HomeMy WebLinkAboutStaff Report 16 03/19/2001 City of Petaluma, California, • 6
• i MEMORANDUM
Fire Department; 198.D Street, Petaluma, CA 94952
778-4390, Fax 762-4547
DATE: March 2, 2001
' TO: Frederick C. Stouder, City'l er
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FROM: Terry K. Krout, Fire Chief
SUBJECT: Fire Department Master Plan
' This memo is to serve as a status report and review of the Fire Department's Five-Year Life
, Safety Fire Master Plan. I have attached the!list of recommendations from the December 1998
Citizens Advisory Committee and,ha ye added the status and/or the current cost estimates of
today's dollars.
History:
316 9&Citizens for„Master Plan
• Advisory Committee formed to participated in Master Plan.
4/12/99 —Review and acceptance of,Master Plan
Note: The information contained in the Fire Department Five-Year Life Safety Plan is
also contained within the scope of work for the General Plan.
On various occasions during the calepd'ar,year 2000,many items included within the Master Plan
' ' were discussed with the City Council as they related to the EMS report, the headquarters
communications contract, the.training officer position and rstatus reports regarding both,.staffing
and equipment outlays for the ne,w°aerial,apparatus.
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EXECUTIVE SUMMARY- 1998
Updated S'tatus,.Report — March 9,.2001
The Citizens,Advisory Committee recommends the following goals be implemented within the
following time frames:
IIGH`PRIORITY (one to two'year implementation Phase)
• A. Goal—The Petaluma;FireDepartment should begin to,collect electronic data that
,includes information about emergency response in detail td the exact second,
location of emergency events,tduration of units,at,events, system availability,
,events referenced tracts, type of call by event:and,other information that
would assist in both'short term and long term plamiing
Recommendation- Implement an electronic management information system.
1998 Fiscal Impact—Unknown,
Current Status:
A new fire incident reporting system was implemented in October 1999 and
upgraded in the first of.2001. This software has'proven effective in meeting
thegoal stated above for collection of statistical<data. 'A couple more years of data
collection and analysis will be required to fully measure the impact of the statistics
• withrespect to long term planning recommendations.
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2001 Fiscal Impact—Initial costfof the software was $5,8.00 and the upgrade costs
will beapproximately•$3;000 (includes training).
B. Goal— The residents of the City of Petaluma should<assist the`Fire Department to;provide
a fire safe environment.,
Recommendation -'The City'should adopt•a?zero square foot based fire sprinkler
ordinancerfor all new construction..
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1998 Fiscal Impact—Unknown
CurrentStatus:Status:
On April 5, 1999, the City,Council revised:Petaluma=Municipal Code Sections 17.04
(Building-Code) 1,7-20 (Fire Code),via ordinance-to include changes to fire sprinkler
requirements'. The new code adoption required all newly constructed commercial
occupancies for which a•buildingypermit was submitted on or after July 1, 1999 and
all residential (primarily single family dwellings) on or alter July 1, 2000 to be fire
sprinklered.
2001 Fiscal Impact-The average fire sprinkler system installation:
Commercial=$1.50 to $3:00 per sq.=ft:
Residential•= $1.00 to $2.00 per sq. ft
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The installation costs are borne by the property owners/builders.
C. Recommendation, -.The City should adopt by ordinance measures that would ensure
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that buildings are constructed with non-combustible-roofing and,
siding and vegetation management plans are in effect in,high fire
hazard areas.
1998i Fiscal;Iinpact—Unknown
Current:Status: -
On April 5, 1999,the:City Council revised Petaluma Municipal Code Section 17-20 Code) via ordinance to include revisions requiring non-combustible roofing
and siding. Additionally, the already existing "High Fire Hazard Severity Zone"
sections of the code were also revised to include vegetation management plans and
the'inclusion!of several other fire threat measures to reduce wildland fire impacts to
structures located within the zone:
2001 Fiscal Impact- Costs will vary depending on the location of the structure to
wildland interface and available water pressure in the rcity mains supporting fire
flow: Costs are borne by the owner/developer.
