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2. Resolution 5434 - Adjusting Impact Fee for Fire ServicesKALISPELL FIRE DEPARTMENT PO Box 1997 Daniel Diehl — Fire Chief 312 First Avenue East Dave Dedman — Assistant Chief Kalispell, Montana 59901 Cec Lee — Executive Secretary Phone: (406) 758-7760 FAX: (406) 758-7777 June 2, 2010 TO: Mayor Tammi Fisher and City Council FROM: Dan Diehl, Fire Chief Jane Howington, City Manager RE: Resolution 5434 - Fire Impact Fees MEETING DATE: Monday, June 7, 2010 BACKGROUND: The Kalispell Impact Fee Committee met with the city's consultant, HDR/EES, and reviewed the update to the fire impact fees for new development as provided in the 20(R report prepared by HDR/EES as required under Montana law. The attached draft report details the findings, conclusions, and recommendations of the update for determination of the City's Fire Impact Fees. RECOMMENDATION: That the City Council consider and pass Resolution 5434. FISCAL EFFECTS: The revenues produced by the collection of these impact fees should provide much Of the necessary capital to construct future fire stations and purchase fire apparatus as needed to support the demands on these systems by future growth. Respectfully submitted, Dan Diehl Fire Chief Jane Howington City Manager "Protecting our community with the highest level of professionalism." RESOLUTION NO.5434 A RESOLUTION AMENDING RESOLUTION NO. 5273 TO ADJUST THE FIRE IMPACT FEE SCHEDULE TO REFLECT AN ADJUSTMENT TO THE FIRE CAPITAL IMPROVEMENT PLAN AND THE COSTS OF CONSTRUCTION AND PURSUANT TO THE RECOMMENDATIONS OF THE IMPACT FEE COMMITTEE. WHEREAS, the City Council passed Ordinance 1587 on October 16, 2006, which authorized the imposition of impact fees for fire services; and WHEREAS, subsequent to the passage of Ordinance 1587 the city established impact fees for fire services; and WHEREAS, the City Council passed Resolution 5273 on April 7, 2008, adjusting the fire services impact fees; and WHEREAS, pursuant to MCA 7-6-1602 the Impact Fee Advisory Committee analyzed the fire services impact fee and is now recommending that the currently established impact fees be adjusted to more accurately reflect the current costs of local construction; and WHEREAS, Exhibits A and Al attached hereto sets forth the capital improvement plan and fee schedule that has been recommended by the Kalispell Impact Fee Committee. The City Council finds that the report approved and submitted by the Kalispell Impact Fee Committee, along with the plan and schedule reasonably reflects the capital needs for fire services in the City that may be reasonably charged through a fire services impact fee. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF KALISPELL, MONTANA: SECTION I. That the Fire Impact Fees be adjusted pursuant to the Schedule attached hereto as Exhibit "Al" and incorporated fully herein by this reference. SECTION IL That this resolution adjusting the impact fee schedule shall become effective immediately. PASSED AND APPROVED BY THE CITY COUNCIL AND SIGNED BY THE MAYOR OF THE CITY OF KALISPELL THIS 7TH DAY OF JUNE, 2010. Tammi Fisher Mayor ATTEST: Theresa White City Clerk � I-- Fn 2 x W k a e § u- E CL � m\ : 0 0_� \ E \\ k 0 -E 0 / /LL 7 7 0 q / k k \\ E >- k 7 /± 2 2 CD0 /m / k 2\ 0 % \LL \ 7 d^ o q �� \ 0 2\ \ 7 w /LL c /LO 7 ® 7 \o o � 0 \ k 0 � f LL LO % 69 w ^ \± E k k0 f LL / c/ ) = 7 a= _ - Q - -9 e o §. R § E a)o 2 0 \ \ \ / / 7 $ u 0 2 \ E\' § \ E \ E \ E \ ƒ § ) 0000000 m000000 000000 m aaaa6E 0 ®2\79M Q 6smmmm:: � 60- . a 2 E w0 �00 �U- U- 2 � \ k //\/ /Q22 »»y» ULU-LLLL k 2 5 § \ E / s Exhibit "Al" Fire Impact Fees Development Type Single Family (residential) per unit Apartment per unit (multi -family) Commercial per 1,000 sq ft of build space or fraction thereof Impact Fee Impact Fee Net Res.5273 Res.5434 Change $547.00 $483.00 - $64.00 $433.00 $367.00 - $66.00 $246.00 $410.00 + $164.00 Report for City of Kalispell Final Report Impact Fees for Fire/EMT and Police Service June 2010 •.—jo 1001 SW Fifth Avenue, Suite 1800 Portland, OR 97201 (503) 432-300 June 3, 2010 Mr. James Hansz, P.E. Director of Public Works City of Kalispell 312 First Avenue East Kalispell, MT 59903 Subject: Final Report Impact Fees for Fire/EMT and Police Services Dear Mr. Hansz: HDR Engineering, Inc. (d.b.a. HDR/EES) was retained by the City of Kalispell (City) to update the impact fees for fire/emergency medical transport (EMT) and police services for new development as provided in the 2006 report prepared by HDR/EES as required under Montana law. To that end, please find attached our final report detailing the findings, conclusions and recommendations of the update undertaken by HDR/EES for the determination of cost based impact fee for the City's fire/EMT and police services. HDR/EES recommends that the City have the charges set forth in this report reviewed by its legal counsel to assure compliance with Montana law. We appreciate the opportunity to provide this technical report to the City. Should you have any questions about this report, please call. It has been a pleasure working with you on this project. We look forward to the opportunity to continue to provide assistance to the City. Sincerely yours, HDR ENGINEERING, INC (D.B.A. HDR/EES). Randall P. Goff Project Principal Attachment HDR/EES DREE 1001 SW Fifth Avenue Phone: (503) 423-3700 Suite 1800 Fax: (503) 423-3737 Portland, OR 97204-1134 www.hdrinc.com 1 Introduction and Overview of the Study 1.1 Introduction.......................................................................................................... 1-1 1.2 Overview of the Study......................................................................................... 1-1 1.3 Disclaimer............................................................................................................1-1 1.4 Summary.............................................................................................................. 1-2 2 Legal Considerations in Establishing Impact Fee for the City 2.1 Introduction.......................................................................................................... 2-1 2.2 Requirements under Montana Law...................................................................... 2-1 2.3 Summary.............................................................................................................. 2-4 3 Determination of the City Fire/EMT Impact Fees 3.1 Introduction.......................................................................................................... 3-1 3.2 Present Fire Impact Fees...................................................................................... 3-1 3.3 Update of the City's Fire/EMT Impact Fees ........................................................ 3-1 3.4 Key Assumptions................................................................................................. 3-4 3.5 Implementation of the Impact Fees...................................................................... 3-5 3.6 Consultant Recommendations............................................................................. 3-5 3.7 Summary.............................................................................................................. 3-5 4 Determination of the City Police Impact Fees 4.1 Introduction.......................................................................................................... 4-1 4.2 Present Police Impact Fees.................................................................................. 4-1 4.3 Update of the City's Police Impact Fees.............................................................. 4-1 4.4 Key Assumptions................................................................................................. 4-3 4.5 Implementation of the Impact Fees...................................................................... 4-4 4.6 Consultant Recommendations............................................................................. 4-4 4.7 Summary.............................................................................................................. 4-4 Tables 3-1 Current Fire Impact Fees ................. 3-2 Allowable Fire/EMT Impact Fees... 4-1 Present Police Impact Fees .............. 4-1 Allowable Police Impact Fees ......... ................................................................. 3-1 ................................................................. 3-4 ................................................................. 4-1 ................................................................. 4-3 %nees Table of Contents City of Kalispell, Montana i Appendix A - Fire Impact Fees Appendix B - Police Impact Fees Appendix C - Montana Code - Impact Fees v J � a[ees Table of Contents City of Kalispell, Montana 1.1 Introduction HDR Engineering Inc. (d.b.a. HDR/EES) was retained by the City of Kalispell; Montana (City) to update the City's cost based impact fees for the City's fire/EMT and police services that comply with Montana Code 7-6-1601 to 7-6-1604. This update is based on the methodology used in the 2006 report and updated based on current capital improvement plans, planning data, and cost allocations. This "The objective of this report provides a summary of the update to the cost based impact report is to properly place fees for the City's fire/EMT and police services. Impact fees are in context the purpose of a one-time assessment against new development to pay for the impact fees, and to cost of infrastructure required to provide service. Impact fees determine cost based provide the means of balancing the cost requirements for new impact fees for fire/EMT infrastructure (buildings and equipment) between existing and police services that customers and new customers. The portion of capital comply with Montana improvements that will provide service to new customers is law. " included in the impact fees. In contrast to this, the City may have future capital projects and equipment requirements that are related to meeting existing deficiencies in fire/EMT and police services. These costs must be funded by other sources and are not included within the impact fee. By establishing cost -based impact fees, the City will assure that "growth pays for growth" and existing residents and businesses will be sheltered from the financial impacts of growth. 1.2 Overview of the Study This report is divided into four distinct components. The next section of the report, Section 2, provides a summary of the legal requirements for the enactment of impact fees under Montana law. The cost based impact fee calculation for the City's fire/EMT services is provided in Section 3. The cost based impact fee calculation for the City's police services is provided in Section 4. 1.3 Disclaimer HDR/EES, in its determination of impact fees presented in this report, has used "generally accepted" planning, accounting and ratemaking principles. This should not be construed as a legal opinion with respect to Montana law. HDR/EES would recommend that the City have its legal counsel review the methodology as discussed herein, to ensure compliance with Montana law. Introduction and Overview of the Study 1-1 City of Kalispell, Montana 1.4 Summary This section of the report has provided an overview of the report developed for the City related to the update of the impact fees from the 2006 report based on current capital and planning data. The next section of the report will discuss the legal requirements for impact fees under Montana law. tleeS Introduction and Overview of the Study 1-2 City of Kalispell, Montana 2.1 Introduction An important consideration in establishing impact fees is any legal requirements at the state or local level. The legal requirements often establish the methodology around which the impact fees must be calculated or how the funds must be used. Given that, it is important for the City to understand these legal requirements. This section of the report provides an overview of the legal requirements for establishing impact fees under Montana law. This legal summary has been updated from the 2006 report prepared by HDR/EES to reflect changes in the impact fee law as set forth in SB0231. The changes in Montana law since the development of the fees in the 2006 report were minor language clarifications. Therefore, the methodology established in the 2006 report was used as the basis for the update of the fire/EMT and police impact fees. The discussion within this section of the report is intended to be a summary of our understanding of the relevant Montana law as it relates to establishing impact fee. It in no way constitutes a legal interpretation of Montana law by HDR/EES. 2.2 Requirements under Montana Law In establishing impact fees, an important requirement is that they be developed and implemented in conformance with local laws. In particular, many states have established specific laws fees in Montana are found in 7-6-1601 to 7-6-1604 of the Montana Code. regarding the establishment, calculation and implementation of impact fees. The main objective of most state laws is to assure that these charges are established in such a manner that they are fair, equitable and cost -based. In other cases, state legislation may have been needed to provide the legislative powers to the utility to establish the charges. The Montana law enabling legislation for impact fees was enacted in 2005 via Senate Bill 185. This was comprehensive legislation allowing public entities in the State of Montana to enact impact fees for various services. The legal basis for the enactment of impact fees is found in Title 7, Chapter 6, and Part 1601 to 1604 of the Montana Code. A summary of the Montana Code is provided below. A copy of the full code is provided as Appendix C. A summary of the requirements under Montana law is as follows: laws Legal Considerations in Establishing Impact Fees for the City 2-1 City of Kalispell, Montana "7-6-1601. Definitions. As used in this part, the following definitions apply:... ...5) (a) 'Impact fee" means any charge imposed upon development by a governmental entity as part of the development approval process to fund the additional service capacity required by the development from which it is collected. An impact fee may include a fee for the administration of the impact fee not to exceed 5% of the total impact fee collected. (b)The term does not include: (i) a charge or fee to pay for administration, plan review, or inspection costs associated with a permit required for development; (ii) a connection charge; (iii) any other fee authorized by law, including but not limited to user fees, special improvement district assessments, fees authorized under Title 7 for county, municipal, and consolidated government sewer and water districts and systems, and costs of ongoing maintenance; or (iv) onsite or offsite improvements necessary for new development to meet the safety, level of service, and other minimum development standards that have been adopted by the governmental entity. 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirements for impact fees. (1) For each public facility for which an impact fee is imposed, the governmental entity shall prepare and approve a service area report. (2) The service area report is a written analysis that: (a) describe existing conditions of the facility; (b) establish level -of -service standards; (c) forecast future additional needs for service for a defined period of time; (d) identify capital improvements necessary to meet future needs for service; (e) identify those capital improvements needed for continued operation and maintenance of the facility; (� make a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits; (g) make a determination as to whether one service area or more than one service area for transportation facilities is needed to establish a correlation between impact fees and benefits; (h) establish the methodology and time period over which the governmental entity will assign the proportionate share of capital costs for expansion of the facility to provide service to new development within each service area; (i) establhsh the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee; 0) establish the amount of the impact fee that will be imposed for each unit of increased service demand; and (k) have a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve laws Legal Considerations in Establishing Impact Fees for the City 2-2 City of Kalispell, Montana projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact . fees for construction of the capital improvements; and (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years. (3) The service area report is a written analysis that must contain documentation of sources and methodology used for the purposes of subsection (2) and must document how each impact fee meets the requirements of subsection (7). 