of the percentages awarded for shift staffing, engine and
ladder company unit staffing, and training. Implementation of improvements in
these areas will improve the score in this category. There are 104 deficiency points
that can be eliminated.
Delays in Response.
YFD was only 21 points deficient in this area which was probably driven by climatic
conditions that the proposed annexations east of Interstate 82 could have
268/
significant impact in the next rating. There are only two overpasses YFD can
respond through from the current station locations into the East Valley area. If
units were to encounter a blockage on their chosen route, their response would
be considerably delayed. If, or when, the city moves ahead with East Valley
annexations, provisions must be made to have units from YFD or an agency
located east of the interstate to be first due on scene in the annexed area. There
are 100 deficiency points assigned to the area and a failure to properly cover the
annexed area could result in many more deficiency points.
WATER SUPPLY
Hydrants - inspection and Condition 48% Credit received
Hydrant inspections must occur annually, including proper operation. Flow tests
must be conducted every five years. Hydrants should be marked for available
flow and accessible. Incomplete records caused deficiency points in this area.
There are 104 deficiency points that can be eliminated.
Maintenance 61% credit received
This item evaluates the frequency of visits to and inspections of water system
components other than hydrants. Regular visits and inspections allow for timely
maintenance and repair of components. Water system components including
wells, pumps, water tanks and reservoirs, pressure regulating, altitude, float
control and isolation valves shall be regularly inspected. There are 78 deficiency
points that can be eliminated.
EMERGENCY COMMUNICATION
Building Construction
This item evaluates the building where the communications center is located. The
communications center should be in fire-resistive, separate buildings without
internal or external exposures. YFD received 18 deficiency points for the center
building construction. Most of those deficiency points come from being in a
shared facility and not having total area separation within the building. It would
not be practical to do such an extensive renovation to the current facility.
Security
Communication center security includes restricted access, security of doors and
67 269
windows, and the vulnerability of the areas surrounding the center. By not
allowing parking immediately adjacent to the exterior walls and lack of bullet
resistant windows are probably the easiest items to improve here. YFD only
received 40% credit for security.
Supervision
All components of the primary dispatch circuit shall be monitored for integrity,
including transmitters, repeaters and primary and secondary power. Fault
conditions detected shall acuate an audible and visual trouble signal to the
telecommunicators on duty. YFD received no credit for circuit supervision and
received 20 deficiency points. This is a critical item and should be addressed prior
to the next rating.
Dispatch Circuits
The communication center must have separate primary and secondary dispatch
circuits for transmitting alarms. Maximum credit is obtained when: dual circuits are
provided, circuits are supervised, there is an automatic switchover to a secondary
circuit, and all components of the system are owned by the communications
center. In most communications centers radio usually provides the primary circuit,
which is the case in Yakima. A secondary circuit that is employed is through IP
(internet protocol), which sends dispatch information through internet-enabled
station receivers is becoming industry standard. This IP-based system should be
the primary circuit and radio should be the failover if IP goes down. This IP circuit
must be owned by the communications center. Efforts should be made to develop
a truly independent IP based primary dispatch circuit. This element received no
credit.
Training
Telecommunicators must successfully complete a comprehensive training
program prior to active employment. The training program should be a minimum
of 480 hours and include both general and specific dispatch procedures. General
dispatch procedures should be at least 240 hours, and specific fire dispatch
procedures should also be at least 240 hours. In addition, at least 40 hours of
continuing education for each telecommunicator should be administered annually.
This amount can be reduced to 30 hours if personnel are certified as
Telecommunicator I and to 24 hours if personnel are certified as
Telecommunicator II. There are 50 points in this area and YFD received 64%
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credit. Since the dispatch center is supervised by YFD, efforts should be made to
develop a training plan that meets this requirement.
FIRE SAFETY CONTROL
Fire Marshal
The Fire Marshal shall oversee fire code enforcement. The Fire Marshal shall have
10 or more years of code enforcement experience, be certified as a Fire Marshal
and receive at least 16 hours of fire-code-related continuing education per year.
The current Yakima Fire Marshal appears to meet the WSRB requirements.
Fire Plan Review
Review of plans for fire code compliance must be done by experienced, certified
personnel. The plan reviewer shall have 5 or more years of plan review
experience, be a registered design professional (licensed professional engineer),
and receive at least 16 hours of plan review-related continuing education per year.
The plan review department needs to have adequate staffing to ensure
comprehensive plan reviews. The City of Yakima is meeting this requirement. The
City currently has 2 full-time fire plan reviewers. Efforts should be made to ensure
the plan reviewers have all the WSRB required certifications and continuing
education.
Inspection of Fire Code Permits
New and renovated occupancies requiring a fire code permit must be inspected
prior to issuing a Certificate of Occupancy. Fire Inspectors shall be certified with 5
or more years of experience in inspections and receive at least 16 hours of fire
inspection-related continuing education per year. Adequate department staffing
levels must be maintained to ensure comprehensive inspections.
Fire Code Inspections of Existing Occupancies
Fire Code Inspections of existing occupancies shall be conducted. The frequency
of inspections will be evaluated using Table 7 in the Protection Class Grading
Schedule (as provided by WSRB in a separate document). YFD, at a minimum
should inspect high hazard occupancies annually, and medium hazard
occupancies every two years. Low hazard occupancies are not regularly
inspected. Fire Code Inspectors should be certified with 5 or more years of
experience and receive a minimum of 16 hours of
69 271
fire inspection-related continuing education per year. Staffing levels must be
sufficient to ensure comprehensive inspections. The City of Yakima is likely
meeting this requirement except for years of experience. Employee retention can
aid in alleviating this issue.
School and Adult Programs
School programs should include age-appropriate subjects for all students, pre-
school through 12th grade. Adult education should include programs for all
segments of the adult population in the community. The Yakima Fire Department
is not meeting this requirement at any level and is 100% deficient. The WSRB will
look at a 5 year history of this program. The city is missing an opportunity to meet
the public in a non-emergent manner and have a dialogue about YFD's role and
what value it brings to the community.
Fire Investigations
Fire investigations must be done to determine the cause and origin of all fires. Fire
investigators shall have 5 or more years of experience, be a commissioned law
officer, be certified as a fire investigator, and receive at least 16 hours of fire-
investigation-related continuing education per year. In addition, sufficient staff
levels are required to ensure adequate response to fires, and all fires should be
reported to NFIRS. All reported fires within the City of Yakima are investigated at
the company officer level as required by law. Those fires (e.g. structural) that meet
damage or occupancy criteria are investigated by certified fire investigators within
the fire department. The WSRB requires all fires to be investigated by a fire
investigator. YFD is meeting this requirement except for years of experience and
the investigators being commissioned law officers. This problem remedies itself
with time and commissioning of fire investigators and through employee
retention.
Building Code Enforcement
Current building codes must be adopted and effectively enforced. The score for
this item is based on the current Building Code Class of the community. For the
WSRB to consider that building codes are effectively enforced, the City must be
able to provide at least 1 full-time Fire Safety Inspector per 1,000 buildings that fall
within the moderate to high hazard classification. The city should evaluate the
number of low, moderate, and high hazard occupancies and assure the number of
qualified inspectors does not exceed a work load of over 1,000 buildings per
inspector annually.
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Fiscal Review of Current Conditions
This section examines the financial factors that influence YFD's ability to deliver
services. It begins by looking at countywide trends in unemployment and housing,
city population growth, and construction valuation to provide context for the
broader economic environment. It then provides an overview of the City of
Yakima's overall fiscal health, including its primary revenue sources. Following
that, it analyzes YFD's specific revenues and major expenses. This financial
assessment informs a projection of the department's funding outlook in relation
to anticipated community growth.
City Economic Context
Economic data for Yakima County indicates that the unemployment increases
brought on by the 2020-21 pandemic are now in recovery—and returning to a
normal cyclical pattern.
The figure below illustrates unemployment trends in Yakima County from January
2020 through January 2025. Historically, civilian unemployment has reached its
lowest point each August and peaked around February—patterns typical before
the pandemic. This seasonal fluctuation is largely due to the county's strong
reliance on agricultural employment. However, the onset of the COVID-19
pandemic, which shut down much of the economy from mid-March 2020 through
April 2021, disrupted this cycle. Since then, unemployment rates have been
steadily declining, signaling a gradual return to pre-pandemic patterns.
Figure 14: Yakima County Unemployment, 2020-2025
FRED Unemployment Raw in 1'akima
County,WA
15.0
12.5
10.0
c
a- 7.5 \ A .