D. Goal—The City should strive to continue to upgrade its"firefighting-water supply as old'
and worn;.pipesrare reconstructed'.
1998'Fiscal Impact--Unknown •
Current Status:
The,upgrade of water mains, distributionvand supply systems is the product of the
water master plan. As zone four was added to the Eastside the,hydraulic design was.
predicated onthe fire flow needs in addition to the costumer delivery%needstfor;the
average consumer. All C.I.P. or redevelopment'projects-use fire flow as a design
criteria.
2001 Fiscal Impact—Actual fiscal impacts are.unknown. The cost is borne by the
Water•Resources Department as an all'.risk design.
E. Goal— The City should,adopt the Fire Department capital replacement program-for fire
and medical equipment. The City:should address a plan on how to fund this long-
term capital replacement program..
1998 Fiscal Impact =$189,688 annually for both.fire/medical apparatus
Current Status:
The:fire department has been working with the Public Works Director to establish a
• long-term equipment replacement plan including a funding source. An equipment
reserve fund has been established for the replacement of equipment,for all city •'.
departments. The equipment reserve'fundis being expanded on an annual basis
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depending on budget.•constraints.
2001.Fiscal Impact—To be determined by the vehicle-replacements schedule.
F. Goal'-'The Fire Department should adopt a clear and concise definition of''response
times" and monitor those response times for actwo-year,period.
Recommendation Adopt the International Fire Chiefs Association "cascade of event
associated with emergency operations" as a standard for response
times.
1998 Fiscal Impact—Unknown
Current.Status:.
Since the implementation of the fire records management system (RMS) in October
1999, response times have been tracked. The response time goal is an admirable
goal and supported by fire department staff. However,,the current method utilized
in dispatch for documenting'thectimes is still accomplished by hand (date/time clock
which is hand stamped): The clock does not have the ability to measure any given
minute broken down.into seconds: This inability to track the seconds accurately can
produce an up to two.(plus or minus) minute error rate in actual response times.
Several'attempts were made to locate a date/time clock that could measure,times by
the second. As of this date the clocks are,not financially°or technologically feasible.
The proposed solution to.rectifying the response times to the second will be
accomplished via the implementation of a new Computer Aided Dispatch (CAD)
system due to be implemented'by;2003.
The following:,times are reflective of response time averages for each fire station
response. Error factor isplus or minus 2 minutes due to no seconds on the time
clock:
STATION' FIRE MEDICAL
HQ 3:53 3:40
STA. 2 _ 5:24 4:13
STA.3 4:24 3:54
AVE. ALL STATIONS 3:53 3:53
The:International Fire'Chiefs Association (IFCA) "cascade Of events associated with
emergency operations" which contains,specific elements (targets) by which response
time are tracked is the fire department's ultimate goal. However, without the
ability to accurately track response times as needed, implementing these standards
are futile. Currently, response times are documented by "travel time" according the
1987 General Plan Section 11.7. Travel time is defined as beginning when the fire
apparatus initializes response to the emergency^andends when it arrives on scene.
What cannot:bwcurrently captured (targets9of theIECA cascade of events) are
specific time measurements such as:
• • Time taken,to receive,the call in dispatch,
• Tinie taken;to dispatch the call
• Time taken for firefighters to "gear up" (turnout time),mount the apparatus
and begin'the'response to the emergency.
2001 Fiscal Impact—The cost of an•accurate timing device is built into the,new CAD
system. There;will be no additional cost to•the fire;department above the
installation costs of CAD borne by the.COPPS More Grant •
G. Recommendation— Fund, purchase and staff a third ambulance within 12 months.
1998 Fiscal Impact—($696,663) Capital costs$108,000. Labor costs $588,663.
Current Status:
City Council authorized the purchase of an ambulance during`F.eb. 2001 mid-year
budget review. As yet, Council has not authorized funding for the'additionalstaffing
required to place the third ambulance in service. Without the benefit of the
additional staffing, Fire Dept administration intends to place the ambulance at Fire
Sta. #2 and cross staff a third ambulance with on duty staffing only when
ambulance resources have been 'exhausted. The annual-cost of adding 3 FF/P's to
staff the ambulance is.$ 296,268
"2001 Fiscal Impact—($446,268) Capital costs $150,000. Labor costs $296,268
H. Goal.—.The Fire Department should strive to provide continuity to its training program
and meet all federal and state mandated programs.