7) An impact fee must meet the following requirements: (a) The amount of the impact fee must be reasonably related to and reasonably attributable to the development's share of the cost of infrastructure improvements made necessary by the new development. (b) The impact fees imposed may not exceed a proportionate share of the costs incurred or to be incurred by the governmental entity in accommodating the development. The following factors must be considered in determining a proportionate share ofpublic facilities capital improvements costs: (i) the need for public facilities capital improvements required to serve new development; and (ii) consideration of payments for system improvements reasonably anticipated to be made by or as a result of the development in the form of user fees, debt service payments, taxes, and other available sources of funding the system improvements. (c) Costs for correction of existing deficiencies in a public facility may not be included in the impact fee. (d) New development may not be held to a higher level of service than existing users unless there is a mechanism in place for the existing users to make improvements to the existing system to match the higher level of service. (e) Impact fees may not include expenses for operations and maintenance of the facility. 7-6-1603. Collection and expenditure of impact fees o refunds or credits -- mechanism for appeal required.... ... (3) A governmental entity may recoup costs of excess capacity in existing capital facilities, when the excess capacity has been provided in anticipation of the needs of new development, by requiring impact fees for that portion of the facilities constructed for future users. The need to recoup costs for excess capacity must have been documented pursuant to 7-6-1602 in a manner that demonstrates the need for the excess capacity. This part does not prevent a governmental entity from continuing to assess an impact fee that recoups costs for excess capacity in an existing facility. The impact fees imposed to recoup the costs to provide the excess capacity must be based on the governmental entity's actual cost of acquiring, constructing, or upgrading the facility and must be no more than a proportionate share of the costs to provide the excess capacity. " laws Legal Considerations in Establishing Impact Fees for the City 2-3 City of Kalispell, Montana The use of the methodology discussed in Section 3 and Section 4, should assure that the proportional share standard is met and the impact fees are in compliance with Montana law. Legal Considerations in Establishing Impact Fees for the City 2-4 City of Kalispell, Montana 2.3 Summary This section of the report has reviewed the legal basis for establishing impact fees in Montana. HDR/EES concludes that the City has the authority to establish cost -based impact fees and the methodology used in this report is consistent with the approach used in the 2006 report and is in compliance with Montana law. JAeeS Legal Considerations in Establishing Impact Fees for the City 2-5 City of Kalispell, Montana 3.1 Introduction This section of the report presents the update of the fire impact fees. The calculation of the fire impact fees presented in this section is based on the City's planning criteria and future capital improvements as identified in the City's Capital Improvement Plan. The methodology was established in the 2006 report updated with current capital improvements and planning data. To the extent that the cost and timing of future capital improvements change, then the impact fee presented in this section should be updated to reflect the cost of these adjustments. 3.2 Present Fire Impact Fees The City currently assesses impact fees for fire service. These are assessed for single-family residential units, multi -family residential units and commercial property. A summary of the current fees is provided in Table 3-1. Residential per unit Apartment per unit Commercial per 1,000 sq ft of building space $547.00 433.00 246.00 3.3 Update of the City's Fire/EMT Impact Fees The process of updating the impact fees is based upon a four -step process. In summary form, these steps were as follows: ■ Determination of planning standards ■ Determination of fire impact fees ■ Determination of any impact fee credits ■ Determination of fire impact fees by development type Each of these areas is discussed in more detail below. laws Determination of the City's Fire Impact Fees 3-1 City of Kalispell, Montana 3.3.1 Planning Standards The City uses the NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operation, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments to determine the number and location of fire stations. These standards were presented to the City Council in 2002 as part of the budget process. These standards determine the number of fire stations, locations and equipment requirements based on a four (4) minute response for fire engines and an eight (8) minute response for ladder trucks. With the construction of Fire Station No. 62, the City became more compliant with these standards with respect to response time on March 22, 2006. The City will have deficiencies in providing fire service on building and equipment requirements to the public, based on the current development trends having to do with the annexation of large tracks of vacant land at the outer City limits, which will be addressed by adding new fire stations and equipment. The City is still not in compliance with the number of personnel required under NFPA 1710. However, this is not includable in the impact fee calculation and must be funded from other sources. All future fire stations and equipment will be driven by the need to service new development in the City. To meet the population growth in the future, the City has planned for three new fire stations and equipment. These are Fire Stations Nos. 63, 64, and 65. Fire Station No. 63 will include a pumper/ladder combination unit. These new stations will serve an additional population growth of 31,666 people based on the projected growth through 2025. The population projections for 2005 to 2025 were derived from the City of Kalispell Water Master Plan, March 2008, Table I- 4. A copy of the NFPA 1710 standard is provided in Exhibit A-1. 3.3.2 Building and Equipment Costs The next step of the analysis is to review each major functional component of providing fire service and determine the impact fee for that component. In calculating the fire impact fee for the City, only planned future CIP were included within the calculation, The components of the City's fire service that were reviewed for purposes of calculating an impact fee were as follows: ■ New fire stations and equipment ■ Administration costs A brief discussion of the impact fee calculated for each of the components is provided below. FIRE STATIONS AND EQUIPMENT — To serve new development, the City's fire service plan identified three (3) new stations and equipment to maintain the service standards under NFPA 1710 within the City, in addition to Fire Station 62, which has been constructed and is operational. These costs were then reduced by the amount of the buildings and equipment that provided emergency medical transportation (EMT) to the County. The City provides EMT services not only to City residents, but also residents outside the City limits. EMT costs were reduced by the EMT costs that were allocated to serve the County as provided in Exhibit A-2. FER &m Determination of the City's Fire Impact Fees 3-2 City of Kalispell, Montana This is a change from the 2006 report, as it was determined that the tax base assessed on City residents would not cover the cost of the capital improvements required to provide EMT service and would only cover the cost of operation and maintenance expense. The total cost was reduced by the amount that would be funded by other sources including grants and transfers from the City general fund. These costs were then allocated to residential development and commercial development based on the number of calls initiated by each type of development as shown in Exhibit A-2. The result was a total cost of $13,594,785 of which $7,749,027 is attributable to residential development and $5,845,758 is attributable to commercial development. As noted above, the allocation of costs between the residential and commercial development is based on the historical number of calls between the two development types as outlined in Exhibit A-2. The number of calls between residential and commercial has changed since the 2006 report. The 2006 report used an allocation of 68% to residential based on the historical call records. Based on the review of recent call records, the allocation to residential is 57%. This result is a shifting of costs to commercial customers based on the most recent call volume records. Details of the calculations are provided in Exhibit A-3. ADMINISTRATIVE CHARGE — Under Montana statute, an impact fee may include a fee for the administration of the impact not to exceed 5% of the impact fee collected. Therefore, the City has included a fire impact fee administrative charge of 5% of the impact fee collected. 3.3.3 Credits The final step in calculating the fire impact fee was to determine if a credit for payment from other revenue sources was required. The City issued a general obligation bond in 2005 for $3,000,000 for construction of Fire Station No. 62 as well as a subsequent bond for the purchase of a fire truck for Fire Station No. 62. To determine the amount of payment by new development for Fire Station No. 62, the assessed property valuation and actual debt service cost were used. The property valuation was assumed to increase at a rate of 3% per year for price increases and 4% per year for new development activity for a total of 7% per year. Using these figures, the tax rate was determined for each year. The credit for a residential dwelling unit was then determined using a home price of $218,000 per year in 2006 with a 3% increase in value each year. Commercial development was estimated to be valued at $140 per sq. ft. escalated at 3% per year (using 1,000 sq. ft. as the tax assessment value). These total amounts were then discounted back to 2009 dollars to reflect the fact that a credit is being provided for payments that will be made in the future. This results in a credit of $152.02 for single-family residential units and $97.57 per 1,000 sq. ft. for commercial development. Details of the calculation are provided in Exhibit A-4. 3.3.4 Net Allowable Fire Impact Fees by Development Type Based on the sum of the component costs calculated above, the net allowable fire impact fee can be determined. "Net" refers to the "gross" impact fee, net of any credits. "Allowable" refers to the concept that the calculated impact fee shown in the following tables are the City's cost -based V DR &m Determination of the City's Fire Impact Fees 3-3 City of Kalispell, Montana impact fees. The City, as a matter of policy, may charge any amount up to the allowable impact fee, but not over that amount. Charging an amount greater than the allowable impact fee would not meet the nexus test of a cost -based impact fee. To determine the residential development fire impact fee, the allocated portion of fire service/EMT costs is divided by the population base that will be served to determine a cost per person. This cost is then multiplied by the number of persons per dwelling type to determine a fire/EMT impact fee by residential development type. For commercial development, the allocated fire service costs are divided by the estimated amount of new commercial building space (1,000 sq. ft.) that will be provided fire service. Summaries of the calculated net allowable fire/EMT impact fees by development type are shown in Table 3-2. Residential per unit Apartment per unit Commercial per 1,000 sq ft of building space $482.75 366.89 409.06 The total impact fee as shown for a single-family residential unit is $483. This results in a decrease from the current residential development impact fees and an increase in the commercial fees. This is due to the change in the number of calls related to residential development and commercial development. The impact of more commercial calls during the study period results in a larger cost allocation to commercial development and hence the increase in the commercial impact fee and reduction in the residential impact fee. The details of the net allowable impact fee are shown on Exhibit A-5 and Exhibit A-6 of the Technical Appendices. 3.4 Key Assumptions In the development of the impact fees for the City's fire system, a number of key assumptions were utilized. These are as follows: ■ The City's capital improvements and costs were used in the calculation. ■ The number of calls by development type was based on recent updated historical call records. 3.5 Implementation of the Impact Fees The methodology used to calculate the impact fees takes into account the cost of money or interest charges and inflation. Therefore, HDR/EES would recommend that the City adjust the impact fees each year by an adjustment factor to reflect the cost of interest and inflation. The most frequently used source to adjust impact fees is the ENR index which tracks changes in construction costs for municipal projects. This method of adjusting the City's impact fee should F am Determination of the City's Fire Impact Fees 3-4 City of Kalispell, Montana be used for no more than a two-year period. After this time period, as required by Montana law, the City should update the charges based on the actual cost of infrastructure and any new planned facilities that would be contained in an updated master plan or capital improvement plan. 3.6 Consultant Recommendations Based on our review and analysis of the City's fire/EMT service, HDR/EES makes the following recommendations: ■ The City should implement impact fees for fire/EMT service that are no greater than the impact fees as set forth in this report. ■ The City should update the actual calculations for the impact fees based on the methodology as approved by the resolution or ordinance setting forth the methodology for impact fees every two years as required by Montana law. 3.7 Summary The fire/EMT impact fees developed and presented in this section of the report are based on the planning of the City's service, future capital improvements and "generally accepted" ratemaking principles. The impacts of the new planning data and call records result in a shifting of costs from residential development to commercial development. Hence the current residential fire/EMT impact fee is reduced from $547 per single family residential to $483 and the commercial fire/EMT impact fee is increased from $246 per 1000/sq. ft. to $409 per 1000 sq. ft. Adoption of the proposed impact fees will provide multiple benefits to the City and create equitable and cost -based charges for new customers. FiN !!(ees Determination of the City's Fire Impact Fees 3-5 City of Kalispell, Montana 4.1 Introduction This section of the report presents the update of the police impact fees. The calculation of the police impact fees presented in this section is based on the City's planning criteria and future capital improvements as identified in the City's Capital Improvement Plan. The methodology was established in the 2006 report and remained the same for this update. The methodology has been updated to reflect current planned capital improvement costs and planning data. To the extent that the cost and timing of future capital improvements change, then the impact fee presented in this section should be updated to reflect the cost of these adjustments. 4.2 Present Police Impact Fees The City current impact fee for police services is provided in Table 4-1. Development Type Impact Fee Calculation Results Residential per unit $44.00 Apartment per unit 35.00 Commercial per 1,000 sq ft of build space 13.00 4.3 Update of the City's Police Impact Fees The process of calculating impact fees is based upon a four -step process. In summary form, these steps were as follows: ■ Determination of planning standards ■ Determination of police impact fees ■ Determination of any impact fee credits ■ Determination of police impact fees by development type Each of these areas is discussed in more detail below. F aces Determination of the City's Police Impact Fees 47 City of Kalispell, Montana 4.3.1 Planning Standards The only asset for the police department that is eligible for inclusion in the impact fee is building space. Equipment is not eligible since the asset life is less than ten (10) years. The building space required by the police department was based on analysis entitled City of Kalispell Space Needs Study, prepared by Architects Design Group, dated November 1999. The space needs analysis showed a need for 1,689 square feet of new office space. The space needs summary is provided in Exhibit B-1. 