► �
V
5.0
2.5
2021 2022 2023 2024 2025
Source:U.S.Bureau of Labor Statistics via FRED®
71 273
The following figure highlights a strong upward trend in median home sales prices
in Yakima, reflecting robust growth in the local housing market. Since January
2020, when the median home price was just over $190,000, values have climbed
to approximately $270,000—a remarkable increase of over 40%. This surge in
housing costs signals continued demand and investment, as well as overall
confidence in Yakima's residential market.
Figure 15: Yakima County Median Home Sales Price, 2020-2024
FREE —All-Transactions(louse Price Index
fur Yakima Counts,'1a
280
270
260
250
240
it
230 '
m 220
E 210
200
190
180
2021 2022 2023 2024
Source:U.S.Federal Housing Finance Agency via FRED:N'
274
The Washington State Department of Revenue tracks taxable retail sales (TRS)
data for cities across the state, offering a useful indicator of private sector vitality
within a community. Year-over-year changes in TRS reflect broader trends in
economic activity and shifts in the local tax base. For the City of Yakima, this data
helps illustrate the scale and trajectory of local economic engagement.
The following figure displays total annual TRS from 2014 through 2022, the most
recent full year available. Notably, TRS experienced its highest rate of growth
between 2019 and 2020. However, growth slowed in the years following the
pandemic, reflecting a more moderate pace of economic recovery.
Figure 16 : Yakima Taxable Retail Sales & Annual Growth Rate
S3,000 20.0
S2,500
15.oc
S2,000
10.0cs
$1,500
It's"
S1,000
$500
$- -5,0%
2014 2015 2016 2017 2018 2019 2020 2021 2022
Taxable Retail Sales(in Millions) Annual Growth Rate
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The next figure shows recent changes in the Consumer Price Index for All Urban
Consumers (CPI-U) in the West Region. As of April, prices were up 0.5% from the
previous month and 2.1% higher than one year ago. Over the past year, the cost of
food went up 3.6%, while energy prices actually dropped by 5.7%. When looking
at all items except food and energy, prices rose 2.5% over the year. Overall,
inflation in the region has stayed positive from 2022 to 2025, showing steady but
moderate increases in the cost of living.
Figure 17: Inflation Trend - All Items: West Urban CPI-U
-All items
Percent change All items less food and energy
10.0 -
-
9.0
8.0
7_a
6.0
5.0
4.0
3.0
2.0
1.0
0_a I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
Mar Jun Sep Dec Mar Jun Sep Dec Mar Jun Sep Dec Mar
2022 2023 2024 2025
Source: U.S. Bureau of Labor Statistics.
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The following figure shows the new construction assessed value compared to the
taxable new construction added to the property tax rolls. The new construction
value rose steadily since 2020 but experienced a drop off in 2024. The taxable
value of new construction reflects the trends in new construction. From a fire
department standpoint, all new construction, whether taxable or not, adds to the
risk inventory of buildings to protect and increases call volume potential for the
life of the buildings.
Figure 18: New Construction & Taxable New Construction
$90,000,000 300
$80,000,000
250
$70,000,0001
—
$60,000,000 200
$50,000,000
150
$40,000,000
$30,000,000 100
$20,000,000
50
$10,000,000
SO 0
2020 2021 2022 2023 2024
New Permits Valuation
Historical Revenues and Expenses
The following is a review of historical revenues and expenses in the fire
department to help identify relevant financial trends, strengths, and weaknesses,
and to inform the financial footing of the YFD going forward. The historical review
helps illustrate how YFD funds its services—where the money comes from and
where it goes.
Revenue Trends
YFD derives its revenue from the city general fund, which receives its revenue
from a variety of sources, such as property taxes, sales taxes, and utility taxes.
Since YFD does not provide ambulance services its ability to augment the
revenue stream is limited.
277
The following figure provides information on revenues by type from 2019-2024
(actual).
Figure 19: YFD Associated Revenue
Revenue 2019 2020 2021 2022 2023 2024
EMS Levy 1,422,877 1,666,702 1,657,433 1,781,561 1,908,177 2,886,297
Union Gap Contract 1,,924,844 1,884,155 2,396,877 1,913,102 2,014,003 2,117,015
Capital Reserve 187,938 140,559 153,000 138,573 165,676 173,225
Reimbursements 581,559 644,620 534,861 593,623 675,913 779,227
Total Revenues 4,117,2.18 4,336,036 4,742,171 4,426,859 4,763,769 5,955,764
Expense Trends
YFD's largest operating expense is personnel costs, followed by supplies and
services. In 2023, personnel costs represented just over 88 percent of total
budgeted operating expenses for YFD. In comparison, full-career fire
departments in Washington have 80% of their expenses attributable to personnel
costs.
The following figure provides information on expenditures by type from 2019-
2024 (2024 data is estimated):
Figure 20: YFD Associated Expenses
Expenditures 2019 2020 2021 2022 2023 2024
Salaries and wages 10,298,263 10,374,564 10,866,461 12,330,655 12,417,872 12,554,640
Personnel Benefits 3,143,675 3,182,926 3,312,242 3,496,587 4,489,187 4,264,972
Operating Supplies 253,581 413,495 359,300 359,197 448,334 407,700
Professional Services 1,040,388 1,416,779 2,050,660 2,811,840 1,489,021 2,240,824
Capital 77,498 262,758 95,625 83,386 69,912 202,921
Debt Principal 289,527 214,378 162,278 162,278 170,439 138,789
Debt Interest 59,991 28,105 29,954 29,954 21,636 13,906
Total Expenditures 15,162,923 15,893,005 16,876,620 19,273,897 19,106,401 19,823,752
278
When deducting the expenses generated by YFD from its revenue, the remaining
balance becomes the financial burden for the City of Yakima. The following figure
illustrates the revenue offset from YFD's expenses, with the City of Yakima
shouldering the unfunded expense balance from the general fund. The trend
shows a gradual growth in general fund reliance in 2019, 2020, 2021 and 2022
followed by a steady decline in reliance on the general fund in 2023 and 2024.
Figure 21: YFD's General Fund Burden
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
I I
2019 2020 2021 2022 2023 2024
Total Revenues Total Expenditures General Fund Burden
YFD will always rely upon the general fund for support, but YFD continues to
leverage revenues it can generate to place a lighter burden on the city in general
than might otherwise be required. Of course, if expenses go up disproportionately
to the revenue YFD generates (as it did in 2022), the general fund burden
becomes heavier for the city.
279
Future System Demand Projections
The Yakima Comprehensive Plan provides a clear roadmap for how the city
intends to grow, offering both the Fire Department and City leadership a valuable
tool for planning future service and resource needs. With that guidance in place,
YFD has the opportunity to scale its services gradually and strategically—
matching growth with incremental investments in personnel, infrastructure, and
equipment.
However, as detailed in the Service Delivery and Performance section, YFD's
current resources are already stretched. Even modest growth will increase service
demands and further strain the system unless proactive steps are taken.
The City of Yakima has experienced steady, if at times uneven, population
growth. The current Comprehensive Plan, adopted in 2017, projects that Yakima
will grow from a baseline of 93,413 in 2016 to 110,577 residents by 2040—an
increase of over 17,000 people.
Population Growth History and Projection
While recent growth trends were disrupted by the COVID-19 pandemic,
population gains have resumed, though at a slower pace. From 2023 to 2024,
Yakima grew by just 0.73%. Although modest, this upward trend reinforces the
need for deliberate planning to ensure YFD is equipped to meet future service
demands. Growth rate increases in 2020 can be attributed to annexation activity.
Figure 22: Yakima Growth Rate
35,. Yakima Growth Rate
2.5%
2%
1.5%
1%
.5%
0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
. 1111 280
Annual population growth is shown as follows:
Figure 23: Yakima Historic 10-year Growth
Yakima Population Growth
100000
99000
98000
97000
96000
95000
94000 -
93000
92000
91000
90000
89000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
This increase shows a year over year steady increase, with an average annual rate
of 0.07% percent. Over the last 10 years, the city has grown 6.4 percent. The rate
of growth in the Yakima Valley is also growing, with Yakima growing at a similar
rate to other populated areas of Yakima County.
Figure 24: Yakima Valley Regional Growth
Yakima Valley Regional Growth
120000
100000
80000
60000
40000tiLi
2000
0� LiII it id did di II dl
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
■City of Yakima •Upper Valley ■Mid Velley • Lower Valley
79 281
The Comp Plan anticipates that Yakima will reach a population of 110,577 in the
next ten years (2040), increasing by 17,167 residents. If the projected growth is
linear, the following figure depicts an estimated progression of population using
the last ten years and the projected 2040 population from the comprehensive
plan in three-year increments. The incremental growth is based on the annual
median growth over the last decade.