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Recommendation'
ecommendation:—Hire a>full-time 40-hour per week training officer.
1998'Fiscal Impact—Labor costs $120,724
Current Status:
A full-time position for Training Officer was approved in'the:2000/01 Budget, and
the testing process for this position will be completed by March 2001.
2001 Fiscal Impact—:Labor-costs $156,000 '
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Goal— The Fire Department should strive;to work closely with its nearby,allied fire
agencies. This would enhance current mutual aid provided to the City.
1998 Fiscal Impact—Unknown -
Current Status:,
The'Sonoma County Mutual Aid Matrix has been updated to reflect current and
improved;mutual aid to the City of Petaluma. The fire,departments alarm
assignments for`mutual aid to Petaluma include additional local resources'from
neighboring fire•departments.
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2001 Fiscal Impact—Approximately$3,000 annually balanced by the receipt of •
mutual aid resources:from:outside the city.
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J. Goal—The City of Petaluma should-enhance its communication's'systein. '
Recommendation—Evaluate the capabilities of a computer aided dispatch system.
1998 Fiscal Impact—.Unknown •
Current Status: The backup headquarters communications system has been
remodeled and improved to,;allow for both`police and fire backup communications.
systems. Currently, the-main communications:facility at the police department is
scheduled for an upgrade including new.equipment'; software and a computer aided
dispatch,system. Targettdate:forinstallation:and completion is spring 2002.
2001 Fiscal Impact—Cost of the internal upgrade to;the Headquarters
communications equipment-c$54;000, The CAD costs are approximately
$10,000;000 borne by therCOPPS More Grant
. K. Recommendation — Adopt an emergency medical dispatch training for dispatch
personnel'that would:provide pre-arrival medical instructions to
citizens calling for medical aidassist'ance..
1998 Fiscal Impact—'Unknown
Current-Status: In addition to the recommendation contained in they year
• Life/Safety Plan, this goal was strongly recommended in.the EMS Study. This goal
has,not been met. Petaluma:dispatchers currentlyimay'patch callers to Sonoma •
County Ambulance dispatchers'who will deliver pre arrival:instructions as part of
the Emergency Medical:Dispatch,"servicethat is 'nthide&by-the county franchise
ambulance provider. Petaluma,Police administration does not recommend adding
this level of service without.the'benefit`of additional;dispatch:staffing. The cost to
train each,dispatcher'to:EMDclevelis $275"tuition Per dispatcher, plus 24 hours of
training timelier dispatcher.,
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2001 Fiscal Impact—Training,only'is approximately$24;000. Additional dispatch
staff fiscal impact isrunknown.
L. Goal— The Petaluma.Fire;Department should,utilize existing paramedics assigned to
engine?companies to enhance the of paramedic+service provided to the
community:
Recommendation— Add advanced life;support:equipment'to existing first line engine
companies:
1998 Fiscal Impact -+$39,000 for three engine=companies.
Current Status:
• The purchase ofthe Advanced'Life Support equipment:necessary to equip
Petaluma's.three fire engines was authorized by the City-Council during Feb. 2001
.mid-year.biidget review. 'However,without the benefit'ofadditional"paramedic
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staffing, the FirerDepartment:cannot assure that there will;be any ALS staffing on
fire engines. As currents available paramedic staffing levels;permit;there will be only
sporadic availability ofALS engine companies.
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;2001 Fiscal Impact—In February 2001,.the Council approved a mid-year budget
appropriation'of$45,000 to purchase ALS equipment.
M. Recommendation Continue toeplace firefighter positions with•firefighter/paramedics
attrition.