4.3.2 Building Costs The next step of the analysis is to review each major functional component of providing police service and determine the impact fee for that component. The components of the City's police service that were reviewed for purposes of calculating an impact fee were as follows: ■ New building space ■ Administration costs A brief discussion of the impact fee calculated for each of the components is provided below. BUILDING SPACE —To determine the amount of new building space that is required to serve growth, an analysis of the total required space per person was undertaken. To determine the space requirement, the planning population in 2010 of 23,000 people was divided by the total required space resulting in a requirement of 0.3067 sq. ft. per person. The space requirement per person was then multiplied by the population growth resulting in a space requirement for new development of 2,869 sq ft. This is greater than the required space requirement shown in the space planning study so only new office space requirements were used in the calculation of the impact fee. New office space is estimated at $157.48 per square foot resulting in a total cost of $265,938. This cost was updated from the 2006 report using the Engineering New Record construction cost index to reflect the cost for building in 2009. This was then allocated to residential and commercial development based on the number of calls resulting in $144,165 for residential development and $121,773 for commercial development. Again, this is a shift from residential to commercial when compared to the 2006 report. In the 2006 report, 68% of the calls were allocated to residential development. Based on recent call records, the allocation to residential development used in this report is 54%. This results in a shifting of costs from residential development to commercial development. Details of the call by development type are provided in Exhibit B-2. Details of the calculations are provided in Exhibit B-3. ADMINISTRATIVE CHARGE — Under Montana statute, an impact fee may include a fee for the administration of the impact not to exceed 5% of the impact fee collected. Therefore, the City has included a police impact fee administrative charge of 5% of the impact fee collected. 4.3.3 Credits The final step in calculating the police impact fee was to determine if a credit for payment from other revenue sources was required. No debt is outstanding for the police and no new debt has been or will be issued resulting in a credit of zero. sees Determination of the City's Police Impact Fees 42 City of Kalispell, Montana 4.3.4 Net Allowable Police Impact Fees by Development Type Based on the sum of the component costs calculated above, the net allowable police impact fee can be determined. "Net" refers to the "gross" impact fee, net of any credits. "Allowable" refers to the concept that the calculated impact fee shown in the following tables are the City's cost - based impact fee. The City, as a matter of policy, may charge any amount up to the allowable impact fee, but not over that amount. Charging an amount greater than the allowable impact fee would not meet the nexus test of a cost -based impact fee. To determine the residential development police impact fee, the allocated portion of police service costs is divided by the population base that will be severed to determine a cost per person. This cost is then multiplied by the number of persons per dwelling type to determine a police impact fee by residential development type. For commercial development, the allocated police service costs are divided by the estimated amount of new commercial building space (1,000 sq. ft.) that will be provided police service. Summaries of the calculated net allowable police impact fees by development type are shown in Table 4-2. Residential per unit Apartment per unit Commercial per 1,000 sq ft of build space $40.59 30.85 21.31 The total impact fee as shown for a single-family residential unit is $41. This results in a decrease from the current residential development impact fees and an increase in the commercial fees. This is due to the change in the number of calls related to residential development and commercial development. The impact of more commercial calls during the study period results in a larger cost allocation to commercial development and hence the increase in the commercial impact fee and reduction in the residential impact fee. The details of the net allowable impact fee are shown on Exhibit B-4 and Exhibit B-5 of the Technical Appendices. 4.4 Key Assumptions In the development of the impact fees for the City's police service, a number of key assumptions were utilized. These are as follows: ■ The City's capital improvements and costs were used in the calculation. ■ The number of calls by development type was based on recent updated historical call records. FER (((m Determination of the City's Police Impact Fees 4-3 City of Kalispell, Montana 4.5 Implementation of the Impact Fees The methodology used to calculate the impact fees takes into account the cost of money or interest charges and inflation. Therefore, HDR/EES would recommend that the City adjust the impact fees each year by an adjustment factor to reflect the cost of interest and inflation. The most frequently used source to adjust impact fees is the ENR index which tracks changes in construction costs for municipal utility projects. This method of adjusting the City's impact fee should be used for no more than a two-year period. After this time period, as required by Montana law, the City should update the charges based on the actual cost of infrastructure and any new planned facilities that would be contained in an updated master plan or capital improvement plan. 4.6 Consultant Recommendations Based on our review and analysis of the City's police service, HDR/EES makes the following recommendations: ■ The City should implement impact fees for police service that are no greater than the impact fees as set forth in this report. ■ The City should update the actual calculations for the impact fees based on the methodology as approved by the resolution or ordinance setting forth the methodology for impact fees every two years as required by Montana law 4.7 Summary The police impact fees developed and presented in this section of the report are based on the planning of the City's service, future capital improvements and "generally accepted" ratemaking principles. The impacts of the new planning data and call records result in a shifting of costs from residential development to commercial development. As a result it is recommended that the current residential police impact fee is reduced from $44 per single family residential to $41 and the commercial police impact fee is increased from $13 per 1000/sq. ft. to $21 per 1000 sq. ft. Adoption of the proposed impact fees will provide multiple benefits to the City and create equitable and cost -based charges for new customers. I Determination of the City's Police Impact Fees 4-4 City of Kalispell, Montana Exhibit A-1 Fire Planning Data NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition n NFPA° INTERNATIaNAL NFPA, 1 Batterymarch Park, PO Box 9101, Quincy, MA 02269-9101 An International Codes and Standards Organization NFPA License Agreement This document is copyrighted by the National Fire Protection Association (NFPA), 1 Batterymarch Park, Quincy, MA 02269-9101 USA. All rights reserved. NFPA grants you a license as follows: The right to download an electronic file of this NFPA document for temporary storage on one computer for purposes of viewing and/or printing one copy of the NFPA document for individual use. Neither the electronic file nor the hard copy print may be reproduced in any way. 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(For further explanation, see the Policy Concerning the Adoption, Printing, and Publication of NFPA Documents, which is available upon request from the NFPA.) 1710-1 Copyright © 2001, National Fire Protection Association, All Rights Reserved NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition This edition of NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Depart- ments, was prepared by the Technical Committee on Fire and Emergency Service Organiza- tion and Deployment — Career and acted on by NFPA at its May Association Technical Meet- — ing held May 13-17, 2001, in Anaheim, C.A. It was issued by the Standards Council on July 13, 2001, with an effective date of August 2, 2001. This edition of NFPA 1710 was approved as an American National Standard on August 2, 2001. Origin and Development of NFPA 1710 The development of this benchmark standard is the result of a considerable amount of hard work and tenacity by Technical Committee members and the organizations they repre- sent. In the case of this standard, their work is the first organized approach to defining levels of service, deployment capabilities, and staffing levels for those "substantially" career fire departments. Research work and empirical studies in North America were used by the Committee as a basis for developing response times and resource capabilities for those services being pro- vided, as identified by the fire department. Committee members have collectively well over 1000 years of fire -fighting experience in small, medium, and metro fire departments. The work done by the Committee provides the user with a template for developing an implementation plan on the standard. Most importantly, it will provide the body politic and the citizens a true picture of the risks in their community, and the fire department's capabili- ties to respond to and manage those risks. 1710-2 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS Technical Committee on Fire and Emergency Service Organization and Deployment — Career Alan V. Brunacini, Chair City of Phoenix Fire Department, AZ [E] Richard M. Duffy, Ser retary International Association of Fire Fighters, DC [L] (Alt. to IAFF Reps.) Terry Allen, City of Cambridge, Ontario, Canada [E] Rep. NFPAFire Service Section and OAFC Robert C. Barr, Firescope, Inc., MA [SE] Wayne Bernard, City of Surrey Fire Department, British Columbia, Canada [E] Rep. Fire Chiefs' Association of British Columbia William L. Bingham, City of Boynton Beach, FL [U] Rep. International Fire Marshals Association Diane Breedlove, City of Sugar Land, TX [C] Kenneth E. Buzzell, United Firefighters of LA City, CA [L] Rep. International Association of Fire Fighters Ross Chadwick, City of Denton, TX [E] Welling S. Clark, ITT Industries, CO [RT] John L. Cochran, U.S. Fire Administration, MD [SE] Dennis R. Compton, Mesa Fire Department, AZ [E] Rep. International Association of Fire Chiefs Don R. Forrest, United Firefighters of Los Angeles City, CA [L] Lawrence D. Garcia, City of Wichita, KS [E] Rep. International Association of Fire Chiefs Harold B. Hairston, City of Philadelphia Fire Department, PA [E] Rep. Metropolitan Fire Chiefs Patrick K. Hughes, North Richland Hills Fire Department, TX [U] Rep. International Fire Service Accreditation Congress Alternates Ricky Black, City of Southlake, TX [E] (Alt. to C. Lawrence) Sallie Clark, Colorado Springs, CO [RT] (Alt. to W. S. Clark) BrianD. Johnson, International Association of Fire Chiefs, CO [E] (Alt. to D. R. Compton, L. D. Garcia, N. Russo) Steve Kreis, City of Phoenix Fire Department, AZ [E] (Alt. to A. V. Brunacini) Stephen N. Foley, NFPA Staff Liaison William D. Killen, U.S. Department of the Navy, DC [U] John K. King, City of Detroit Fire Department, MI [L] Cortez Lawrence, Auburn Public Safety Department, AL [E] Jim Lee, Toronto Professional Fire Fighters' Association, Ontario, Canada [L] Rep. International Association of Fire Fighters Valerie Lemmie, City of Dayton, OH [C] David McCormack, International Association of Fire Fighters, DC [L] Larry Mullikin, Stillwater Fire Department, OK [M] Christopher E. Platten, Wylie, McBride, Jesinger, Sure & Platten, CA [SE] Franklin D. Pratt, Los Angeles County Fire Department, CA [SE] Gary Rainey, Miami Dade Fire Rescue, FL [L] Ken Riddle, City of Las Vegas Fire Department, NV [U] Nick Russo, Department of Fire/Rescue & Emergency Services, MA [E] Rep. International Association of Fire Chiefs Mark A. Sanders, Cincinnati Fire Fighters Union, OH [L] Patrick Smith, U.S. Department of Energy, ID [U] Charles C. Soros, Spencer Safety Products Co., WA [M] Rep. Fire Department Safety Officers Association Edward L. Stinnette, Fairfax County Fire and Rescue Department, VA [E] Don N. Whittaker, Bechtel BWXT Idaho, LLC (BBWI), ID [U] (Alt. to E Smith) Milt Wilson, City of Oshawa, ON [E] Rep. NFPAFire Service Section/OAFC (Alt. to T. Allen) Committee Scope: This Committee shall have primary responsibility for documents on the organization, operation, deployment, and evaluation of substantially all career public fire protection and emergency medi- cal services. This list reprmenLs the membership at the time the Committee was balloted on the final text of this edition. Since that time, changes in the membership may have occurred. A key to classifications is found at the back of the document. NOTE: Membership on a committee shall not in and of itself constitute an endorsement of the Association or any document developed by the committee on which the member serves. 2001 Edition CONTENTS 1710-3 Contents Chapter 1 Administration ............................... 1710— 4 Chapter 5 Fire Department Services ................. 1710— 7 1.1 Scope ................................................ 1710— 4 5.1 Purpose ............................................. 1710— 7 1.2 Purpose ............................................. 1710— 4 5.2 Fire Suppression Services ....................... 1710— 7 1.3 Equivalency ........................................ 1710— 4 5.3 Emergency Medical Services ................... 1710— 9 5.4 Special Operations Response .................. 1710— 9 Chapter 2 Referenced Publications .................. 1710— 4 5.5 Airport Rescue and Fire -Fighting Services .. 1710-10 2.1 General ............................................. 1710— 4 5.6 Marine Rescue and Fire -Fighting (MRFF) Services ............................................. 1710-10 Chapter 3 Definitions 1710— 4 3.1 General ............................................. 1710— 4 5.7 Wildland Fire Suppression Services .......... 1710-11 3.2 NFPA Official Definitions ....................... 1710— 4 Chapter 6 Systems 1710-12 3.3 General Definitions .............................. 1710— 4 6.1 Safety and Health System ....................... 1710-12 Chapter 4 Organization 1710— 6 6.2 Incident Management System ................. 1710-12 4.1 Fire Department Organizational 6.3 Training Systems .................................. 1710-12 Statement ........................................... 1710— 6 6.4 Communications Systems ....................... 1710-12 4.2 Fire Suppression Services ....................... 1710— 7 6.5 Pre -Incident Planning ........................... 1710-12 4.3 Emergency Medical Services ................... 1710— 7 Annex A Explanatory Material 1710-12 4.4 Special Operations ............................... 1710— 7 4.5 Airport Rescue and Fire -Fighting Services .. 1710— 7 Annex B Informational References .................. 1710-16 4.6 Marine Rescue and Fire -Fighting Services .. 1710— 7 4.7 Wildland Fire Suppression Services ........... 1710— 7 Index ........................................................... 1710-18 4.8 Intercommunity Organization ................. 1710— 7 2001 Edition 1710-4 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A. A reference in brackets [ ] following a section or paragraph indicates material that has been extracted from another NFPA document. The complete title and edition of the document the material is extracted from is found in Annex B. Editorial changes to extracted material consist of revising references to an appropriate division in this document or the inclusion of the document number with the division number when the reference is to the original document. Requests for interpreta- tions or revisions of extracted text shall be sent to the appro- priate technical committee. Information on referenced publications can be found in Chapter 2 and Annex B. Chapter 1 Administration 1.1* Scope. 1.1.1 This standard contains minimum requirements relat- ing to the organization and deployment of fire suppression operations, emergency medical operations, and special opera- tions to the public by substantially all career fire departments. 1.1.2 The requirements address functions and objectives of fire department emergency service delivery, response capabili- ties, and resources. 1.1.3 This standard also contains minimum requirements for managing resources and systems, such as health and safety, incident management, training, communications, and pre - incident planning. 1.1.4 This standard addresses the strategic and system issues involving the organization, operation, and deployment of a fire department and does not address tactical operations at a specific emergency incident. 1.2 Purpose. 1.2.1* The purpose of this standard is to specify the minimum criteria addressing the effectiveness and efficiency of the ca- reer public fire suppression operations, emergency medical service, and special operations delivery in protecting the citi- zens of the jurisdiction and the occupational safety and health of fire department employees. 1.2.2 Nothing herein is intended to restrict any jurisdiction from exceeding these minimum requirements. 