Figure 25: YFD Service Area Population Projections
YFD Service Area Population Projections
115000
110000
105000
100000
95000
90000
2025 ^02s3 2031
Comprehensive Plan and YFD
The Yakima Comprehensive Plan provides a clear picture of where and how the
city intends to grow—and it confirms that Yakima has more than enough land
capacity to meet and even exceed its projected population targets. In fact, the
plan notes that the City has enough land capacity to accommodate nearly twice
the allocated population. While most of the future development can occur within
the existing city boundaries, the City may consider strategic annexation in areas
where it makes sense.
The plan identifies key areas of future development, including Downtown Yakima,
the Cascade Mill Site, the Congdon properties, and the North 16th/SR 12 corridor.
These locations represent a mix of infill, revitalization, and long-term investment
potential—all of which could place added pressure on fire and EMS services,
particularly if redevelopment occurs at higher densities or introduces new
residential and commercial uses.
n n
282
Demographics
According to the U.S. Census Bureau, as of July 2024, Yakima's largest ethnic
group is Hispanic or Latino at 47.6%, closely followed by individuals identifying as
, White (non-Hispanic or Latino),which make up 43.7% of the population. Other
races and ethnicities make up the remaining percentage.
These demographic realities underscore the need for Yakima Fire Department
personnel to have, at minimum, basic conversational Spanish-speaking abilities.
The ability to communicate effectively during emergencies—especially in
households where English may not be the primary language—can directly impact
the speed and quality of care.
In addition to ethnic diversity, Yakima's population is aging. As of 2024, 16.3% of
the population is over age 65, a figure that's expected to grow as the "silver
tsunami" continues—referring to the aging of the Baby Boomer generation. This
shift will likely result in increasing demand for emergency medical services,
including transport. While overall population growth has remained relatively flat
since 2020, demographic changes alone—particularly age and health-related
needs—will continue to drive EMS call volume upward.
81 283
Fire Service Demand Projections
Based on the past 5 years of call volume, which is a 5% median increase per year,
in spite of a population growth of only .073%, the demand for services is
outpacing the annual growth rate. With 132.92 calls per 1000 population in 2024
compared to 116.2 calls per thousand in 2020, the demand for services is greater
than the population growth rate.
Figure 26: Projected Service Demand
20,000
18,000
16,000
14,000
12,000
10,000
8,000
4,000
2,000
[1
2024 2027 2030 2033 2036 2039 2040
EMS 9,744 10,237 10,755 11,299 11,870 12,471 13,102
■Fire 1 1,146 1,204 1,265 1,329 1,396 1,467 1,541
■Other 2,319 2,436 2,560 2,689 2,825 2,968 3,118
Fires of all types demonstrated the lowest rate of increase. This reflects a national
trend and can be attributed to improvements to building codes and fire
prevention over the last several decades. EMS is expected to be the dominant
factor affecting service demand. Other incidents, including alarm sounding and
service calls not involving actual fires or medical incidents, are predicted to
increase partly due to the increased installation of these systems and properly
coded public assist calls.
While the projections follow a linear path of growth, community growth and its
associated service demand rarely align with strict linear progression. However, it
is reasonable to conclude that the small growth projections in the comp plan will
have a direct impact on the fire department service demand. YFD will remain
challenged to keep up with the increased service demand as the city grows.
n�
284
Performance Measures and Targets
As YFD is seeing increasing demand for service and rising operational complexity,
developing clear and data-informed performance standards is critical for guiding
future decisions. These standards are not intended as inflexible mandates, but
rather as aspirational targets that should help YFD align staffing, apparatus
deployment, and response time expectations with the evolving needs of the
community. Grounded in national best practices but tailored for local application,
these performance measures provide a structured way to assess service delivery
and inform continuous improvement.
Incident Volume and Demand
The demand for fire and emergency medical services in Yakima is projected to rise
steadily over the next 15 years, driven by both population growth and increasing
complexity of service needs. In 2024, YFD expects to respond to approximately
13,200 calls for service. By 2040, that number is projected to reach nearly 17,800
—a 35% increase. The majority of these calls—over 74%—will be related to
emergency medical services (EMS), followed by fire-related incidents and other
calls such as false alarms, rescues, or public assistance.
This upward trend in incident volume reinforces the importance of scalable
service delivery models and strategic resource deployment. While current demand
levels may be manageable within existing constraints, projected growth highlights
the need for a flexible framework that can support periodic re-evaluation and
adaptation of staffing, deployment zones, and response procedures.
Figure 27: Call Volume by Incident
20,000
18,000
16,000 II
14,000
12,000 6,000
2024 2027 2030 2033 2036 2039 2040
■EMS 9,744 10,237 10,755 11,299 11,870 12,471 13,102
in Fire 1,146 1,204 1,265 1,329 1,396 1,467 1,541
83 ■Other 2,319 2,436 2,560 2,689 2,825 2,968 3,118
285
Staffing Standards
Each type of emergency requires a specific level of on-scene staffing to safely
and effectively carry out operations. YFD aligns its staffing goals with NFPA 1710
and other relevant guidelines, while adjusting targets based on current resources
and anticipated growth. For example, a full initial response to a structure fire
ideally includes 15-17 personnel, while EMS responses typically require a minimum
of two EMTs, with long-term aspirations to include a paramedic for advanced life
support delivery. Technical rescue and hazardous materials incidents necessitate
specially trained teams, often requiring cross-staffing and regional collaboration.
Incident Type Minimum Staffing Reference
Structure Fire (1st Alarm) 15-17 Personnel NFPA 1710 §5.2.4
EMS - BLS 2 EMTs Local SOG
EMS - ALS 2 EMTs + 1 Paramedic WA DOH/Industry
(goal) Standard
HAZMAT 6 Technicians (initial) NFPA 472/1072
6-8 (cross-trained NFPA 1006/ FEMA
Technical Rescue personnel) Guidance
Apparatus Deployment Models
YFD uses standardized apparatus assignments to ensure appropriate equipment
and support arrives on scene quickly and in the right sequence. Structure fires
typically require four engines, one ladder truck, and a Shift Commander. EMS calls
are typically handled by AMR through the closest available ambulance unit with
additional support for high-acuity patients. Special operations incidents such as
HazMat or wildland fires follow scalable models that balance risk, availability, and
mutual aid agreements.
CIA
286'
To ensure that the right resources arrive quickly and in the proper sequence, YFD
should continue standard apparatus assignments for each type of incident. For
structure fires, a full response should include four engines, one truck, and a Shift
Commander. EMS responses should be handled by the closest available engine or
medic unit, supplemented by ALS resources if the call type or acuity warrants.
HazMat incidents and technical rescues, though less frequent, require specialized
units that should be pre-designated with support from a minimum number of
engines or trucks.
Data from current apparatus deployment, particularly the uneven UHU rates,
suggests a need to refine geographic station coverage and unit availability to
better match projected demand. Over time, this may require facility expansion,
reallocation of frontline units, or adjustment to shift schedules to accommodate
peak service periods.
Figure 28: Unit Hour Utilization
2024-Unit Hour Utilization
1&h
1651%
1G96
14%
1L99%
12%
10,00%
10%
8.98%
144% I 8.4,%
8%
0.49%
6% 5,42%
tea 3 86M
3.22%. 1�%
I _ IllI
_
Brush 92 Brut h93 liT291 BT91 Chief 290 Engine Engine Engine Engine E39E Engine 90 Engine 91 Engine 92 Engine 93 Engine 94Ej me96 E98 Truck 91 Truck 93 Tender 94
290 292 296 390
xpp,.n.ru•;
85 287
Typical apparatus assignment, defined by NFPA and general industry standards,
is as follows:
Incident Type
Recommended
Apparatus Assignment
3 Engines, 1 Truck,
Structure Fire 1 Shift Commander,
EMS Support
1 Brush Unit, 1 Engine,
Wild land Fire
Mutual Aid
HAZMAT HAZMAT Unit, 1 Engine,
1 Shift Commander
Rescue Unit, Support
Technical Rescue
Engine or Truck
Each emergency type carries a distinct risk profile and operational complexity,
requiring targeted on-scene staffing levels. YFD's recommended staffing targets
should reflect both industry standards and local response realities. For instance,
structure fires ideally involve 15-17 personnel on the first alarm response, in
alignment with NFPA 1710. Basic EMS calls require a minimum of 2 EMTs, with the
long-term goal of integrating paramedics to deliver Advanced Life Support (ALS)
capabilities on more critical calls.