1998 Fiscal Impact - Labor costs $3,785 per employee •
Current,Status: At the request of Fire-Dept. staff, the City Manager has:authorized
the Fire Departmentto increase the staffinglevelsofsFF/P's from 12•to15.
Currently, there are 14.FF/P.'s assigned to,the FireDept. This goal is:being achieved.
througli,attrition, without the benefit ofadding;staff.
2001 Fiscal Impact- The $5,560,annual incremental cost of adding each FF/P-is
being borne by the=Ambularietenterprise fund.
N. Recommendation The Petaluma Fire Department!should hire;a 40-hour per week
EMS Coordinator when the City has 3 transport ambulances'and
paramedic engine companies.
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1998 Fiscal Impact—Labor Costs-at a Captain's rank $98,162.
Current Status:,In;addition'to being<a recommendation of the 5-year Life/Safety
Plan,this position was recommended in the•recently-completed EMS'Study: This
goal has not been achieved. The cost of adding antEMS administrator'is
between $100;000•and 5150,000 annually.
2001-Fiscal Impact—Salary and benefits$108,000 annually„plus COLA.
0. Goal- The Petaluma Fire Department should increase its administrative"staff.
Recommendation —When the Fire Department adds a,fully staffed truck company, an
additional ambulance and training officer, a deputy chiefs position
should be filled.
1998 Fiscal Impact—Labor costs:$132,000
Current Status: This goal is worthy Of consideration,at or before the staffing of a
truck;company and an additional ambulance Thefilling of the Training Officer's
position should:occur during the calendar year 2001. The addition of
administrative staff in the form of a deputy chief to assist the:fire chief in
accomplishing overall objectives of planning, organizing;.managing, directing and
leading.the firesdepartment,is ansssential task that must be considered in order to
insure,the viability and effectiveness of the fire department's overall€mission'to'the
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community.
• 2001 Fiscal Impact -,Salary and benefits?$165,000 annually,.plus COLA.
P: Goal— The.Fire Department should continue •utilize consultations to fill the gap
created by not hacing staff positions.
1998 Fiscal Impact—Unknown
Current.Status: -
This is a fiscally=prudent solution filling,gaps for-work:that must be perfornied
when justification for a,,full time position is,not.warranted. Consultants have..-been
used for EMS issues, leadership=training for department officers, visioning and the
development of a.mission statement. In the°future, their roles can and will be
expanded to`include other short or long;termisappotfunctions and/or tasks that
may required,to assist the firechief'and staff with'burdensome workloads.
2001 Fiscal Impact—Approximately $30,000 annually is used for on-going contract
work. This does not reflectanyincrease:in contractual work.
Q. Goal —The Fire Department should'strive to improve leadership, accountability and trust.
Recommendation Commit:to develop a career development guide for all members of
the organization.
• 1998 Fiscal Impact Unknown
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Current Status—A.draft document was-developed'by a select committee and
presented to the Fire Chief. The draft was given:to the Firefighters Union &board
in February2000.
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2001 Fiscal Impact-Approximately 20 staff hours and $100:00,annually to
maintain.
R. Goal— The Fire Department should"'strive to prepare•with bothlnatural.and manmade
natural disasters.
Recommendation—Evaluate the>structur"al stability,offire stations
1998 FiscalImpact=Unknown
Current Status:".Both station:two and three areof recent design and should
withstand the effects of a major earthquake. A request for;proposal from various
engineering,companies should be completed'toidetermine the'full'extent of the
structural integrity of headquarters fire station and recommendations/cos,estimates
to correct the deficiencies: This:request is subject to approval through,the
icommunity enhancement process forthe current budget year.
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2001'Fiscal;Impact• - Estimates of$400,000 to $650,000 of seismic retrofit of the
Headgdarters fire station
S. Recommendation —Continue to provide basic Rescue System I training and basic water •
. rescue techniques.
1998 Fiscal Impact Unknown
Current Status: The department's,24-month:training schedule includes elements',of
water rescue,•rescue<systems 1 and confined space training. All of these training
subjects have been part of the continuing monthly training since 1997.