1.3 Equivalency. Nothing in this standard is intended to pro- hibit the use of systems, methods, or approaches of equivalent or superior performance to those prescribed in this standard. Technical documentation shall be submitted to the Authority Having Jurisdiction to demonstrate equivalency. Chapter 2 Referenced Publications 2.1 General. The documents or portions thereof listed in this chapter are referenced within this standard and shall be con- sidered part of the requirements of this document. 2.1.1 NFPA Publications. National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA 02269- 1901. NFPA 295, Standard for Wildfire Control, 1998 edition. NFPA 403, Standard for Aircraft Rescue and KmFighting Ser- vices at Airports, 1998 edition. NFPA472, Standard forProfessiona1 Competence of Respondffs to Hazardous Materials Incidents, 1997 edition. NFPA 1221, Standard for the -Installation, Maintenance, and Use of Emergency Services Communications Systems, 1999 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 1997 edition. NFPA 1561, Standard on Emergency Services Incident Manage- ment System, 2000 edition. NFPA 1670, Standard on Operations and "Training for Technical Rescue Incidents, 1999 edition. 2.1.2 Other Publications. 2.1.2.1 U.S. Government Publications. U.S. Government Print- ing Office, Washington, DC 20402. Title 29, Code of Federal Regulations, Part 1910.120, "Hazard- ous Waste Operations and Emergency Response," 1986. Title 29, Code of Federal Regulations, Part 1910.146, "Permit - Required Confined Space." Chapter 3 Definitions 3.1 General. The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not included, common usage of the terms shall apply. 3.2 NFPA Official Definitions. 3.2.1* Approved. Acceptable to the authority having jurisdic- tion. 3.2.2* Authority Having Jurisdiction. The organization, of- fice, or individual responsible for approving equipment, ma- terials, an installation, or a procedure. 3.2.3 Shall. Indicates a mandatory requirement. 3.2.4 Should. Indicates a recommendation or that which is advised but not required. 3.3 General Definitions. 3.3.1 Aid. 3.3.1.1* Automatic Aid. A plan developed between two or more fire departments for immediate joint response on first alarms. [1142:1.4] 2001 Edition DEFINITIONS 1710-5 3.3.1.2* Mutual Aid. Reciprocal assistance by emergency ser- vices under a prearranged plan. [402:1.41 3.3.2* Aircraft Rescue and Fire Fighting. The fire -fighting actions taken to rescue persons and to control or extinguish fire involving or adjacent to aircraft on the ground. [ 1500:1.5] 3.3.3* Aircraft Rescue and Fire -Fighting (ARFF) Vehicle. A vehicle intended to carry rescue and fire -fighting equipment for rescuing occupants and combating fires in aircraft at, or in the vicinity of, an airport. [1002:1.4] 3.3.4* Airport Fire Department Personnel. Personnel under the operational jurisdiction of the chief of the airport fire de- partment assigned to aircraft rescue and fire fighting or other emergency response activities. [403:1.3] 3.3.5* Alarm. A signal or message from a person or device indicating the existence of a fire, medical emergency, or other situation that requires fire department action. [ 1221:1.4] 3.3.6* Apparatus. Amotor-driven vehicle or group of vehicles designed and constructed for the purpose of fighting fires. [295:1.3] 3.3.6.1 Fire Apparatus. Afire department emergency vehicle used for rescue, fire suppression, or other specialized func- tions. [1404:1.4] 3.3.6.2 Quint Apparatus. A fire department emergency ve- hicle with a permanently mounted fire pump, a water tank, a hose storage area, an aerial device with a permanently mounted waterway, and a complement of ground ladders. 3.3.6.3 Specialized Apparatus. Afire department emergency vehicle that provides support services at emergency scenes, including command vehicles, rescue vehicles, hazardous ma- terial containment vehicles, air supply vehicles, electrical gen- eration and lighting vehicles, or vehicles used to transport equipment and personnel. 3.3.7 Attack. 3.3.7.1 Initial Attack. Fire -fighting efforts and activities that occur in the time increment between the arrival of the fire department on the scene of a fire and the tactical decision by the incident commander that the resources dispatched on the original response will be insufficient to control and extinguish the fire, or that the fire is extinguished. 3.3.7.2 Sustained Attack. The activities of fire confinement, control, and extinguishment that are beyond those assigned to the initial responding companies. 3.3.8* Company. Agroup of members: (1) Under the direct supervision of an officer; (2) Trained and equipped to per- form assigned tasks; (3) Usually organized and identified as engine companies, ladder companies, rescue companies, squad companies, or multi -functional companies; (4) Operat- ing with one piece of fire apparatus (engine, ladder truck, elevating platform, quint, rescue, squad, ambulance) except where multiple apparatus are assigned that are dispatched and arrive together, continuously operate together, and are managed by a single company officer; (5) Arriving at the inci- dent scene on fire apparatus. 3.3.9 Emergency Incident. A specific emergency operation. [1500:1.5] 3.3.10 Emergency Medical Care. The provision of treatment to patients, including first aid, cardiopulmonary resuscitation, basic life support (EMT level), advanced life support (Para- medic level), and other medical procedures that occur prior to arrival at a hospital or other health care facility. [1581:1.3] 3.3.11 Emergency Operations. Activities of the fire depart- ment relating to rescue, fire suppression, emergency medical care, and special operations, including response to the scene of the incident and all functions performed at the scene. [1500:1.5] 3.3.12 Fire Chief. The highest ranking officer in charge of a fire department. [1201:1.7] 3.3.13 Fire Department Member. See 3.3.29 Member. [1500:1.5] 3.3.14 Fire Department Vehicle. Any vehicle, including fire apparatus, operated by a fire department [1002:1.4] 3.3.15 Fire Protection. Methods of providing for fire control or fire extinguishment. [801:1.5] 3.3.16* Fire Suppression. The activities involved in control- ling and extinguishing fires. [1500:1.5] 3.3.17* First Responder (EMS). Functional provision of ini- tial assessment (i.e., airway, breathing, and circulatory sys- tems) and basic first -aid intervention, including CPR and au- tomatic external defibrillator (AED) capability. 3.3.18 Forcible Entry. Techniques used by fire personnel to gain entry into buildings, vehicles, aircraft, or other areas of confinement when normal means of entry are locked or blocked. 3.3.19* Hazard. The potential for harm or damage to people, property, or the environment. [1500:1.5] 3.3.20 Hazardous Material. A substance that presents an un- usual danger to persons due to properties of toxicity, chemical reactivity, or decomposition, corrosivity, explosion or detona- tion, etiological hazards, or similar properties. [1500:1.51 3.3.21 * High Hazard Occupancy. Building that has high haz- ard materials, processes, or contents. 3.3.22 Incident Commander. The fire department member in overall command of an emergency incident. [1500:1.5] 3.3.23* Incident Management System (IMS). An organized system of roles, responsibilities, and standard operating proce- dures used to manage emergency operations. [1021:1.4] 3.3.24 Incident Safety Officer. An individual appointed to respond or assigned at an incident scene by the incident com- mander to perform the duties and responsibilities of that po- sition as part of the command staff. 3.3.25 Initial Full Alarm Assignment. Those personnel, equipment, and resources ordinarily dispatched upon notifi- cation of a structural fire. 3.3.26 Initial Rapid Intervention Crew (IRIC). Two members of the initial attack crew who are assigned for rapid deploy- ment to rescue lost or trapped members. 3.3.27 Life Support. 3.3.27.1 Advanced Life Support (ALS). Functional provision of advanced airway management, including intubation, ad- vanced cardiac monitoring, manual defibrillation, establish- ment and maintenance of intravenous access, and drug therapy. 2001 Edition 1710-6 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 3.3.27.2* Basic Life Support (BLS). Functional provision of patient assessment, including basic airway management; oxygen therapy; stabilization of spinal, musculo-skeletal, soft tissue, and shock injuries; stabilization of bleeding; and stabilization and in- tervention for sudden illness, poisoning and heat/cold injuries, childbirth, CPR, and automatic external defibrillator (AED) capability. 3.3.28* Marine Rescue and Fire Fighting. The fire -fighting action taken to prevent, control, or extinguish fire involved in or adjacent to a marine vessel and the rescue actions for occu- pants using normal and emergency routes for egress. 3.3.29* Member. Aperson involved in performing the duties and responsibilities of a fire department under the auspices of the organization. [1500:1.5] 3.3.30 Officer. 3.3.30.1* Company Officer. Asupervisor of a crew/company of personnel. 3.3.30.2* Supervisory Chief Officer. A member whose re- sponsibility is to assume command through a formalized trans- fer of command process and to allow company officers to di- rectly supervise personnel assigned to them. 3.3.31* Public Fire Department. An organization providing rescue, fire suppression, emergency medical services, and re- lated activities to the public. 3.3.32 Public Safety Answering Point (PSAP). Any facility where 911 calls are answered, either directly or through re- routing. [1221:1.4] 3.3.33* Rapid Intervention Crew (RIC). A dedicated crew of fire fighters who are assigned for rapid deployment to rescue lost or trapped members. 3.3.34 Related Activities. Any and all functions that fire de- partment members can be called upon to perform in the per- formance of their duties. [1500:1.5] 3.3.35 Rescue. Those activities directed at locating endan- gered persons at an emergency incident, removing those per- sons from danger, treating the injured, and providing for transport to an appropriate health care facility. [1410:1.3] 3.3.36* Special Operations. Those emergency incidents to which the fire department responds that require specific and advanced training and specialized tools and equipment. [1561:1.3] 3.3.37* Staff Aide. Afire fighter or fire officer assigned to a supervisory chief officer to assist with the logistical, tactical, and accountability functions of incident, division, or sector command. 3.3.38 Standard Operating Procedure. An organizational di- rective that establishes a standard course of action. 3.3.39 Structural Fire Fighting. The activities of rescue, fire suppression, and property conservation in buildings, enclosed structures, aircraft interiors, vehicles, vessels, aircraft, or like properties that are involved in a fire or emergency situation. [1500:1.5] 3.3.40 Tactical Considerations. Specific fire -fighting objec- tives that will present an unusually significant fire or life safety hazard when they are conducted in a fire or other emergency. 3.3.41 Team. Two or more individuals who have been as- signed a common task and are in communication with each other, coordinate their activities as a work group, and support the safety of one another. 3.3.42 Time. 3.3.42.1 Alarm Tune. The point of receipt of the emergency alarm at the public safety answering point to the point where sufficient information is known to the dispatcher to deploy applicable units to the emergency. 3.3.42.2 Call Processing Time. See 3.3.42.3 Dispatch Time. 3.3.42.3* Dispatch Tune. The point of receipt of the emer- gency alarm at the public safety answering point to the point where sufficient information is known to the dispatcher and applicable units are notified of the emergency. 3.3.42.4 Response Time. The time that begins when units are en route to the emergency incident and ends when units arrive at the scene. 3.3.42.5 Turnout Time. The time beginning when units ac- knowledge notification of the emergency to the beginning point of response time. Chapter 4 Organization 4.1 Fire Department Organizational Statement. 4.1.1* The authority having jurisdiction shall maintain a writ- ten statement or policy that establishes the following: (1) Existence of the fire department (2) Services that the fire department is required to provide (3) Basic organizational structure (4) Expected number of fire department members (5) Functions that fire department members are expected to perform 4.1.2* The fire department organizational statement shall in- clude service delivery objectives. 4.1.2.1 These objectives shall include specific response time objectives for each major service component (i.e., fire sup- pression, EMS, special operations, aircraft rescue and fire fighting, marine rescue and fire fighting, and/or wildland fire fighting) and objectives for the percentage of responses that meet the response time objectives. 4.1.2.1.1 The fire department shall establish the following time objectives: (1) One minute (60 seconds) for turnout time (2)*Four minutes (240 seconds) or less for the arrival of the first arriving engine company at a fire suppression inci- dent and/or 8 minutes (480 seconds) or less for the de- ployment of a full first alarm assignment at a fire suppres- sion incident (3) Four minutes (240 seconds) or less for the arrival of a unit with first responder or higher level capability at an emer- gency medical incident (4) Eight minutes (480 seconds) or less for the arrival of an advanced life support unit at an emergency medical inci- dent, where this service is provided by the fire department 4.1.2.1.2 The fire department shall establish a performance objective of not less than 90 percent for the achievement of each response time objective specified in 4.1.2.1.1. 4.1.2.1.3 The fire department shall evaluate its level of ser- vice and deployment delivery and response time objectives on 2001 Edition FIRE DEPARTMENT SERVICES 1710-7 an annual basis. The evaluations shall be based on data relat- ing to level of service, deployment, and the achievement of each response time objective in each geographic area within the jurisdiction of the fire department. 4.1.2.1.4 The fire department shall provide the authority hav- ing jurisdiction with a written report, quadrennially, which shall be based on the annual evaluations required by 4.1.2.1.3. 4.1.2.1.4.1 The quadrennial report shall define the geo- graphic areas and/or circumstances in which the require- ments of this standard are not being met. 4.1.2.1.4.2 This report shall explain the predictable conse- quences of these deficiencies and address the steps that are necessary to achieve compliance. 4.2 Fire Suppression Services. The fire department organiza- tional statement shall set forth the criteria for the various types of fire suppression incidents to which the fire department is required to respond. 4.3 Emergency Medical Services. 4.3.1 The fire department organizational statement shall set forth the criteria for the various types of emergency medical incidents to which the fire department is required and/or ex- pected to respond. 4.3.2 The fire department organizational statement shall en- sure that the fire department's emergency medical response capability includes personnel, equipment, and resources to deploy at the first responder level with automatic external defibrillator (AED) or higher treatment level. 4.3.2.1 Where emergency medical services beyond the first responder with automatic defibrillator level are provided by another agency or private organization, the authority hav- ing jurisdiction, based upon recommendations from the fire department, shall include the minimum staffing, de- ployment and response criteria as required in Section 5.3 in the following: (1) The fire department organizational statement (2) Any contract, service agreement, governmental agree- ment, or memorandum of understanding between the au- thority having jurisdiction and the other agency or private organization 4.4 Special Operations. 4.4.1 The fire department organizational statement shall set forth the criteria for the various types of special operations response and mitigation activities to which the fire depart- ment is required and/or expected to respond. 4.4.2* The fire department organizational statement shall en- sure that the fire department's hazardous materials response capability includes personnel, equipment, and resources to deploy at the first responder operational level as required by 29 CFR 1910.120. 4.4.3 The fire department organizational statement shall en- sure that the fire department's confined space response capa- bility includes personnel, equipment, and resources to deploy at the confined space operational level as required by 29 CFR 1910.146. 4.4.4 The fire department organizational statement shall set forth the criteria for the various types of fire department re- sponse during natural disasters or terrorism incidents, weap- ons of mass destruction incidents, or large scale or mass casu ally events. 