Breaking it down
Flower Mound officials are working to proactively expand emergency services as the town’s population continues to rise, Fire Chief Paul Henley said.
“We’re really trying to get ahead of it, because ultimately, our biggest enemy is just time,” said Jerry Duffield, the department’s assistant chief of operations.
To meet anticipated growth, particularly in western Flower Mound, department officials have identified a permanent location for Fire Station No. 6 and the future locations of Fire Station No. 8 and Fire Station No. 9. About $20 million is budgeted for the permanent Fire Station No. 6, which should open in 2027. The town meets current response time requirements for both the Insurance Services Office and the National Fire Protection Association, Henley said, and plans to continue doing so through additional station coverage.
By the numbers
The impact
While fire officials plan for the future, Henley said the department strives to maintain its current excellence and sub-six-minute response times.
All personnel are required to become licensed paramedics and complete 144 hours of continuing education every four years, Emergency Medical Services Chief Robert Adcock said. Each fire engine is also equipped with a defibrillator, allowing first responders to administer life-saving care upon arrival.
“If the truck gets there first, or the engine gets there first and they’re waiting on a medic, they can still treat you with advanced life saving techniques,” Henley said.
He added that the department’s personnel are able to provide rapid sequence intubations and other life support care, provided it is signed off by the medical director, Dr. Sean Fleming.
“We can do things that the doctor is comfortable with us doing,” Henley said. “Some of those are higher levels than some nurses, or some [physician’s assistants].”
Diving deeper
Duffield said the fire department utilizes firefighter-paramedics, which allows for 53 hours per week instead of 40 hours.
“Think about not having to hire 45, or 26% more firefighters or paramedics, to meet the same mission,” Duffield said.
Fire officials are also looking to fill around six vacant positions, which would leave the department with no vacancies. Officials plan to add future staff to meet projected growth.
Fire officials are also considering the creation of another battalion chief position.
“I need [the battalion chief position] for span of control and really [the] response time later,” Henley said.
He added that the department is also examining ways to more proactively order new equipment to meet expected demand, such as ordering equipment several years in advance of when it might be needed.
Comparing the situation to proactively building roads to accommodate future traffic needs, fire officials said they hope the procurement strategy will secure engines and ambulances for the department before they are needed rather than catching up to future demands once the expected growth hits.
“We’re always here for [residents], but what we want to do in this organization is be proactive versus reactive,” Henley said.