.2001-Fiscal:Impact - $1,000 annually-to train the:trainer, $2,500 in overtime training
costs and approximately.$1,000 annually from the maintenance and operation
budget to replace damaged equipment. . •
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T Goal-The Fire.Department should go to the voters and secure a supplemental;revenue
source for items described-in the master plan.
1998;Fiscal Impact'—Unknown
Current Status This is a long-term;goal,of both the Fire Chief and City
Management=and will be reviewed during the-General Plan development.
2001 Fiscal Impact- Unknown
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MEDIUM:PRIORITY (three to four year implementation phase)
U. Goal—The Fire l3epartment should continue to enhance its delivery of public•education
in a cost•effective manner by working with'allied agencies,
1998 Fiscal Impact—Unknown
Current StatusfThis goal is already being fulfilled by the Fire Marshal's Officewith
respect to.,delivery and assistance;of fire prevention inspection programs with the
Novato Fire Eventually, the expansion into public education'could include •
partial,cost.sharing of a countywide(or at-the minimum cost sharing between
neighboring fire departments) professional public educator.
2001 Fiscal Impact—Cost sharing of a public educator would be approximately
$30;000 annually.
V. Goal—The Fire Marshal's staff should be restructured to phase out contract employees
and replace them with members of the fire department. This should be done as a
• revenues.produced'by the Bureau, offset labor costs:.
1998 Fiscal Impact Current costs offset by revenues. •'
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Current Status: As of.October 2000, goal was accomplished.. The revenues
generated by both the;hazardous•materials inspection programs2and,the increase in
• fire sprinkler inspections,(caused by the zero based sprinkler ordinance) can now
support the hiring of a second inspector's position. Except for the continued need to
support a part-time fire plans examiner, alhcontract/part-time employees working
in the Fire Marshal's Office have been eliminated.
2001 Fiscal Impact—<Revenue/Expense neutral.
W. Goal—The Fire Department;should monitor response times for a two year period and
determined£afire station needs to be constructed on the east side of the
community to.meet,the City's,response time goal.
1998.Fiscal Impact—Construction+ofa fire station could cost up to $700,000.
Current Status—See item#F
2001 Fiscal Impact-;Approximately`1:3 to 3.5 million dollars to acquire land and
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build a new--fire station. These costs differ based on location and type of
construction•(commercial'-vs. residential type fire.station)
X. Goal—The Fire;Department should have the,capability to respond to both a structure fire
and medicalaid;call concurrently withoutthe.use of-mutual aid.
Recommendation-Fund,.purchase and staff an aerial ladder company within 18
months:
1998 Fiscal Impact—($1,288,090)Capital costs $655,000. Labor costs $633,090
(utilizing personnel currently assigned to..rescuetruck)'
Current Status—The truck was delivered in April 2000: Community enhancement
documents for staffing configurations have been submitted;in both FY budget 2000-
01 and 2001-02.
2001 Fiscal Impact - $705,000 Capital (purchased April 2000). Staffing is
approximately%$279,000 for three firefighter positions, $578,000 for six firefighter
positions and $978,000 for nine firefighter-positions.
Y. Goal— The Fire Department should stnve to improve leadership,accountability and trust.
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Recommendation -- Commit to develop,a comprehensive physical fitness program:
1998,Fiscal Impact—Unknown
Current Status—In January 1998, the Fire Chief developed a Management and
Supervision Plan document hi provide direction to•fre department personnel. In
February 1999 started with a process that eventually expended approximately
$15,000 for leadership'consultantsrto work,with both fire department management
staff and line personnel to improve communications and trust.
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2001 Fiscal Impact-,$6,000 annually for ongoing training of department officers.
LOW PRIORITY (still needed, but within a five year plus time frame)
Z. Goal-The Eire.Department should enhance its ability to increase storage at;the
headquarters fire station.
1998 Fiscal Impact—Unknown
Current+Siatus — None
2001 Fiscal Impact- Unknown
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