4.5 Airport Rescue and Fire -Fighting Services. The fire de- partment organizational statement shall set forth the criteria for the various types of airport rescue and fire -fighting inci- dents to which the fire department is required and/or ex- pected to respond. 4.6 Marine Rescue and Fire -Fighting Services. The fire de- partment organizational statement shall set forth the criteria for the various types of marine rescue and fire -fighting inci- dents to which the fire department is required and/or ex- pected to respond. 4.7 Wildland Fire Suppression Services. The fire department organizational statement shall set forth the criteria for the various types of wildland fire suppression incidents to which the fire department is required and/or expected to respond. 4.8 Intercommunity Organization. 4.8.1* Mutual aid, automatic aid, and fire protection agree- ments shall be in writing and shall address such issues as liabil- ity for injuries and deaths, disability retirements, cost of ser- vice, authorization to respond, staffing, and equipment, including the resources to be made available and the designa- tion of the incident commander. 4.8.2 Procedures and training of personnel for all fire depart- ments in mutual aid, automatic aid, and fire protection agree- ment plans shall be comprehensive to produce an effective fire force and to ensure uniform operations. 4.8.3 Companies responding to mutual aid incidents shall be equipped with communications equipment that allow person- nel to communicate with incident commander and division supervisors, group supervisors, or sector officers. Chapter 5 Fire Department Services 5.1 Purpose. 5.1.1 The services provided by the fire department shall in clude those activities as required by Chapter 4. 5.1.2 The procedures involved in these services, including operations and deployment, shall be established through writ- ten administrative regulations, standard operating proce- dures, and departmental orders. 5.2* Fire Suppression Services. Fire suppression operations shall be organized to ensure that the fire department's fire suppression capability includes personnel, equipment, and re- sources to deploy the initial arriving company, the full initial alarm assignment, and additional alarm assignments. The fire department shall be permitted to use established automatic mutual aid and mutual aid agreements to comply with the requirements of Section 5.2. 5.2.1 Staffing. 5.2.1.1* On -duty fire suppression personnel shall be com- prised of the numbers necessary for fire -fighting performance relative to the expected fire -fighting conditions. These num- bers shall be determined through task analyses that take the following factors into consideration: (1) Life hazard to the populace protected 2001 Edition 1710-8 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS (2) Provisions of safe and effective fire -fighting performance conditions for the fire fighters (3) Potential property loss (4) Nature, configuration, hazards, and internal protection of the properties involved (5) Types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene 5.2.1.2* On -duty personnel assigned to fire suppression shall be organized into company units and shall have appropriate apparatus and equipment assigned to such companies. 5.2.1.2.1* The fire department shall identify minimum com- pany staffing levels as necessary to meet the deployment crite- ria required in 5.2.3 to ensure that a sufficient number of members are assigned, on duty, and available to safely and effectively respond with each company. 5.2.1.2.2 Each company shall be led by an officer who shall be considered a part of the company. 5.2.1.2.3* Supervisory chief officers shall be dispatched or no- tified to respond to all full alarm assignments. 5.2.1.2.4 The supervisory chief officer shall ensure that the incident management system is established as required in Sec- tion 6.2. 5.2.1.2.5* Supervisory chief officers shall have staff aides de- ployed to them for purposes of incident management and ac- countability at emergency incidents. 5.2.2 Operating Units. Fire company staffing requirements shall be based on minimum levels for emergency operations for safety, effectiveness, and efficiency. 5.2.2.1 Fire companies whose primary functions are to pump and deliver water and perform basic fire fighting at fires, including search and rescue, shall be known as engine companies. 5.2.2.1.1 These companies shall be staffed with a minimum of four on -duty personnel. 5.2.2.1.2 In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restric- tions, or other pertinent factors as identified by the authority having jurisdiction, these companies shall be staffed with a minimum of five or six on -duty members. 5.2.2.2 Fire companies whose primary functions are to per- form the variety of services associated with truck work, such as forcible entry, ventilation, search and rescue, aerial operations for water delivery and rescue, utility control, illumination, overhaul, and salvage work, shall be known as ladder or truck companies. 5.2.2.2.1 These companies shall be staffed with a minimum of four on -duty personnel. 5.2.2.2.2 In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restric- tions, or other pertinent factors as identified by the authority having jurisdiction, these companies shall be staffed with a minimum of five or six on -duty personnel. 5.2.2.3 Other types of companies equipped with specialized apparatus and equipment shall be provided to assist engine and ladder companies where deemed necessary as part of es- tablished practice. 5.2.2.3.1 These companies shall be staffed with a minimum number of on -duty personnel as required by the tactical haz- ards, high hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors as identi- fied by the authority having jurisdition. 5.2.2.4 Fire companies that deploy with quint apparatus, de- signed to operate as either an engine company or a ladder company, shall be staffed as specified in 5.2.2. If the company is expected to perform multiple roles simultaneously, addi- tional staffing, above the levels specified in 5.2.2, shall be pro- vided to ensure that those operations can be performed safely, effectively, and efficiently. 5.2.3 Deployment. 5.2.3.1 Initial Arriving Company. 5.2.3.1.1 The fire department's fire suppression resources shall be deployed to provide for the arrival of an engine com- pany within a 4-minute response time and/or the initial full alarm assignment within an 8-minute response time to 90 per- cent of the incidents as established in Chapter 4. 5.2.3.1.2* Personnel assigned to the initial arriving company shall have the capability to implement an initial rapid inter- vention crew (IRIC). 5.2.3.2 Initial Full Alarm Assignment Capability. 5.2.3.2.1* The fire department shall have the capability to de- ploy an initial full alarm assignment within an 8-minute re- sponse time to 90 percent of the incidents as established in Chapter 4. 5.2.3.2.2 The initial full alarm assignment shall provide for the following: (1) Establishment of incident command outside of the haz- ard area for the overall coordination and direction of the initial full alarm assignment. A minimum of one indi- vidual shall be dedicated to this task. (2) Establishment of an uninterrupted water supply of a mini- mum 1480 L/min (400 gpm) for 30 minutes. Supply line(s) shall be maintained by an operator who shall en- sure uninterrupted water flow application. (3) Establishment of an effective water flow application rate of 1110 L/min (300 gpm) from two handlines, each of which shall have a minimum of 370 L/min (100 gpm). Attack and backup lines shall be operated by a minimum of two personnel each to effectively and safely maintain the line. (4) Provision of one support person for each attack and backup line deployed to provide hydrant hookup and to assist in line lays, utility control, and forcible entry. (5) A minimum of one victim search and rescue team shall be part of the initial full alarm assignment. Each search and rescue team shall consist of a minimum of two personnel. (6) A minimum of one ventilation team shall be part of the initial full alarm assignment. Each ventilation team shall consist of a minimum of two personnel. (7) If an aerial device is used in operations, one person shall function as an aerial operator who shall maintain primary control of the aerial device at all times. (8) Establishment of an IRIC that shall consist of a minimum of two properly equipped and trained personnel. 5.2.3.3 Additional Alarm Assignments. 5.2.3.3.1 The fire department shall have the capability for additional alarm assignments that can provide for additional 2001 Edition FIRE DEPARTMENT SERVICES 1710-9 personnel and additional services, including the application of water to the fire; engagement in search and rescue, forcible entry, ventilation, and preservation of property; accountability for personnel; and provision of support activities for those situations that are beyond the capability of the initial full alarm assignment. 5.2.3.3.2 When an incident escalates beyond an initial full alarm assignment or when significant risk is present to fire fighters due to the magnitude of the incident, the incident commander shall upgrade the IRIC to a full rapid interven- tion crew(s) (RIC) that consists of four fully equipped and trained fire fighters. 5.2.3.3.3 An incident safety officer shall be deployed to all incidents that escalate beyond an initial full alarm assignment or when significant risk is present to fire fighters. The incident safety officer shall ensure that the safety and health system is established as required in Section 6.1. 5.3* Emergency Medical Services. 5.3.1 Purpose. EMS operations shall be organized to ensure that the fire department's emergency medical capability in- cludes personnel, equipment, and resources to deploy the ini- tial arriving company and additional alarm assignments. The fire department shall be permitted to use established auto- matic mutual aid or mutual aid agreements to comply with the requirements of Section 5.3. 5.3.1.1 The purpose of this section shall be to provide stan- dards for the delivery of EMS by fire departments. 5.3.1.2 The fire department shall clearly document its role, responsibilities, functions, and objectives for the delivery of EMS. 5.3.2* System Components. 5.3.2.1 The basic treatment levels within an EMS system, for the purposes of this standard, shall be categorized as first re- sponder, basic life support (BLS), and advanced life support (ALS). The specific patient treatment capabilities associated with each level shall be determined by the authority having jurisdiction for the approval and licensing of EMS providers within each state and province. 5.3.2.2 The minimal level of training for all fire fighters that respond to emergency incidents shall be to the first responder/ AED level. The authority having jurisdiction shall determine if further training is required. 5.3.3 EMS System Functions. 5.3.3.1 The five basic functions within a career fire depart- ment EMS system shall be as follows: (1) Initial response to provide medical treatment at the loca- tion of the emergency (first responder with AED capabil- ity or higher) (2) BLS response (3) ALS response (4) Patient transport in an ambulance or alternative vehicle designed to provide for uninterrupted patient care at the ALS or BLS level while en route to a medical facility (5) Assurance of response and medical care through a quality management program 5.3.3.2 The fire department shall be involved in providing any or all of the functions as identified in 5.3.3.1(1) through 5.3.3.1(5). 5.3.3.3 Staffing. 5.3.3.3.1 On -duty EMS units shall be staffed with the mini- mum numbers of personnel necessary for emergency medi- cal care relative to the level of EMS provided by the fire department. 5.3.3.3.2 EMS staffing requirements shall be based on the minimum levels needed to provide patient care and member safety. 5.3.3.3.2.1 Units that provide emergency medical care shall be staffed at a minimum with personnel that are trained to the first responder/AED level. 5.3.3.3.2.2 Units that provide BLS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing emergency medical services licensing. 5.3.3.3.2.3 Units that provide ALS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing emergency medical services licensing. 5.3.3.4 Service Delivery Deployment. 5.3.3.4.1 The fire department shall adopt service delivery ob- jectives based on time standards for the deployment of each service component for which it is responsible. 5.3.3.4.2 The fire department's EMS for providing first re- sponder with AED shall be deployed to provide for the arrival of a first responder with AED company within a 4-minute re- sponse time to 90 percent of the incidents as established in Chapter 4. 5.3.3.4.3* When provided, the fire department's EMS for pro- viding ALS shall be deployed to provide for the arrival of an ALS company within an 8-minute response time to 90 percent of the incidents as established in Chapter 4. 5.3.3.4.4 Personnel deployed to ALS emergency responses shall include a minimum of two members trained at the emer- gency medical technician — paramedic level and two members trained at the emergency medical technician — basic level ar- riving on scene within the established response time. 5.3.4 Quality Management. 5.3.4.1 The fire department shall institute a quality manage- ment program to ensure that the service has appropriate re- sponse times as required in 4.1.2.1.1 for all medical responses. 5.3.4.2 All first responder and BLS medical care provided by the fire department shall be reviewed by the fire department medical personnel. This review process shall be documented. 5.3.4.3 All fire departments with ALS services shall have a named medical director with the responsibility to oversee and ensure quality medical care in accordance with state or provincial laws or regulations. This review process shall be documented. 5.3.4.4 Fire departments providing ALS services shall provide a mechanism for immediate communications with EMS super- vision and medical oversight. 5.4 Special Operations Response. 5.4.1 Special operations shall be organized to ensure that the fire department's special operations capability includes per- sonnel, equipment, and resources to deploy the initial arriving 2001 Edition 1710-10 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS company and additional alarm assignments providing such services. The fire department shall be permitted to use estab- lished automatic mutual aid or mutual aid agreements to com- ply with the requirements of Section 5.4. 5.4.2 The fire department shall adopt a special operations response plan and standard operating procedures that specify the role and responsibilities of the fire department and the authorized functions of members responding to hazardous materials emergency incidents. 5.4.3 All fire department members who are expected to re- spond to emergency incidents beyond the first responder op- erations level for hazardous materials response shall be trained to the applicable requirements of NFPA 472, Standard for Professional Competence of Responders to Hazardous Materials Incidents. 5.4.4 All fire department members who are expected to re- spond to emergency incidents beyond the confined space op- erations level for confined space operations shall be trained to the applicable requirements of NFPA 1670, Standard on Opera - lions and "Training for Technical Rescue Incidents. 5.4.5 The fire department shall have the capacity to imple- ment an RIC during all special operations incidents that would subject fire fighters to immediate danger of injury, or in the event of equipment failure or other sudden events, as re- quired by NFPA 1500, Standard on Fire Department Occupational Safely and Health Program. 5.4.6 If a higher level of emergency response is needed be- yond the capability of the fire department for special opera- tions, the fire department shall determine the availability of outside resources that deploy these capabilities and the proce- dures for initiating their response. The fire department shall be limited to performing only those specific special operations functions for which its personnel have been trained and are properly equipped. 5.5 Airport Rescue and Fire -Fighting Services. 5.5.1 Airport fire departments shall adopt operations re- sponse plan and standard operating procedures (SOPS) that specify the roles and responsibilities for non -aircraft incidents as required by 5.1.2. 5.5.2 Airport rescue and fire -fighting operations shall be or- ganized to ensure that the fire department's capability in- cludes personnel, equipment, and resources to deploy the ini- tial arriving company, the full initial alarm assignment, and additional alarm assignments as required in 5.2.3. 5.5.3 Airport fire departments shall have access to special tools, equipment, supplies, personal protective equipment (PPE), and other airport resources that are required to per- form operations safely and effectively in their assigned roles and responsibilities. 