Special operations, including hazardous materials and technical rescues, should
be staffed with teams of 6-8 highly trained personnel. These incidents may also
draw upon cross-staffed or regionally supported units, depending on severity and
scale. By defining these staffing targets as "should" rather than "must," YFD can
allow for operational flexibility while setting clear service delivery benchmarks.
n�^
2881
Response Time Objectives
Time is a critical variable in emergency response, often determining life or death
outcomes. YFD should strive to meet performance targets across four core
benchmarks: call processing time, turnout time, travel time, and total response
time. Based on NFPA 1710 and similar standards, YFD should aim for:
Time Segment Target Time Reference
Call Processing <- 60 seconds NFPA 1221 /1710
(Dispatch)
Turnout Time <- 60 /80 seconds NFPA 1710
(Day/Night)
Travel Time (Urban) <- 4 minutes (90% of calls) NFPA 1710
Total Response Time
<- 6-7 minutes (90%) Industry Best Practice
(Urban)
These benchmarks serve as operational targets, not fixed requirements.
Geographic realities, staffing levels, and traffic patterns may affect whether these
times are consistently achieved. As YFD evaluates future annexations or
population centers (e.g., growth in North 16th/SR 12 or the Cascade Mill site), GIS-
based response modeling should be used to refine travel time expectations by
zone and call type.
YFD continually tracks its operational performance to ensure effective and timely
emergency response. One key measure of service delivery is response time
compliance, which reflects how quickly units arrive on scene after a call is
received. In alignment with national benchmarks established by the National Fire
Protection Association (NFPA 1710), YFD monitors its response metrics to assess
compliance and identify areas for improvement. The following section presents
YFD's recent response performance data compared to these industry standards,
providing insight into the department's current service levels and operational
efficiency.
87 289
Data shown below depicts the average time and percentage of compliance,
respectively, for turnout, travel, and response to meet the 90' percentile for all
calls out of each YFD fire station in the most recent six months (late 2024):
Figure 29: Response Time Distribution
2024 June-December Compliance by Station-90th Percentile
■Turnout !Travel LI Response
0:1200
0:10:17
0:10100 Qb9:24 0:09:43 U:032B 0:09:41
0:09:05
0:07:54
:::
05
0:05:40
0:06:48 0:07:0e 0:06:50 0:07
0:03:54 0:04:000003:46 0:03:3-50:03:45liii
002:0091 92
Srarioe91 Station 92 S:.atcnr 93 Station 9t Station 95 YFD
Figure 30: Percentage of Response Time Compliance
2024 June-December Compliance by Station
•Turnout ■'Ravel ■Response
70,o-
60.616
60.0 58.4%
57.6% 57.3%55.6 56.5%
9i
. 53.1%
48.84E 50.0%
500 .
.t,,-,.; 46.3% 46.6%
hi
41.6%
40.0%
30.0Y,
20.05:
10.05+
0.015
01 92 93 94 95
Station 91 Station 92 Station 93 Station 94 Station 95 YFD
290'
This map shows the incident density throughout the city. It confirms that the
highest call volumes occur in the most densely populated portions of the city.
Figure 31 - 2023 YFD Incident Density
c r t NachtI Gleed ,,
4 • VsPey
' 40
e 'e
e I a
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P.�wT
4p155 .1...t .. Se...„
Geographic Service Demand
YFD inc▪ident Density 2023
Li 4 udv"ea sc.ma*
(y Fire StatVons
ea so � ;_.Urban Gmmth Boundary
mass•'a60.M 0 O y Boundary
W AS•uu.rsl Mtn
1.211.307-10.19c.SO 0 03 1 Z 0
..e sr"IMw""..I.
89 291
The figure below shows that most of the incidents occur within the four minute
response area. While actual response times fall short of that, it is mainly due to
concurrent call volume or apparatus not being available at the closest station.
Figure 32: 2023 Incidents and Travel Time
- - - - Pomona -- -
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4.
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10 c Yakima w, y,:.
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Anur.1'"a Yakima Fire Department
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Service Demand
YFD 2023 Inddn� u ro•�^ k r j ji / 4 4 • ,Q Fite Stations
and Tiro"Tuna Nadal a
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sots Incidents Wien 4ey umr�s Fi ...: Urban Growth Boundary
Trayef Tines(minutes) }�'ap1Y1,RidgeQ LnY 'Y
4 o os 1 2 0 r r ► t i r i 1
•
292
Call response time can be reduced with cooperation from other fire stations/units
withing YFD. The map below shows the number of stations that can arrive within
8 minutes for an incident. There is only a small central area that all 6 station units
can arrive within the 8 minutes. The east and west end fall to either 2 or 3 stations
arriving within the 8 minutes, which falls short of the NFPA standards for a
residential structure fire.
Figure 33: 8 Minute Station Coverage
a4b 410 it
w v.rrey
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ra �,
YYakr,„ Vroe
•
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•
Growth in the community, annexations of new land, and future station location can
alleviate long response times, as well as the reliance on utilizing additional
stations/units to respond to concurrent calls.
91 293
Measuring and Managing Performance
Rather than simply tracking compliance, YFD should use performance standards
to guide resource decisions, budget prioritization, and community reporting. A
departmental dashboard—updated annually—should visualize key metrics like
UHU, incident volume by type and zone, and response time reliability. Gaps in
service or resource strain should be clearly identified and paired with corrective
action plans.
Additionally, integrating feedback from the community and peer benchmarking
will support a culture of transparency and adaptive learning. Performance
standards should be reviewed and updated at least every three years, or sooner in
the event of major operational changes such as new station construction,
population shifts, or significant increases in call volume.
Looking Ahead
Implementing and refining performance standards is a long-term commitment. In
the short term, YFD should establish baseline data and begin formal tracking.
Over time, performance metrics can be incorporated into budget development,
staffing models, and facility planning. As Yakima grows and changes, these
standards will provide a foundation for adaptive, responsive, and accountable
public safety services.
294
YFD Issues and Recommendations
YFD plays a critical role in protecting life and property across a diverse
community. This assessment was conducted to identify systemic challenges and
opportunities for improvement across all facets of department operations—from
staffing and training to capital planning, emergency medical services, and
community engagement.
While YFD demonstrates strong commitment and foundational capabilities, the
department faces structural, strategic, and operational gaps that limit its long-
term effectiveness and adaptability. This section outlines key findings and
provides actionable recommendations to enhance departmental resilience,
responsiveness, and alignment with modern best practices in fire service delivery.
To effectively prioritize and sequence improvements across the Yakima Fire
Department, recommendations are grouped into short-, medium-, and long-term
categories based on their cost, complexity, and implementation timeline. This
phased approach allows the department and City leadership to act immediately
on low-cost, high-impact opportunities while planning for more resource-
intensive investments over time.
Short-Term Priorities
These are low-cost, high-impact actions that can be implemented quickly using
existing personnel, equipment, and budget. They typically involve policy updates,
procedural improvements, staff assignments, and basic training or administrative
actions that require minimal new funding.
Medium-Term Priorities
These initiatives require moderate financial investment and planning. They may
involve additional staffing, procurement of vehicles or specialized equipment, or
the expansion of current programs. Medium-term priorities typically take 1-3
years to implement and often require inclusion in future budget cycles.
Long-Term Priorities
These projects require significant capital investment, interdepartmental
coordination, and long-range planning. Long-term priorities include facility
replacement or relocation, major infrastructure upgrades, and strategic expansion
of department capabilities aligned with projected community growth. These
93 295
efforts may take 3-10 years to fully realize and require dedicated funding
mechanisms.
Management Components - Findings and Recommendations
Effective fire department leadership relies on a strong organizational foundation—
anchored by a clear vision, strategic planning, and operational alignment. YFD
demonstrates a commitment to service but faces several management-level
challenges that limit its long-term effectiveness and internal cohesion. Gaps in
vision, workforce planning, infrastructure readiness, and communication systems
must be addressed to support the department's evolving role in public safety and
community trust.
YFD faces several foundational challenges that impact its effectiveness and long-
term sustainability. Key issues include the lack of a clear vision and organizational
identity, inadequate workforce planning and succession strategies, and
insufficient capital and fleet planning. Communication gaps—both internally and
with the public—limit transparency and engagement, while fragmented data
systems and inconsistent security measures reduce efficiency and increase risk.
