As Amarillo prepares for continued population growth and geographic expansion, the City Council has unanimously approved a professional services agreement to develop a comprehensive master plan for the Amarillo Fire Department (AFD). The plan is intended to serve as a strategic roadmap for the next decade and beyond, guiding decisions related to fire station locations, emergency response coverage, staffing, and resource allocation.
This master planning initiative marks a significant investment in public safety infrastructure, designed to ensure that the fire department keeps pace with the city’s evolving needs. With Amarillo's footprint expanding westward and new residential and commercial developments emerging in the southeast corridor, city officials are seeking to avoid reactive responses to growth and instead implement a proactive, data-driven approach.
At the heart of the planning process is a heavy reliance on data analysis, mapping technologies, and forecasting tools. Jeff Harbin, AFD’s Deputy Chief of Community Risk Reduction, emphasized that this is not just about where the city is today—but where it will be 10 to 20 years from now. By leveraging historical call volume data, geographic information systems (GIS), and demographic projections, AFD will identify current service gaps and predict future hot spots for emergency activity.
The department is already utilizing heat maps to visualize areas of high demand and limited coverage. These digital tools offer insights into response times, density of calls, and potential delays in underserved neighborhoods. Harbin noted that the goal is to not only improve current response times but also anticipate emerging needs as Amarillo’s urban and suburban boundaries shift.
One of the most important outcomes of this analysis will be a strategic recommendation on where to build new fire stations—specifically Fire Station 14 and a prospective Fire Station 15, both of which are currently in early planning phases. These stations will be critical to maintaining optimal response times as the city grows.
Rather than rushing to build new infrastructure in reaction to pressure from growth, the master plan allows for phased, fiscally responsible investments. Decisions about land acquisition, facility size, equipment types, and staffing levels will all be guided by the plan. For example, if a new area is projected to be primarily residential with limited commercial infrastructure, a smaller one-company station may be appropriate. In contrast, more densely developed commercial zones might require ladder trucks and expanded crews to meet code requirements and safety standards.
This long-term vision also makes it easier for city planners to align fire service infrastructure with other public works projects. Roads, utilities, and emergency services can be designed and funded together—an approach that improves coordination and reduces redundant spending. Harbin stressed that this approach supports the city’s commitment to financial stewardship and ensures that investments in public safety yield the greatest possible value.
Amarillo Mayor Cole Stanley and other council members have voiced strong support for the initiative, calling it a crucial element of responsible urban development. Stanley noted that the council is already reviewing maps showing current service levels and population trends to determine the best placement for future stations. The summer budget cycle will include discussions on funding for Fire Station 14, which is expected to be located in the fast-growing western quadrant of the city. Preliminary allocations for equipment and personnel tied to Station 15 are also being considered, even though construction is likely several years away.
Stanley emphasized that Amarillo's growth should be deliberate and well-coordinated, rather than reactionary. By building safety infrastructure ahead of residential expansion, the city can avoid the lag often experienced in fast-growing metro areas—where fire departments struggle to catch up to development.
The contract to develop the master plan is set to run for approximately one year, with the final product expected to provide guidance for at least a decade. However, city officials and AFD leadership view the plan as a living document—something that can evolve over time as new data becomes available and conditions change. While residents may not notice immediate differences, the long-term goal is to build a fire service that is more agile, forward-thinking, and ready to serve a city of the future.
The planning process will also include opportunities for stakeholder input. While the initial phase is focused on internal data and technical analysis, future updates to the plan may involve community engagement sessions, especially in areas identified for new station construction or realignment of services.
In an era when cities across the country are grappling with strained public safety resources and uneven growth, Amarillo’s proactive approach stands out. By integrating technology, fiscal responsibility, and urban planning, the city is positioning itself to remain not only safe but smart—building infrastructure that matches its ambition for the future.