5.5.4 Deployment. 5.5.4.1 The airport fire department's ARFF resources shall deploy the required number of vehicles as required for the airport assigned category as established by NFPA 403, Standard forAircrafl Rescue and FireFighling Services at Airports. 5.5.4.2 Airport fire department companies equipped with specialized apparatus and equipment shall be provided to as- sist ARFF companies where deemed necessary as identified in 5.5.1. 5.5.4.3 Airport fire department companies that deploy to structural incidents on airport property shall meet the re- sponse time requirements of 4.1.2.1.1. 5.5.4.4 Airport fire department companies that deploy to emergency medical incidents on airport property shall meet the response time requirements of 5.3.3.4. 5.5.4.5 The airport fire department shall be permitted to use established automatic mutual aid or mutual aid agreements to comply with the requirements of Section 5.5. 5.5.5 Staffing. 5.5.5.1 Airport fire department ARFF companies shall be staffed as required by NFPA 403, Standard forAircrafl Rescue and Fire Fighting Seroiees at Airports. 5.5.5.2 Airport fire department companies that deploy to structural incidents on airport property shall meet the staffing requirements of 5.2.1. 5.5.5.3 Airport fire department companies that deploy to emergency medical incidents on airport property shall meet the staffing requirements of 5.3.3.3. 5.5.6 Emergency Operations. 5.5.6.1 At all emergency scene operations, an Incident Man- agement System shall be used that meets the requirements of Section 6.2. 5.5.6.2* Incident command shall be established outside of the hazard area for the overall coordination and direction of the initial full alarm assignment. 5.5.6.3 An individual shall be dedicated to this task of Inci- dent Commander. 5.5.6.4 An incident safety officer shall be deployed to all inci- dents that escalate beyond a full alarm assignment or when there is a significant risk to fire fighters. The incident safety officer shall ensure that the safety and health system is estab- lished as required in Section 6.1. 5.6* Marine Rescue and Fire -Fighting (MRFF) Services. 5.6.1 MRFF operations shall be organized to ensure that the fire department's marine capability includes personnel, equipment, and resources to deploy to the alarm assignments associated with a marine emergency incident. 5.6.2 The fire department shall adopt a marine operations response plan and SOPS that specify the roles and responsibili- ties of the fire department and the authorized functions of members responding to marine emergencies. 5.6.2.1 Fire department marine SOPS shall be coordinated with the applicable agencies, such as the port or harbor au- thority and supporting agencies. 5.6.3 Marine fire departments shall have access to special tools, equipment, supplies, PPE, and other marine resources that are required to perform operations safely and effectively in their assigned roles and responsibilities. 5.6.4 Staffing. 5.6.4.1 On -duty marine personnel shall be comprised of the numbers necessary for safe and effective fire -fighting perfor- mance relative to the expected MRFF conditions. 5.6.4.1.1 These numbers shall be determined through task analyses as required for types of marine vessels and through 2001 Edition FIRE DEPARTMENT SERVICES 1710-11 additional task analyses that take the following factors into consideration: (1) Life hazard to the populace protected (2) Provisions of safe and effective fire -fighting performance conditions for the fire fighters (3) Potential property loss (4) Nature, configuration, hazards, and internal protection of the properties involved (5) Types of tactics and evolutions employed as standard pro- cedure, type of marine vessel used, and results expected to be obtained at the fire scene (6) Requirements of the regulatory authorities having juris- diction over navigable waters, ports, and harbors 5.6.4.2 On -duty personnel assigned to marine fire fighting shall be organized into company units and shall have appro- priate vessels and equipment assigned to such companies. 5.6.4.2.1 Each marine company shall be led by an officer who shall be considered a part of the company. 5.6.5 Operating Units. 5.6.5.1* Fire companies whose primary function is to deliver and pump water and extinguishing agents at the scene of a marine incident shall be known as marine companies. 5.6.5.2 These companies shall be staffed with a minimum number of on -duty personnel as required by the tactical and occupancy hazards to which the marine vessel responds and by the regulatory authorities having jurisdiction over navi- gable waters, ports, and harbors. 5.7 Wildland Fire Suppression Services. 5.7.1 Wildland fire suppression operations shall be organized to ensure that the fire department's wildland fire suppression capability includes personnel, equipment, and resources to deploy wildland direct operations that can address marginal situations before they get out of control and wildland indirect fire -fighting operations that can be assembled and placed into operation against major wildland fires. 5.7.2 Fire departments performing wildland operations shall adopt a wildland fire -fighting operations response plan and SOPS that specify the roles and responsibilities of the fire de- partment and the authorized functions of members respond- ing to wildland fire emergencies. 5.7.2.1 All wildland fire suppression operations shall be orga- nized to ensure compliance with NFPA 295, Standard for Wild- fire Control 5.7.3 Fire departments performing wildland operations shall have access to special tools, equipment, supplies, PPE, and other wildland resources that are required to perform operations safely and effectively in their assigned roles and responsibilities. 5.7.4 Staffing. 5.7.4.1 On -duty wildland fire -fighting personnel shall be comprised of the numbers necessary for safe and effective fire- fighting performance relative to the expected wildland fire- fighting conditions. 5.7.4.1.1 These numbers shall be determined through task analyses that take the following factors into consideration: (1) Life hazard to the populace protected (2) Provisions of safe and effective fire -fighting performance conditions for the fire fighters (3) The number of trained response personnel available to the department including mutual aid resources (4) Potential property loss (5) Nature, configuration, hazards, and internal protection of the properties involved (6) Types of wildland tactics and evolutions employed as stan- dard procedure, type of apparatus used, and results ex- pected to be obtained at the fire scene (7) Topography, vegetation, and terrain in the response area(s) 5.7.4.2 On -duty personnel assigned to wildland operations shall be organized into company units and shall have appro- priate apparatus and equipment assigned to such companies. 5.7.4.2.1 The fire department shall identify minimum com- pany staffing levels as necessary to meet the deployment crite- ria to ensure that a sufficient number of members are as- signed, on duty, and available to safely and effectively respond with each company. 5.7.4.2.2 Each company shall be led by an officer who shall be considered a part of the company. 5.7.4.2.3 Supervisory chief officers shall be dispatched or no- tified to respond to all full alarm assignments. The supervisory chief officer shall ensure that the incident management sys- tem is established as required in Section 6.2. 5.7.5 Operating Units. 5.7.5.1 Fire companies whose primary function is to deliver and pump water and extinguishing agents at the scene of a wildland fire shall be known as wildland companies. 5.7.5.1.1 These companies shall be staffed with a minimum of four on -duty personnel. 5.7.5.2 Engine and ladder (truck) companies that respond to wildland fire -fighting and/or urban interface wildland fire- fighting incidents shall be staffed as required by 5.2.2. 5.7.5.3 Other types of companies equipped with special- ized apparatus and equipment for wildland fire fighting, including aircraft, heavy equipment, mini pumpers, and fast attack vehicles, shall be provided to assist wildland en- gine and ladder companies where deemed necessary as part of established practice. 5.7.5.3.1 These companies shall be staffed with a minimum number of on -duty personnel as required by the tactical, topo- graphical, environmental, fuel (vegetation), and occupancy hazards. 5.7.6 Deployment. 5.7.6.1 Required Number of Vehicles. The fire department's wildland resources shall deploy the required number of ve- hicles as required for a direct and/or an indirect attack. 5.7.6.1.1* Prior to the initiation of anywildland fire attack, the fire department shall have the capacity to establish a look- out(s), communications with all crew members, escape route(s), and safety zone(s) for vehicles and personnel. 5.7.6.2 Direct Attack. 5.7.6.2.1 The fire department shall have the capability to safely initiate a direct wildland attack within 10 minutes after arrival of the initial company or crew at the fire scene. 2001 Edition 1710-12 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 5.7.6.2.2 One individual in the first arriving company or crew shall be assigned as the incident commander for the overall coordination and direction of the direct attack activities. 5.7.6.2.3 The direct wildland attack shall include the follow- ing: (1) Establishment of an effective water flow application rate of II I L/min (30 gpm) from at least two 150 in (500 ft) 11/z in. diameter attack handlines from two engines. Each attack handline shall be operated by a minimum of two personnel to effectively and safely deploy and maintain the line. (2) Provision of one operator who shall remain with each fire apparatus supplying water flow to ensure uninterrupted water flow application. (3) Provision of a wildland crew leader or company officer with each crew who shall be responsible for overall super- vision of each of the crew and for maintaining personnel accountability and crew safety. 5.7.6.3 Indirect Attack. 5.7.6.3.1 The fire department providing wildland fire sup- pression operations shall have the capability to deploy an indi- rect attack, including application of water to the fire, engage- ment in search and rescue and preservation of property, accountability for personnel, and provision of support activi- ties for those situations that are beyond the capability of the direct attack. 5.7.6.3.2 An incident safety officer shall be deployed to all incidents that escalate beyond a direct attack alarm assign- ment or when there is a significant risk to fire fighters. 5.7.7 Nonwildland Emergencies. 5.7.7.1 Wildland companies that deploy to structural inci- dents shall meet the response time requirements of 4.1.2.1.1. 5.7.7.2 Wildland companies that deploy to emergency medi- cal incidents shall meet the response time requirements of 4.1.2.1.1. Chapter 6 Systems 6.1 Safety and Health System. A fire-fighter occupational safety and health program shall be provided in accordance with NFPA 1500, Standard on Fire Department Occupational Safely and Health Program. 6.2* Incident Management System. 6.2.1 An incident management system shall be provided in accordance with NFPA 1561, Standard on Emergency Services -In- cident Management System, to form the basic structure of all emergency operations of the fire department, regardless of the scale of the department or the emergency. 6.2.2* An effective incident management system shall be de- signed to manage incidents of different types, including struc- ture fires, wildland fires, hazardous materials incidents, emer- gency medical operations, and other types of emergencies that could be handled by the department. 6.3 Training Systems. The fire department shall have a train- ing program and policy that ensures that personnel are trained and competency is maintained to execute all responsi- bilities consistent with the department's organization and de- ployment as addressed in Chapters 4 and 5. 6.4 Communications Systems. 6.4.1 The fire department shall have a reliable communica- tions system to facilitate prompt delivery of public fire sup- pression, emergency medical services, and special operations. 6.4.2 All communications facilities, equipment, staffing, and operating procedures shall comply with NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. 6.4.3 Operating procedures for radio communications shall provide for the use of standard protocols and terminology at all types of incidents. 6.4.3.1 Standard terminology, in compliance with NFPA 1561, Standard on Emergency Services Incident Management System, shall be es- tablished to transmit information, including strategic modes of op- eration, situation reports, and emergency notifications of imminent hazards. 6.5* Pre -Incident Planning. The fire department shall set forth operational requirements to conduct pre -incident planning. Particular attention shall be provided to all target hazards. Annex A Explanatory Material Annex A is not a part of the requirements of this NFPA document but is included for informational purposes only. This annex contains explanatory material, numbered to correspond with the applicable text paragraphs. A.1.1 The standard includes minimum requirements that are intended to provide effective, efficient, and safe protective ser- vices that operate on a sound basis to prevent fires and reduce risk to lives and property, to deal with incidents that occur, and to prepare for anticipated incidents. It sets minimum stan- dards considered necessary for the provision of public fire protection by career fire departments. It addresses the struc- ture and operation of organizations providing such services, including fire suppression and other assigned emergency re- sponse responsibilities, which include emergency medical ser- vices and special operations. A.1.2.1 A fundamental concept of fire risk is associated with modern society. Public fire service organizations are expected to reduce the risk within their areas of jurisdiction by taking measures to prevent the outbreak of fires, to limit the extent and severity of fires, to provide for the removal or rescue of endangered persons, to control and extinguish fires that occur within the jurisdiction, and to perform other emergency response operations and delivery of emer- gency medical services. The cumulative effects of preventive efforts, risk reduction and control, and fire suppression capabilities result in variable levels of risk to the jurisdictions and their residents. The risk remaining after deducting the cumulative effect of the public fire service organization's efforts is the responsibil- ity of each individual, including owners, operators, occupants, and casual visitors to properties. It should be noted that fire risk cannot be completely avoided or eliminated. A.3.2.1 Approved. The National Fire Protection Association does not approve, inspect, or certify any installations, proce- dures, equipment, or materials; nor does it approve or evalu- 2001 Edition ANNEX A 1710-13 ate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the author- ity having jurisdiction may base acceptance on compliance with NFPA or other appropriate standards. In the absence of such standards, said authority may require evidence of proper installation, procedure, or use. The authority having jurisdic- tion may also refer to the listings or labeling practices of an organization that is concerned with product evaluations and is thus in a position to determine compliance with appropriate standards for the current production of listed items. A.3.2.2 Authority Having Jurisdiction. The phrase "authority having jurisdiction" is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where public safety is primary, the au- thority having jurisdiction may be a federal, state, local, or other regional department or individual such as a fire chief; fire marshal; chief of a fire prevention bureau, labor depart- ment, or health department; building official; electrical in- spector; or others having statutory authority. For insurance purposes, an insurance inspection department, rating bureau, or other insurance company representative may be the au- thority having jurisdiction. In many circumstances, the prop- erty owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or departmental official may be the authority having jurisdiction. A.3.3.1.1 Automatic Aid. The capabilities of personnel and equipment for a predetermined response to a neighboring jurisdiction upon receipt of an alarm, this process is accom- plished through simultaneous dispatch, is documented in writing, and is included as part of a communication center's dispatch protocols. A.3.3.1.2 Mutual Aid. A written policy or contract that allows for the deployment of personnel and equipment to respond to an alarm in another jurisdiction, this is part of the written deployment criteria for response to alarms as dispatched by a communication center. (See also 3.3.1.1.) A.3.3.2 Aircraft Rescue and Fire Fighting. Such rescue and fire -fighting actions are performed