These gaps collectively hinder the department's ability to operate cohesively,
plan strategically, and adapt to growing service demands.
Strategic Recommendations for Management Components
Short Term
Rebuild and Communicate Organizational Identity
o Facilitate an inclusive process to develop a formal vision statement and
refresh mission and core values with full staff engagement.
o Launch a communications strategy that embeds these elements into
onboarding, evaluations, and daily operations.
Implement Workforce Planning and Succession Strategy
o Conduct a comprehensive staffing assessment linked to call volume and
population trends.
o Develop a succession plan and leadership pipeline to ensure continuity and
staff development at all levels.
o Invest in employee wellness and resiliency initiatives, especially for those
responding to behavioral health emergencies.
A A
296
Medium Term
Establish a Multi-Year Capital Improvement Plan
o Create a detailed, YFD-specific Capital Improvement Plan (CIP) that
includes facilities, apparatus, and equipment needs with projected
timelines and costs.
o Pursue diverse funding sources, such as grants, voter-approved bonds, and
regional partnerships to support infrastructure improvements.
Modernize Data Systems and Security Protocols
o Transition to an integrated data management platform to unify personnel,
training, asset, and incident reporting systems.
o Conduct cybersecurity and physical security audits to assess vulnerabilities
and develop mitigation strategies, including secure access, surveillance,
and fencing.
Long Term
Strengthen Communication Infrastructure
o Hire or contract a Public Information Officer (PIO) to oversee
communications, media, and web presence.
o Develop an internal and external communications plan with scheduled
briefings, content strategy, and crisis communication protocols.
o Form a community engagement or advisory group to support
transparency, trust, and department storytelling.
Capital Assets and CIP - Findings and Recommendations
Capital assets—including fire stations, apparatus, and critical equipment—are
essential to the YFD's ability to deliver timely and effective emergency services.
However, the absence of a formal, long-range Capital Improvement Plan (CIP)
and limited alignment with citywide growth trends expose the department to
operational inefficiencies, delayed response coverage, and increased maintenance
costs. Strategic and sustainable capital planning is urgently needed to ensure
YFD's infrastructure supports future service demands, workforce needs, and
public safety expectations.
95 297
YFD lacks a formal Capital Improvement Plan (CIP), limiting its ability to
strategically address facility maintenance, upgrades, and expansion. Without a
long-term funding mechanism, critical infrastructure improvements remain
underprioritized. Additionally, current station locations may not align with growth
and service demand—particularly in areas east of 1-82 where access is limited.
While an Apparatus Replacement Plan exists, it is unfunded, and there is no
structured plan for replacing essential non-vehicle equipment, leading to reactive
and inconsistent procurement.
Strategic Recommendations - Capital Assets and Capital Planning
Short Term
Secure and Diversify Capital Funding Sources
o Work with City leadership to identify sustainable funding mechanisms such
as:
■ Capital reserves or general fund allocations
■ Impact fees from development
• Voter-approved bonds or levies
■ State and federal grants (e.g., FEMA AFG, SAFER)
o Incorporate capital planning into the City's budgeting and capital facilities
planning cycles.
Medium Term
Develop a Comprehensive Capital Improvement Plan (CIP)
o Create a formal multi-year CIP for facilities and capital assets, identifying
current needs, priorities, estimated costs, and project timelines.
o Ensure the CIP includes provisions for both facility maintenance and new
infrastructure aligned with growth and service projections.
Conduct a Service Coverage and Station Location Study
o Complete a geospatial analysis of station locations and response times to
identify underserved areas, particularly east of 1-82.
o Use findings to prioritize future station siting, facility upgrades, and
possible relocations based on response equity and efficiency.
Create a Formal Equipment Replacement Plan
o Develop a structured plan for tracking inventory, defining replacement
cycles, and estimating future costs for all essential equipment.
A/^
298'
o Include an annual review and update process to adapt to evolving
technology, safety standards, and operational needs.
o Integrate the equipment plan into the overall CIP for a coordinated
approach to capital asset management.
Align Capital Planning with Organizational Strategy
o Link all capital projects to departmental strategic priorities, such as
firefighter safety, operational readiness, and fiscal sustainability.
o Engage key stakeholders—including internal staff, finance personnel, and
elected officials—in the capital planning process to ensure ownership,
transparency, and accountability.
Staffing, and Personnel - Findings and Recommendations
The effectiveness of the YFD depends heavily on the quality of its training
systems, the strategic allocation of personnel, and its ability to adapt staffing
models to meet changing demands. While foundational systems are in place, key
gaps exist in training structure, workforce planning, emergency medical
operations, and community risk alignment. These issues, if unaddressed, risk
compromising readiness, safety, and long-term sustainability.
The Yakima Fire Department faces significant operational challenges related to
training, staffing, and community risk alignment. Its training program lacks clear
goals, updated policies, and consistent enforcement, while facilities, props, and
instructor capacity are outdated or insufficient. Staffing models are imbalanced
and unclear, with administrative levels exceeding averages and no documented
benchmarks for station coverage or emergency response aligned with NFPA
standards. The department's medical response role relative to its EMS partner is
ambiguous, and internal work groups lack structure and accountability.
Additionally, the absence of a formal Community Risk Analysis (CRA) limits the
effectiveness of risk reduction efforts, and current language access programs do
not adequately serve Yakima's diverse population.
97 299
Strategic Recommendations - Staffing and Personnel
Short Term
Modernize and Structure the Training Program
o Move all YFD members to IFSAC standard for FF1, FF2, and Officer 1 and 2
to reduce WSRB required training hours.
o Update all training policies and platforms; define training objectives and
certification requirements for leadership and specialty roles.
o Finalize the transition to Image Trend for training documentation and
develop a digital inventory and tracking system for all training equipment.
o Reestablish clerical or administrative support for training operations and
invest in facility upgrades, simulation tools, and updated training props.
o Reinstitute regular pre-fire planning as part of training and integrate
findings into tactical drills.
Clarify EMS Roles and Strengthen Oversight
o Define the roles and responsibilities of YFD versus AMR for both routine
and multi-incident scenarios.
o Establish internal oversight of EMS performance and coordinate response
protocols to ensure effective, shared accountability.
o Develop ILS and ALS capabilities within YFD to assure continuity of service
should AMR cancel the current contract.
Formalize Internal Work Group Governance
o Develop charters, leadership roles, and performance measures for all
internal work groups and ensure cross-rank participation to strengthen
operational decision-making.
Enhance Cultural and Language Capacity
o Expand the Spanish language program with formal training, certification,
and community-facing materials.
o Review and improve language incentive structures to attract and retain
bilingual personnel.
Evaluate Shift Configuration and Fatigue Management
o Reassess the impact of the 48/96 shift model on wellness and
performance, and ensure compliance with FLSA standards through
proactive use of Kelly Days and scheduling tools.
Aft
300'
Medium Term
Conduct a Comprehensive Staffing Assessment
o Benchmark YFD's administrative, operational, and emergency staffing
against NFPA standards and peer agencies.
o Develop a station-by-station staffing model showing minimum, maximum,
and ideal levels based on risk type, call volume, and growth forecasts.
Implement a Community Risk Analysis Program
o Launch a structured CRA to identify and prioritize local hazards and at-risk
populations.
o Use CRA findings to guide CRR strategies, staffing allocations, and public
education campaigns.
Service Delivery and Performance
Findings and Recommendations
Training is the foundation of operational readiness and firefighter safety. While
the YFD demonstrates a clear commitment to maintaining high training standards
and partnerships with neighboring agencies, several systemic gaps currently limit
the effectiveness, consistency, and future-readiness of the department's training
program.
YFD's training program faces significant structural and resource limitations that
hinder its effectiveness and sustainability. Training policies are outdated and lack
alignment with current operational needs, while the absence of formal goals or a
continuing education program limits long-term skill development. Record-keeping
is fragmented due to an incomplete transition to Image Trend, and the
department lacks a centralized system for tracking certifications. Aging facilities,
outdated equipment, and the loss of clerical support further strain the program.
Additionally, compliance with training requirements is inconsistent, pre-fire
planning is neglected, and limited instructional capacity—coupled with a
constrained budget—restricts the department's ability to modernize and grow its
training capabilities.
99 301
Strategic Recommendations - Service Delivery and Performance
Short Term
Modernize Training Policies and Develop Strategic Goals
o Update training policies and procedures to reflect current operational
needs and national standards.
o Establish formal training goals, objectives, and key performance indicators
to guide and evaluate the program annually.
Implement a Comprehensive Continuing Education Program
o Develop a structured continuing education program that supports
firefighter advancement, skill refreshment, and specialization.
o Incorporate pre-fire planning, leadership development, and scenario-based
training as ongoing components.
Complete Transition to Centralized Record-Keeping
o Expedite the migration from ERS to Image Trend for training
documentation.
o Develop and maintain a centralized digital record system for tracking
certifications, hours, and training history for all personnel.
Improve Accountability and Compliance
o Develop a progressive discipline procedure for those that fail to meet
required training hour requirements
o Strengthen enforcement of annual training hour requirements through
company officer oversight and automated tracking systems.
o Reinstate and emphasize pre-fire planning as a critical training and
operational tool.
Expand Internal Instructional Capacity
o Develop Subject Matter Experts (SMEs) through outside training
experience and provide encouragement for them to share that knowledge.
o Support and incentivize additional staff to become certified as Instructor I
and II.
o Leverage experienced personnel to mentor and assist in delivering high-
quality, consistent training across shifts and specialties.
302'
Medium Term
Review and Adjust the Training Budget
o Evaluate and increase the annual training budget to match modern
instructional demands, facility needs, and regional benchmarks.
o Explore external grant funding (e.g., FEMA AFG) for facility upgrades, live
fire props, and instructional technology.
Long Term
Invest in Facility and Equipment Modernization
o Prioritize upgrades to classroom environments and simulation capabilities,
including modern video and digital fireground simulation tools.
o Repair or replace key training props (e.g., car prop, Kidde live fire unit) and
inventory existing equipment to plan for replacements.
o Reestablish clerical support to relieve administrative workload on the
Training Division.
Community Risk Assessment - Findings and Recommendations
A robust Community Risk Assessment (CRA) identifies local hazards, vulnerable
populations, and opportunities for risk reduction through prevention, education,
and strategic resource deployment. For YFD, the absence of key fire prevention
policies, outreach programs, and multilingual engagement tools limits its ability to
proactively reduce risk and build community
resilience. Strengthening YFD's prevention, education, and inspection capacity is
essential to ensuring equitable safety outcomes citywide.
YFD faces notable gaps in community risk reduction, prevention, and outreach.
Lack of involvement in construction plan reviews limit the department's influence
on fire safety in new developments. Fire prevention efforts are further
constrained by the lack of a self-inspection program for low-risk occupancies and
no participation in storage tank inspections. Public education remains
underdeveloped, with no structured programs for fire safety, CPR, or first aid
training. Additionally, limited access to multilingual materials—particularly in
Spanish—hampers the department's ability to engage effectively with Yakima's
diverse community.
101 303
Strategic Recommendations - Community Risk Assessment
Short Term
Integrate YFD into Development Review
o Formalize YFD's role in reviewing new construction and tenant
improvement plans to ensure early incorporation of fire safety measures
and code compliance.
Establish a Self-Inspection Program
o Launch a self-inspection initiative for low-risk businesses, freeing up
department resources while expanding fire prevention reach and
encouraging business owner engagement.
Offer Community CPR and First Aid Training
o Introduce basic life support training as part of a broader community risk
reduction strategy, delivered through public workshops and events.
Expand Multilingual Outreach
o Develop and distribute fire safety and emergency preparedness materials
in Spanish and other common local languages to promote equitable
understanding and participation.
Explore Storage Tank Inspection Capability
o Assess the feasibility of bringing storage tank inspections in-house or
partnering with state or regional agencies to improve hazard awareness
and regulatory alignment.
Medium Term
Build a Comprehensive Public Education Program
o Design and fund a community-wide outreach program addressing fire
safety, emergency preparedness, and injury prevention—targeted
especially toward schools, senior facilities, and underserved
neighborhoods.
304-
Emergency Medical Services (EMS) - Findings and Recommendations
YFD currently lacks internal oversight of its Emergency Medical Services (EMS)
program, with no designated EMS Officer to manage quality control, HIPAA
compliance, exposure tracking, or performance monitoring. Despite EMS
accounting for over 70% of total calls, these responsibilities remain unassigned,
leaving critical operational gaps. YFD relies entirely on a private ambulance
provider, American Medical Response (AMR), for transport and ALS services, yet
oversight of this contract appears limited—even though the City of Yakima
represents approximately half of the countywide EMS call volume. The
department's ALS capacity is also minimal, with only six EMT Intermediates and
no paramedics on staff, limiting the ability to provide advanced care when fire
crews arrive before AMR. By contrast, comparable agencies maintain greater in-
house ALS capability. While Yakima County's EMS system benefits from strong
medical direction, ongoing training, and quality assurance led by the Medical
Program Director, YFD's EMS logistics and recordkeeping remain fragmented and
labor-intensive, lacking centralized systems or dedicated support. This
dependence on a single transport provider, combined with insufficient internal
capacity and oversight, presents a significant vulnerability in Yakima's current
EMS response model.
Strategic Recommendations - EMS
Short Term
Strengthen Contract Oversight of AMR
o Establish formal performance monitoring and reporting requirements for
AMR, including independent audits and real-time data sharing with YFD.
o Reevaluate contract exemptions to better reflect operational realities and
ensure accountability.
Enhance Public-Facing Medical Education
■ Expand YFD's community risk reduction efforts to include CPR and
basic first aid training for the public as part of EMS outreach and
community resilience.
Medium Term
Emergency Medical Services Contract Monitoring
o Create and fill an EMS Officer position responsible for:
• Oversight of clinical operations and EMS training (OTEP).
103 305
• QA/QI tracking and case review participation.
• Contract compliance monitoring for AMR.
• HIPAA oversight and exposure control contact.
Modernize EMS Logistics and Data Systems
o Centralize EMS supply tracking, procurement, and distribution under the
EMS Officer or dedicated support role.
o Streamline EMS training record management and integrate clinical
performance metrics into department dashboards.
Long Term
Transition Toward ALS Capability in Fire Units
o Begin hiring paramedic-trained firefighters and offer paramedic training to
existing personnel.
o Gradually equip all engines and ladders with ALS equipment to support
early advanced care prior to AMR arrival.
Explore Long-Term Transport Alternatives
o Analyze the feasibility of fire-based transport options or regional shared-
service models in light of AMR's long-term viability concerns.
o Consider a phased approach to building transport capacity, beginning with
ALS engine companies and expanded partnerships.
HAZMAT - Findings and Recommendations
YFD plays a vital role in protecting the community from hazardous materials
(HAZMAT) incidents, including industrial spills, chemical exposures, and emerging
threats such as terrorism-related events. However, several gaps in personnel
certification, mutual aid coordination, equipment readiness, and training
frequency limit the department's current capacity to
respond effectively to high-risk HAZMAT scenarios. Addressing these
vulnerabilities is essential to improving readiness, safeguarding first responders,
and ensuring timely, coordinated response to complex emergencies.
Not all fire fighters are trained to Operations-level HAZMAT responders, meaning
not all personnel are trained to recognize and report hazardous materials
incidents—a critical first step in safe and effective response. No YFD personnel
are certified in Weapons of Mass Destruction (WMD) response, creating a
306'
preparedness gap in the event of a terrorism-related chemical event. YFD is also
not integrated into a regional HAZMAT response team and has no formal mutual
aid agreements in place, potentially delaying assistance during large or complex
incidents. While the department has obtained a variety of HAZMAT tools, the
absence of a verified equipment inventory introduces uncertainty about
deployment readiness. Response times for Level A incidents currently range from
90 to 120 minutes, which may be insufficient during time-sensitive emergencies.
Additionally, training occurs only on a quarterly basis, which is likely inadequate
for maintaining proficiency in the highly specialized skills required for Technician-
and Level A-level response.
Strategic Recommendations - HAZMAT
Short Term
Conduct a Comprehensive Equipment Inventory
o Finalize a full inventory of all HAZMAT response equipment, assess
condition and serviceability, and develop a maintenance and replacement
schedule.
o Enhance Training Frequency and Simulation: Increase hands-on training
frequency to bi-monthly or monthly, and include full-scale exercises with
external partners to test command, communications, and deployment
procedures.
o Reduce Deployment Time: Evaluate staffing, alert protocols, and
equipment staging to reduce Level A team assembly time for time-critical
incidents.
Medium Term
Establish a Dedicated Budget Line for HAZMAT
o Create a dedicated and recurring budget to support HAZMAT training,
equipment replacement, and program expansion.