both inside and outside of the aircraft. A.3.3.3 Aircraft Rescue and Fire -Fighting (ARFF) Vehicle. The apparatus is typically equipped with a large water tank (com- mencing at 1000 gal and extending to over 6000 gal) ; a supply of fire -fighting extinguishing agents; remote -controlled large roof turret(s), extendable turret nozzle(s), and bumper turret(s) (ground sweep nozzles) that are used for the discharge of extin- guishing agent; and pre -connected handlines. A.3.3.4 Airport Fire Department Personnel. These individuals can also be responsible for additional fire protection and sup- pression, emergency medical, and other emergency response within the boundaries of the airport facility. A.3.3.5 Alarm. In some jurisdictions this is referred to as an incident or call for service. A.3.3.6 Apparatus. Examples include fire engines, water ten ders, and ladder trucks. A.3.3.8 Company. For fire suppression, jurisdictions exist where the response capability of the initial arriving company is configured with the response of two apparatus. In some juris- dictions, apparatus is not configured with seated and belted positions for four personnel and therefore would respond with an additional vehicle in consort with the initial arriving engine to carry additional personnel. This response would be to ensure that a minimum of four personnel are assigned to and deployed as a company. The intent of this definition and the requirements in the standard are to ensure that these two (or more) pieces of apparatus would always be dispatched and respond together as a single company. Some examples of this include the following: (1) Engine and tanker/tender that would be responding out- side a municipal water district (2) Multiple -piece company assignment, specified in afire de- partment's response SOPS, such as an engine company response with a pumper and a hose wagon (3) Engine with a vehicle personnel carrier (4) Engine with an ambulance or rescue unit "Company," as used in this standard, is synonymous with company unit, response team, crew, and response group, rather than a synonym for a fire department. A.3.3.16 Fire Suppression. Fire suppression includes all activi- ties performed at the scene of a fire incident or training exer- cise that expose fire department members to the dangers of heat, flame, smoke, and other products of combustion, explo- sion, or structural collapse. A.3.3.17 First Responder (EMS). The first responder also as- sists higher level emergency medical service providers. A.3.3.19 Hazard. Hazards include the characteristics of fa- cilities, equipment systems, property, hardware, or other objects; and the actions and inactions of people that create such hazards. A.3.3.21 High Hazard Occupancy. Also included would be high -risk residential occupancies, neighborhoods with structures in close proximity to one another, special medi- cal occupancies, high-rise occupancies, and hazardous ma- terials occupancies. A.3.3.23 Incident Management System (IMS). Such systems are often referred to as incident command systems (ICS). A.3.3.27.2 Basic Life Support (BLS). Basic life support per- sonnel also assist higher level EMS providers. A.3.3.28 Marine Rescue and Fire Fighting. Marine companies can be utilized for special operations, including a platform for dive and scuba operations and for providing a secure water supply for land -based operations. A.3.3.29 Member. A fire department member can be a full- time or part-time employee or a paid or unpaid volunteer, can occupy any position or rank within the fire department, and can engage in emergency operations. A.3.3.30.1 Company Officer. This person can be someone ap- pointed in an acting capacity. The rank structure could be either sergeant, lieutenant, or captain. A.3.3.30.2 Supervisory Chief Officer. A supervisory chief of- ficer is above that of a company officer, who responds auto- matically and/or is dispatched to an alarm beyond the initial alarm capabilities, or other special calls. In some jurisdictions this is the rank of battalion chief, district chief, deputy chief, assistant chief, or senior divisional officer (UK fire service). A.3.3.31 Public Fire Department. The term fire department in- cludes any public, governmental, private, or military organiza- tion engaging in this type of activity. 2001 Edition 1710-14 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS A.3.3.33 Rapid Intervention Crew (RIC). The RIC report di- rectly to the incident commander or operations chief. This dedicated crew is not to be confused with the IRIC. A.3.3.36 Special Operations. Special operations include wa- ter rescue, extrication, hazardous materials, confined space entry, high -angle rescue, aircraft rescue and fire fighting, and other operations requiring specialized training. A.3.3.37 Staff Aide. This member is assigned to a supervisory chief officer who assists at incident scene operations, which can include personnel accountability, communications, and other logistical and administrative support. In addition, this member can assist in coordinating training activities, respond to citizen inquiries, coordinate staffing issues and sick leave follow-up, and resource allocations for facilities and apparatus under the supervisory chief officer's jurisdiction. Staff aides can be known as field incident technician, staff assistant, bat- talion fire fighter, or battalion adjutant. A.3.3.42.3 Dispatch Time. Dispatch times are addressed in NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. These include call - taking and call -processing requirements. A.4.1.1 The authority having jurisdiction generally has the responsibility to determine the following: (1) Scope and level of service provided by the fire department (2) Necessary level of funding (3) Necessary level of personnel and resources, including facilities In order to provide service, the authority having jurisdic- tion should have the power to levy taxes or solicit funding, to own property and equipment, and to cover personnel costs. The authority necessary is conveyed by law to a local jurisdiction. In addition, the governing body also should monitor the achievement of the management goals of the department, such as fire prevention, community life safety education, fire suppression, employee training, communications, mainte- nance, and department administration. The organizational statement is a very important basis for many of the provisions of this standard. The statement sets forth the legal basis for operating a fire department, the orga- nizational structure of the fire department, number of mem- bers, training requirements, expected functions, and authori- ties and responsibilities of various members or defined positions. A key point is to clearly set out the specific services the fire department is authorized and expected to perform. Most fire departments are responsible to a governing body. The govern- ing body has the right and should assert its authority to set the specific services and the limits of the services the fire depart- ment will provide, and it has the responsibility to furnish the necessary resources for delivery of the designated services. The fire department should provide its governing body with a specific description of each service with options or alternatives and an accurate analysis of the costs and resources needed for each service. Such services could include structural fire fighting, wild - land fire fighting, airport/aircraft fire fighting, emergency medical services, hazardous materials response, high angle rescue, heavy rescue, and others. Spelling out the specific parameters of services to be pro- vided allows the fire department to plan, staff, equip, train, and deploy members to perform these duties. It also gives the governing body an accounting of the costs of services and al- lows it to select those services they can afford to provide. Like- wise, the governing body should identify services it cannot af- ford to provide and cannot authorize the fire department to deliver, or it should assign those services to another agency. The fire department should be no different than any other government agency that has the parameters of its authority and services clearly defined by the governing body. Legal counsel should be used to ensure that any statutory services and responsibilities are being met. The majority of public fire departments are established under the charter provisions of their governing body or through the adoption of statutes. These acts define the le- gal basis for operating a fire department, the mission of the organization, the duties that are authorized and expected to be performed, and the authority and responsibilities that are assigned to certain individuals to direct the operations of the fire department. The documents that officially establish the fire department as an identifiable organization are necessary to determine spe- cific responsibilities and to determine the parties responsible for compliance with the provisions of this standard. In many cases, these documents can be part of state laws, a municipal charter, or an annual budget. In such cases, it would be appropriate to make these existing documents part of the organizational statement, if applicable. A.4.1.2 There can be incidents or areas where the response criteria are impacted by circumstances such as response per- sonnel who are not on duty, nonstaffed fire station facilities, natural barriers, traffic congestion, insufficient water supply, and density of population or property. The reduced level of service should be documented in the written organizational statement by the percentage of incidents and geographical areas for which the response time criteria are achieved. A.4.1.2.1.1(2) This service delivery requirement is intended to have a fire department plan and situate its resources to consistently meet a 4-minute initial company fire suppression response and an 8-minute full alarm fire response assignment. However, it is recognized that while on some occasions (for example, a company is out of service for training) the initial company response may not be met in the 4-minute require- ment, the 8-minute criterion must always be met. A.4.4.2 Occupational Safety and Health Administration (OSHA) regulations require that all fire departments be trained to respond to hazardous materials incidents at the first responder operations level. Title III of the Superfund Amendments and Reauthoriza- tion Act of 1986 (SARA), known as the Emergency Planning and Right -to -Know Act, established requirements for federal, state, and local governments and industrial facilities regarding emergency planning for spills or other releases, and commu- nity right -to -know reporting of hazardous and toxic chemicals. The Emergency Planning and Right to -Know Act of 1986 cov- ers the following four major areas thatwill provide the fire service and communities with a broad perspective on the chemical haz- ards within the local area and those at individual facilities: (1) Sections 301 through 303 — emergency planning (2) Section 304 — emergency release notification (3) Sections 311 and 312 — community right -to -know report - mg requirements (4) Section 313 — toxic chemical release inventory 2001 Edition ANNEX A 1710-15 A.4.8.1 Where appropriate, the mutual aid agreement should include automatic responses on first alarms (automatic aid). This concept contemplates joint response of designated apparatus and personnel on a predetermined running assign- ment basis. Mutual aid concepts should be considered on a regional basis. In an effective mutual aid arrangement, each fire de- partment should retain reserves of personnel and apparatus. Traditionally and legally, overall command of the incident is vested with the senior officer of the jurisdiction experiencing the emergency. Some areas use consolidated dispatching to coordinate the response of fire companies to assist an outside fire department The management of responses can be made easier by utilizing computerization, "running cards," and other advance planning. A.5.2 Suppression capability is an expression of how much fire -fighting power can be put into action when there is a fire. It includes the amount of apparatus, equipment, and person- nel available; the time needed to respond and place equip- ment in action; the water supply; the application of strategy and tactics; the level of training; and all of the components that add up to effective fireground operations. A.5.2.1.1 For more information, see NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management; FEMA, National Fire Academy, "Fire Risk Analysis: A Systems Approach'; Phoenix, AZ Fire Department, "Fire Department Evaluation System (FIREDAP)." A.5.2.1.2 For further information on companies, see 3.3.8 and A.3.3.8. A.5.2.1.2.1 An early aggressive and offensive primary interior attack on a working fire, where feasible, is usually the most effective strategy to reduce loss of lives and property damage. In Figure A.5.2.1.2.1 the line represents a rate of fire propaga- tion, which combines temperature rise and time. It roughly corresponds to the percentage of property destruction. At ap- proximately 10 minutes into the fire sequence, the hypotheti- cal room of origin flashes over. Extension outside the room begins at this point. 100 90 80 0 70 0 in 60 T 50 n 0 n 40 0 C 30 20 a 10 ) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Minutes FIGURE A.5.2.1.2.1 Fire propagation curve. Consequently, given that the progression of a structural fire to the point of flashover (i.e., the very rapid spreading of the fire due to superheating of room contents and other combustibles) generally occurs in less than 10 minutes, two of the most impor- tant elements in limiting fire spread are the quick arrival of suffi- cient numbers of personnel and equipment to attack and extin- guish the fire as close to the point of its origin as possible. For more information, refer to Fire Service l'oday, "Reduced Staffing: At What Cost," and NIST, "Hazard I Fire Hazard Assessment Method." Also, refer to National Fire Academy, "Fire Risk Analy- sis: ASystemsApproach," and Office of the Ontario Fire Marshal, Sharing the Fulure of Fire Ground Staffing and Delivery Systems within a Comprehensive Fire Safely Effectiveness Model. The ability of adequate fire suppression forces to greatly influence the outcome of a structural fire is undeniable and predictable. Data generated by NFPA provides empirical data that rapid and aggressive interior attack can substantially re- duce the human and property losses associated with structural fires (see TableA.5.2.1.2.1). Table A.5.2.1.2.1 Fire Extension in Residential Structures 1994-1998 Rate per 1000 Fires Dollar Civilian Civilian Loss per Extension Deaths Injuries Fire Confined to the 2.32 35.19 3,185 room of origin Beyond the room but 19.68 96.86 22,720 confined to the floor of origin Beyond the floor of 26.54 63.48 31,912 origin Note: Residential structures include dwellings, duplexes, manufac- tured homes (also called mobile homes), apartments, row houses, townhouses, hotels and motels, dormitories, and barracks. Source: NFPA Annual Fire Expmence Survey and National Fire Incident lb?porting System. A.5.2.1.2.3 The assignment of specific response districts to command officers should be based on the number of compa- nies, workload, and response distances. Department adminis- trative procedures should indicate clearly the jurisdiction of command officers. A.5.2.1.2.5 For further information on staff aides, see 3.3.37. A.5.2.3.1.2 NFPA 1500, Standard on Fire Department Occupa- tional Safely and Health Program; 29 CFR 1910.134; and U.S. Department of Labor, Occupational Safety & Health Adminis- tration, Memorandum for RegionalAdminWration and State Desig_ nees; Response to IDLH or Potential IDLHAlmospheres. The initial rapid intervention crew (IRIC) and the rapid intervention crew (RIC) members are equipped with the fire fighters' protective ensemble, including protective clothing and equipment as required by NFPA 1500. A.5.2.3.2.1 For the purposes of this standard, the initial full alarm assignment capability is for a response to a structural fire in a typical 264 in (2000 ft2), two-story, single-family occu- pancy without a basement and with no exposures (detached home). All communities respond to fire incidents in this type 2001 Edition 1710-16 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS of structure on a regular basis and therefore the hazards pre- sented by this scenario are not unusual. Other occupancies and structures in the community that present greater hazards should be addressed by additional fire fighter functions and additional responding personnel on the initial full alarm assignment. For further information on the classification of hazards, see NFPA Fire Protection Handbook, 18th edition. A.5.3 An EMS is defined as a comprehensive, coordinated arrangement of resources and functions that are organized to respond in a timely, staged manner to medical emergencies, regardless of their cause. The term system can be applied lo- cally, at