Expand Personnel Certification
o Increase training to ensure all suppression personnel attain Awareness-
level certification. Consider expanding Technician- and WMD-level
certifications to strengthen depth of response.
105 307
Strengthen Mutual Aid Agreements
o Formalize mutual aid and automatic response agreements with
surrounding jurisdictions (e.g., Sunnyside, Yakima Training Center) and
explore joining a regional HAZMAT consortium or Washington State
response zone.
Pursue Grant Funding:
o Seek federal and state grants to support certification, training, equipment,
and interoperability initiatives—particularly in underserved rural and
agricultural areas.
Specialized Technical Rescue - Findings and Recommendations
YFD demonstrates a strong commitment to delivering specialized technical
rescue services across a wide range of low-frequency, high-risk incidents. These
services—spanning rope rescue, trench collapse, confined space, vehicle
extrication, and surface water rescue—are critical to protecting life and property
in a community with industrial facilities, varied topography, and active
transportation corridors. However, sustaining and expanding these capabilities
requires greater operational structure, dedicated resources, and formalized
planning.
YFD's technical rescue program faces several foundational challenges that limit
its effectiveness and long-term sustainability. The program operates without a
dedicated budget, lacks formal staffing standards, and relies on aging equipment
in need of replacement. While Standard Operating Guidelines (SOGs) are in
development, they are not yet fully implemented, and administrative oversight is
informal, with no defined leadership structure. Strong collaboration with the
Yakima Training Center enhances training opportunities, but the partnership is
not formally integrated into mutual aid or response protocols. Additionally, the
program lacks a structured evaluation process, making it difficult to track
progress or plan strategically for future needs.
A A/^
308'
Strategic Recommendations - Specialized Technical Rescue
Short Term
Finalize and Standardize SOGs
o Complete development of all discipline-specific SOGs using Rescue 3
International guidelines.
o Implement a department-wide review and training process to ensure
familiarity and consistency in application across crews.
Formalize Interagency Coordination
o Strengthen and formalize partnerships with YTC and other regional
agencies through joint training calendars, mutual aid agreements, and
shared response protocols.
o Identify opportunities for regional resource sharing and cost efficiencies.
Define Program Leadership and Administrative Oversight
o Assign a Technical Rescue Program Coordinator (existing or new position)
to oversee program operations, training, budget, and interagency
coordination.
o Consider forming a technical rescue advisory team to assist with planning,
evaluation, and innovation.
Medium Term
Establish a Dedicated Budget Line for Technical Rescue
o Create a dedicated and recurring budget to support technical rescue
training, equipment replacement, and program expansion.
o Explore potential grant funding (e.g., FEMA Assistance to Firefighters
Grants) to offset capital equipment costs.
Develop and Implement Minimum Staffing Standards
o Formalize minimum staffing guidelines for each discipline of technical
rescue to ensure consistent on-shift capabilities across all stations.
o Integrate these standards into shift assignments, training rosters, and
station planning.
107 309
Implement Structured Program Evaluation and Strategic Planning
o Develop a technical rescue program plan outlining goals, staffing targets,
equipment needs, and performance metrics over a 3-5 year horizon.
o Incorporate annual program reviews and after-action debriefs to identify
operational improvements and training gaps.
Long Term
Modernize Technical Rescue Equipment
o Conduct a full inventory and condition assessment of current technical
rescue equipment.
o Replace or upgrade aging gear to ensure safety and compliance with
evolving NFPA and OSHA standards.
o Maintain an updated and accessible equipment tracking system to support
ongoing maintenance and readiness.
Fire Department Planning - Findings and Recommendations
Proactive planning is essential to the long-term effectiveness, resilience, and
credibility of fire departments. YFD has access to numerous planning frameworks
—from performance standards and risk reduction to equipment and financial
forecasting—but faces significant gaps in execution. Many planning tools remain
underutilized or incomplete, reducing the department's ability to operate
strategically and prepare for growth.
YFD faces significant challenges in planning, resource forecasting, and strategic
alignment. Despite collecting large volumes of operational data, there is no formal
system for applying it to long-term decision-making. Key planning tools—such as
a current strategic plan, Standards of Cover, Community Risk Assessment, and
Community Risk Reduction strategies—are either incomplete or missing. Resource
and facility planning lack structure, and capital needs are not tied to growth
trends or formal forecasts. Financial planning is limited, with no dedicated
emergency reserve or long-term budget modeling. Additionally, the department
has no formal succession plan, and organizational values and mission are not
consistently embedded in operations. These gaps result in a reactive planning
posture, limiting the department's ability to adapt proactively to evolving service
demands and community expectations.
310'
Strategic Recommendations - Fire Department Planning
Short Term
Establish a Data-Driven Planning Framework
o Formalize the use of data in decision-making, including performance
metrics (RCW 35.103), response times, and incident trends.
o Create a dashboard or centralized tool for ongoing analysis of key
operational indicators.
Complete and Operationalize Planning Documents
o Finalize and adopt:
• A Standards of Cover for deployment and performance planning.
■ A Community Risk Assessment (CRA) to define and prioritize local
hazards.
■ A Community Risk Reduction (CRR) Plan tailored to station service
areas.
o Use these plans to direct staffing, apparatus placement, and outreach
priorities.
Formalize Succession Planning
o Identify key leadership and technical roles, assess potential successors, and
develop mentoring and development tracks for future leaders.
o Clarify internal promotion pathways versus competitive recruitment to
foster transparency and trust.
Institutionalize Planning Practices
o Assign responsibility for planning to a designated Planning Officer or team
within the department, reporting to the Deputy Fire Chief.
o Conduct annual reviews and updates of planning documents to ensure
relevance and implementation progress.
o Create a public-facing summary of planning initiatives to build
accountability and community trust.
Medium Term
Develop and Implement a Comprehensive Strategic Plan
o Facilitate a strategic planning process that includes internal staff and
external stakeholders.
o Define and align YFD's mission, vision, core values, and 3-5 year strategic
initiatives with clear timelines, responsibilities, and measurable goals.
109 311
o Focus on implementation of the recommendations of the Master Plan.
Integrate Resource and Capital Planning
o Create a multi-year resource plan that aligns staffing, apparatus, and
facilities with population growth and service demand.
o Develop apparatus replacement policies based on NFPA 1911 and WSRB
guidance.
o Incorporate facility condition assessments and seismic evaluations into a
Capital Improvement Plan.
Link Fire Department Plans to Community Growth
o Collaborate with City planning to map future station locations using GIS,
growth forecasts, and travel time modeling.
o Secure property for future stations in advance of development and begin
planning one year before anticipated call volume thresholds.
Establish Financial Planning and Reserve Policies
o Work with the Finance Department to develop a long-term financial plan
covering operations, capital assets, and personnel costs.
o Advocate for YFD's inclusion in the City's Capital Facilities Plan and
maintain a department-specific emergency reserve fund.
Airport Rescue Fire Fighters (ARFF) - YKM Airport
Yakima Air Terminal (YKM), also known as McAllister Field, serves as a vital
transportation and emergency management asset for the Yakima region. While it
maintains essential air service and ARFF capabilities, there are growing
operational challenges due to outdated infrastructure, limited commercial
activity, shifting regulatory requirements, and emerging environmental standards.
To ensure long-term readiness, safety, and community value, YKM must
modernize its facilities, review emergency service models, and align its planning
documents with federal and local standards.
The Yakima Air Terminal faces growing operational and infrastructure challenges
that impact both fire protection readiness and airport functionality. Passenger
enplanements have significantly declined, prompting the need to reassess ARFF
staffing and financial models. Station 94, built in 1968, is outdated, undersized,
and inefficient as a dual-use facility, lacking clear separation between city and
r)
312
airport operations. Current staffing practices limit ARFF compliance with FAA
Index B standards, while terminal fire protection infrastructure remains uneven,
especially on the airside. The airport has not yet fully transitioned from PFAS-
based foams to fluorine-free alternatives, which require updated tactics and
training. Emergency planning is robust but deviates from ICS best practices in key
assignments, and recent planning documents fail to assess critical ARFF facility
needs. As SEA-TAC's designated diversion airport, Yakima's lack of customs
services, mutual aid coordination, and surge capacity highlights vulnerabilities in
accommodating large aircraft or mass arrival events.
Strategic Recommendations - ARFF
Short Term
Reevaluate ARFF Staffing Model
o Conduct a detailed staffing study based on actual aircraft operations,
ARFF Index needs, and mutual aid assumptions. Explore alternative
staffing models or rotating coverage that optimize personnel while
maintaining FAA compliance.
o Factor decreasing enplanements into cost-sharing and service delivery
evaluations.
o Prepare for Diversion Events
o Develop a formal large aircraft diversion response protocol, including:
o Customs and Border Protection coordination
o Ground support and passenger handling strategies
o Mass notification and interagency mutual aid planning.
Medium Term
Update the Airport Emergency Plan (AEP) to Align with ICS
o Redefine the Airport Manager's role as Agency Administrator, responsible
for strategic oversight rather than direct command.
o Assign ICS roles such as Logistics and Finance to trained personnel or
designate an Incident Business Advisor to oversee those functions.
o Schedule recurring AEP tabletop exercises to test the updated structure.
Include Station 94 and ARFF Planning in Future ALP/Master Plan Updates
o Ensure that future planning documents (ALPs, Terminal Area Plans, and
Airport Master Plans) formally assess ARFF needs, facility condition, and
site-specific constraints.
kii 313
o Incorporate ARFF service delivery metrics and building condition scores in
prioritization of capital investments.
Long Term
Replace or Relocate Station 94
o Undertake a comprehensive facility assessment and site evaluation for
replacing Station 94. Design the new facility to:
■ Separate airport and city-side operations (ensuring airfield security
compliance)
■ Accommodate modern apparatus
■ Provide responder staging areas for mutual aid units
■ Free up land for potential terminal or parking expansion
Modernize Fire Protection Infrastructure
o Upgrade the fire loop and internal branch lines in the terminal area to meet
future terminal expansion and modern code requirements.
o Expand hydrant coverage on the airside and perimeter to allow more
efficient access for suppression units.
Accelerate PFAS Transition Planning
o Begin immediate planning for the retrofitting or replacement of ARFF
foam systems to MILSPEC F3.
o Train YFD personnel on updated firefighting tactics using fluorine-free
foams, including foam blanket management and suppression limitations.
o Coordinate with Ecology and FAA to participate in the PFAS disposal and
reimbursement programs.
o Strengthen Position as Regional Reliever Airport
o Collaborate with regional and state transportation planners to position
YKM as a viable reliever airport for Puget Sound air traffic.
o Identify infrastructure investments and federal funding sources needed to
support this strategic role.
A A ^%
314'
Glossary of Terms
AEP: Airport Emergency Plan
• A comprehensive, FAA-required document that outlines procedures for
responding to emergencies at or near an airport. It includes coordination with
mutual aid agencies and protocols for various scenarios.
ALP: Airport Layout Plan
• A scaled drawing depicting existing and proposed facilities at an airport,
including runway layouts, taxiways, aprons, terminal areas, and land use plans.
Required for FAA approval and planning.
ALS: Advanced Life Support
• A higher level of pre-hospital care provided by paramedics, including cardiac
monitoring, IV therapy, medication administration, and advanced airway
management.
AMR: American Medical Response
• A private ambulance service provider that delivers emergency and non-
emergency medical transport services across the U.S., including contracts with
municipalities.
ARFF: Airport Rescue Fire Fighter
• Specialized firefighters trained to respond to aircraft emergencies, fuel fires,
and mass casualty incidents specific to airports and aircraft.
Automatic Aid
• Assistance dispatched automatically by contractual agreement between two
or more fire departments or jurisdictions to specific types of incidents,
typically first alarm structural fires. It differs from mutual aid in that it is pre-
programmed and automatic.
BLS: Basic Life Support
• Pre-hospital care provided by EMTs, including CPR, bleeding control, splinting,
and basic airway management. It does not involve advanced interventions like
IVs or medications.
Capital Improvement Plan (CIP)
• A multi-year plan outlining scheduled major capital expenditures (e.g.,
apparatus, stations, infrastructure) including funding sources and timelines.
Community Risk Assessment (CRA)
• A systematic evaluation of the hazards, threats, and vulnerabilities in a
community to guide resource deployment, prevention programs, and
emergency response planning.
1111 315
Community Risk Reduction (CRR)
• A proactive approach that integrates emergency response, prevention,
education, enforcement, and engineering to reduce risks and enhance
community safety.
Effective Response Force (ERF)
• The minimum number of personnel and apparatus needed to effectively
respond to and manage a given incident. Defined by agencies such as the
NFPA, WSRB, or local policies and risk assessments.
Emergency Medical Services (EMS)
• A system that provides emergency medical care, encompassing everything
from emergency dispatch to treatment and transport of patients.
Emergency Vehicle Incident Prevention (EVIP)
• A training program that educates emergency vehicle operators on safe driving
techniques to reduce crashes and liability.
Fire Investigation Team (FIT)
• A group of trained personnel responsible for determining the origin and cause
of fires, often collaborating with law enforcement and insurance companies.
Growth Management Act (GMA)
• A Washington State law that requires cities and counties to develop
comprehensive plans to manage population growth, urban development, and
environmental protection.
HAZMAT: Hazardous Materials
• Substances that pose a risk to health, property, or the environment, requiring
specialized training and equipment to handle incidents safely.
Health Resources and Services Administration (HRSA)
• A federal agency focused on improving access to healthcare services,
especially in underserved and rural areas.
IBC: International Building Code
• A set of standardized regulations for building construction and safety,
adopted by jurisdictions to ensure uniform building practices.
IAAI: International Association of Arson Investigators
• A global professional association dedicated to fire investigation training,
standards, and certification.
316
IFC: International Fire Code
• A model fire code adopted by jurisdictions to regulate fire prevention and
protection measures in buildings and facilities.
IFSTA: International Fire Service Training Association
• A publisher and organization that develops training materials and curricula for
fire service personnel.
Medical Program Director (MPD)
• The licensed physician responsible for medical oversight of EMS protocols,
training, and performance within a jurisdiction or agency.
Military Specification (MILSPEC)
• A standard used by the U.S. Department of Defense to ensure products and
services meet specific performance criteria for military use.
Mutual Aid
• Emergency assistance provided by neighboring agencies upon request. It is
not automatic and typically occurs after the host jurisdiction requests
additional support. Governed by signed agreements.
National Emergency Reporting Information System (NERIS)
• A federal system for collecting, analyzing, and sharing emergency response
data across jurisdictions.
National Fire Incident Reporting System (NFIRS)
• A standardized system used nationwide for reporting fire and emergency
incidents. Managed by the U.S. Fire Administration.
National Fire Protection Association (NFPA)
• A nonprofit organization that develops consensus-based codes and standards
to reduce fire and related hazards. Known for publishing NFPA 1710, 101, and
13 among others.
Occupational Safety and Health Administration (OSHA)
• A federal agency responsible for enforcing workplace safety and health
regulations in the United States.
Ongoing Training Evaluation Program (OTEP)
• A continuing education framework for EMTs and paramedics to maintain
certification through regular skill and knowledge assessments.
Out of Service (OOS)
• A status indicating that a unit, apparatus, or equipment is temporarily
unavailable for emergency response due to maintenance, staffing, or
mechanical issues.
kli 317
Peak Demand Unit
• A unit (typically EMS) staffed during high call volume hours to relieve pressure
on 24/7 units. These are strategically deployed based on call data.
Per- and Polyfluoroalkyl Substances (PFAS)
• A group of human-made chemicals used in fire-fighting foam and industrial
applications. They are environmentally persistent and pose health concerns.
Public Information Officer (PIO)
• The individual responsible for communication with the media and public
during routine and emergency operations. Often a liaison for incident
command.
RCW: Revised Code of Washington
• The compilation of all permanent laws now in force in the state of Washington.
SOGs: Standard Operating Guidelines
• Internal documents that provide guidance to fire department personnel on
consistent operational procedures during incidents.
Standards of Cover
• A comprehensive planning document that outlines the deployment and
performance expectations for emergency services based on risk, geography,
and population data.
Taxable Retail Sales (TRS)
• The total value of retail sales subject to state and local sales tax, often used as
an economic indicator or funding base for public services.
Unit Hour Utilization (UHU)
• A measure of how much time a fire or EMS unit is actively engaged on calls
compared to the total time it is available.
Units Due
• A predetermined list of apparatus and personnel assigned to respond to
specific incident types, alarms, or areas.
WAC: Washington Administrative Code
• The set of rules adopted by state agencies to implement the Revised Code of
Washington (RCW).
Washington Surveying and Rating Bureau (WSRB)
• An independent organization that evaluates fire protection capabilities in
Washington communities for insurance rating purposes.
Yakima Training Center (YTC)
• A U.S. Army training facility near Yakima, WA, used for military and
emergency services training exercises.
1318
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