the state, province, or national level. The fundamental functions of an EMS system are the following: (1) System organization and management (2) Medical direction (3) Human resources and training (4) Communications (5) Emergency response (6) Transportation (7) Care facilities (8) Quality assurance (9) Public information and education (10) Disaster medical services (11) Research (12) Special populations A.5.3.2 The following four functions do not necessarily exist as separate elements in a particular system: (1) The first responding unit can be an ALS ambulance that can provide ALS treatment and ambulance transportation. (2) The first responding unit can be a fire suppression unit that can provide both initial and advanced level medical care. (3) ALS can be provided by the ambulance or by an addi- tional fire suppression unit or a unit that is dedicated to ALS response only. (4) The system may not have ALS treatment capability — only a fire apparatus with fire fighters trained as first re- sponder AFT) can respond. A.5.3.3.4.3 The American Heart Association recommends the minimum required personnel for an emergency cardiac care response. In those systems that have attained survival rates higher than 20 percent for patients with ventricular fibrillation, response teams include, as a minimum, two ALS providers and two BLS providers. See "Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care," JAMA; "Basic Trauma Life Support for Paramedics and Other Providers," ACEP; "Pre -Hospital Trauma Life Support," ACS; "Pediatric Advanced Life Support," AHA; and "Emergency Care and Transportation of the Sick and Injured," AAOS. A.5.5.6.2 The U.S. Air Force has defined the areas involved in the emergency within 240 in (75 ft) of the aircraft as immedi- ately dangerous to life and health (IDLH). A.5.6 For additional information on marine firefighting, see NFPA 1405, Guide for Land -Based Fire Fighters Who Respond to Marine Vessel Fires. A.5.6.5.1 For additional information on marine rescue and fire -fighting vessels, see NFPA 1925, Standard on Marine Fire - Fighting Vessels. A.5.7.6.1.1 A system developed by Chief Paul Gleason of the United States Forest Service addresses specific mandatory fire orders in a system termed LC,ES, which stands for lookout(s), communication(s), escape route(s), and safety zone (s). These four items are to be implemented as an integrated system by a single resource unit, a strike team, or a full assignment. The implementation of LCES is a minimum safety requirement prior to the initiation of any wildland fire -fighting operations. A.6.2 Emergency incidents can involve operations that vary considerably in their complexity and scale. The control of these incidents depends on the planned, systematic imple- mentation of an effective fireground organization to accom- plish identified objectives. Every fire department, regardless of size, needs a proper system to regulate and direct emer- gency forces and equipment at both routine and major inci- dents. The incident management system forms the basic stmc- ture of operations, regardless of scale. An effective system is designed to manage incidents of different types, including structure fires, wildland fires, hazardous materials incidents, and medical and other emergencies. A.6.2.2 Unlike fire incidents where command is normally predicated by rank structure, EMS patient care is based upon statutory recognition of the individual with the highest level of medical certification. It is recommended that departments adopt protocols that define the degree of both member and nonmember involvement in direct patient care based upon local standards, medical control, and statutory requirements. A.6.5 For additional information, see NFPA 1620, Recom- mended Practice forPrelncident Planning Annex B Informational References BA Referenced Publications. The following documents or portions thereof are referenced within this standard for infor- mational purposes only and are thus not part of the require- ments of this document unless also listed in Chapter 2. B.1.1 NFPA Publications. National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA 02269- 9101. NFPA 1221, Standard for the -Installation, Maintenance, and Use of Emergency Services Communications Systems, 1999 edition. NFPA 1250, Recommended Practice in Emergency Service Organi- zation Risk Management, 2000 edition. NFPA 1405, Guidefor Land -Based Fire Fighters Who Respond to Marine Vessel Fires, 2001 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 1997 edition. NFPA 1620, Recommended Practice for Prelncident Planning 1998 edition. NFPA 1925, Standard on Marine]iireFighting Vessels 1998 edi- tion. NFPA Annual Fire Experience Survey and National Fire Incident Reporting System. Fire Protection Handbook, 18th edition, 1997. Fire Service Today, Gerard, J.C. and A.T. Jacobsen, "Reduced Staffing: At What Cost," September 1981. B.1.2 Other Publications. B.1.2.1 AMA Publication. American Medical Association, 515 North State Street, Chicago, IL 60610. 2001 Edition ANNEX B 1710-17 "Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care." 1992. Journal of lheAmerican Medical Association, 268(16) (October 28). B.1.2.2 CFAI Publication. Commission on Fire Accreditation International, 4500 Southgate Place, Suite 100, Chantilly, VA 20151. Fire and Emergency Service Self Assessment Manuals, National Fire Service Accreditation Program. B.1.2.3 FEMA Publication. Federal Emergency Management Agency, Washington, DC 20002. "Fire Risk Analysis: A Systems Approach," NFA-SM-FRAS, National Emergency Training Center, National Fire Academy, July 20, 1984. B.1.2.4 NIST Publication. National Institute of Standards and Technology, Bldg. 820, Rm. 164, Gaithersburg, MD 20899. "Hazard I Fire Hazard Assessment Method," U.S. Depart- ment of Commerce, June 1991. B.1.2.5 U.S. Government Publications. U.S. Government Printing Office, Washington, DC 20402. Memorandum for RegionalAdministration and State Designs; Re- sponse to IDLH or Potential IDLH Atmospheres, Department of Labor, Occupational Safety & Health Administration. Title 29, Code of Federal Regulations, Part 1910.134, "Respira- tory Protection," 1998. B.1.2.6 Other Publications. "Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care," JAMA, August 2000. "Basic Trauma Life Support for Paramedics and Other Pro- viders," American College of Emergency Physicians; John Campbell (ed); 1997. Office of the Ontario Fire Marshal, Shaping lheFulure of Fire Ground Staffing and Delivery Systems within a Comprehensive Fire Safely Effectiveness Model, 1993. "Pre -Hospital Trauma Life Support," American College of Surgeons; Paturaas, Wertz and McSwain (eds); 1999. "Pediatric Advanced Life Support," American Heart Asso- ciation; Besson (ed); 1997. Phoenix, AZ Fire Department, "Fire Department Evalua- tion System (FIREDAP)," December 1991. "Emergency Care and Transportation of the Sick and In- jured," American Association of Orthopedic Surgeons; Browner (ed); 1999. B.2 Informational References. The following documents or portions thereof are listed here as informational resources only. They are not a part of the requirements of this document B.2.1 IAFF Publications. International Association of Fire Fighters, 1750 New York Avenue, NW, Washington, DC 20006. Department of Research and Laborlssues, "Effectiveness of Fire - Based EMS," 1995. Department of Research and Labor Issues, "Safe Fire Fighting Staffing," 1993. B.2.2 U.S. Government Publications. U.S. Government Print- ing Office, Washington, D.C. 20402. Title 29, Code of Federal Regulations, Part 1910.120, "Hazard- ous Waste Operations and Emergency Response," 1986. Title 29, Code of Federal Regulations (OSHA), Part 1910.156, "Fire Protection; Means of Egress; Hazardous Materials." B.3 References for Extracts. The following documents are listed here to provide reference information, including title and edition, for extracts given throughout this standard as indicated by a reference in brackets [ ] following a section or paragraph. These documents are not a part of the require- ments of this document unless also listed in Chapter 2 for other reasons. B.3.1 NFPA Publications. National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA 02269- 9101. NFPA 295, Standard for Wildfire Control, 1998 edition. NFPA 402, Guide forAircrafl Rescue and Fire Fighting Opera - lions, 1996 edition. NFPA 403, Standard for Aircraft Rescue and KmFighting Ser- vices at Airports, 1998 edition. NFPA 801, Standard for Fire Protection for Facilities Handling Radioactive Materials, 1998 edition. NFPA 1002, Standard for FireApparalusDriver/OperatorProfes- sional Qualifications, 1998 edition. NFPA 1021, Standard for Fire Officer Professional Qualifications, 1997 edition. NFPA 1142, Standard on Water SuppliesforSuburban and Rural Fire Fighting 2001 edition. NFPA 1201, Standard for Developing Fire Protection Services for the Public, 2000 edition. NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 1999 edition. NFPA 1404, Standard for a Fire Department Self -Contained BreathingApparalus Program, 1996 edition. NFPA 1410, Standard on Training for Initial Emergency Scene Operations, 2000 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 1997 edition. NFPA 1561, Standard on Emergency Services Incident Manage- ment System, 2000 edition. NFPA 1581, Standard on Fire Department Infection Control Pro- gram, 2000 edition. 2001 Edition 1710-18 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS Index © 2001 National Fire Protection Association. All Rights Reserved. The copyright in this index is separate and distinct from the copyright in the document that it indexes. The licensing provisions set firth for the document are not applicable to this index. This index may not be reproduced in whole or in part by any means without the express written permission of NFPA. -A- Advanced life support (ALS) (definition) ..................... 3.3.27.1 Aid Automatic Definition ......................................... 3.3.1.1, A.3.3.1.1 Intercommunity organization .............................. A.4.8.1 Definition---------------------------------------------------------- 3.3.1 Mutual Definition ......................................... 3.3.1.2, A.3.3.1.2 Intercommunity organization ....................... 4.8.1, A.4.8.1 Aircraft rescue and fire fighting (definition) ............ 3.3.2, A.3.3.2 Aircraft rescue and fire -fighting vehicle (ARFF) (definition) ......................... 3.3.3, A.3.3.3 Airport fire department personnel (definition) ......... 3.3.4, A.3.3.4 Airport rescue and fire -fighting services Deployment....................................................... 5.5.4 Organization-------------------------------------------------------- 4.5 Response............................................................. 5.5 Staffing............................................................. 5.5.5 Alarm (definition) .......................................... 3.3.5, A.3.35 Alarm time (definition) .......................................... 3.3.42.1 Apparatus Definition ................................................ 3.3.6, A.3.3.6 Fire (definition) ................................................ 3.3.6.1 Quint (definition) .............................................. 3.3.6.2 Specialized (definition) ........................................ 3.3.6.3 Approved (definition) ...................................... 3.2.1, A.3.2.1 Attack Definition---------------------------------------------------------- 3.3.7 Initial (definition) .............................................. 3.3.7.1 Sustained (definition) .......................................... 3.3.7.2 Authority having jurisdiction Definition ................................................ 3.2-2, A-3-2.2 Organizational statement ...................................... A.4.1 1 Automatic aid Definition ............................................ 3.3.1.1, A.3.3.1.1 Intercommunity organization ................................. A.4.8.1 Automatic external defibrillators (AED) ................. 4.3.2, 4.3.2.1 -$- Basic life support (definition) ...................... 3.3.27.2, A.3.3.27.2 -C- Call processing time (definition) ............................... 3.3.42.2 Communications systems ............................................. 6.4 Company (definition) ...................................... 3.3.8, A.3.3.8 Company officer Definition .......................................... 3.3.30.1, A.3.3.30.1 Staffing--------------------------------------------------------- 5.2-1-2.2 -D- Definitions-------------------------------------------------------- Chap. 3 Deployment Airport rescue and fire -fighting services ........................ 5.5.4 Emergency medical services (EMS) ............. 5.3.3.4, A5.3.3.4.3 Fire department services ......................................... 5.2.3 Initial arriving company .......................... 5.2.3.1, A5.2.3.1.2 Initial full alarm assignment capability ......... 5.2.3.2, A.5.2.3.2.1 Dispatch time (definition) .......................... 3.3.42.3, A.3.3.42.3 -E- Emergency incident (definition) ................................... 3.3.9 Emergency medical care (definition) ............................. 3.3.10 Emergency medical services (EMS) ........................... 5.3, A5.3 Organization-------------------------------------------------------- 4.3 Purpose............................................................ 5.3.1 Quality management ............................................. 5.3.4 Service delivery deployment ..................... 5.3.3.4, A5.3.3.4.3 System components ..................................... 5.3-2,A.5.3.2 System functions .................................................. 5.3.3 System staffing .................................................. 5.3.3.3 Emergency operations ................................... 5.5.6, A55.6.2 Definition........................................................ 3.3.11 Engine companies ................................................. 5.2.2.1 -F- Fire apparatus (definition) ........................................ 3.3.6.1 Fire chief (definition) .............................................. 3.3.12 Fire department Organization Airport rescue and fire -fighting services ....................... 4.5 Emergency medical services .................................... 4.3 Fire suppression services ........................................ 4.2 Intercommunity........................................ 4.8, A.4.8.1 Marine rescue and fire -fighting services ....................... 4.6 Special operations ...................................... 4.4, A.4.4.2 Wildland fire suppression services ............................. 4.7 Organizational statement ........................ 4.1, A.4.1.1, A.4.1.2 Services--------------------------------------------------------- Chap. 5 Deployment.................................................... 5.2.3 Additional alarm assignment ............................ 5.2.3.3 Initial arriving company .................... 5.2.3.1, A5.2.3.1.2 Initial full alarm assignment capability ................. 5.2.3-2, A.5.2.3.2.1 Fire suppression .......................................... 5.2, A.5-2 Operating units ................................................ 5.2.2 Purpose........................................................... 5.1 Staffing---------------------------------------------------------- 5.2.1 Staffing ................................................. 5.2.1, A.5.2.1.1 Fire department member (definition) ............................ 3.3.13 Fire department vehicle (definition) ............................. 3.3.14 Fire fighting Airport rescue ....................................................... 4.5 Definition ................................................ 3.3.2, A.3.3.2 Marine rescue ....................................................... 4.6 Wildland fire suppression .......................................... 4.7 Fire protection (definition) ........................................ 3.3.15 Fire suppression Definition .............................................. 3.3.16, A.3.3.16 Services Deployment.................................................... 5.2.3 Operating units ................................................ 5.2.2 Organization..................................................... 4.2 Purpose.................................................... 5.2, A.5.2 Staffing ................................ 5.2.1, 5.2.2, 5.2.3, A.5.2.1.2 Wildland fire --------------------------------------------------------- 4.7 First responder (EMS) Definition .............................................. 3.3.17, A.3.3.17 Organizational statement ............................... 4.3.2, 4.3-2.1 Forcible entry (definition) ......................................... 3.3.18 2001 Edition INDEX 1710-19 -G- General terms (definition) ............................................ 3.1 -H- Hazard (definition) ...................................... 3.3.19, A.3.3.19 Hazardous materials Definition........................................................ 3.3.20 Special operations requirements ............................. A.4.4.2 High hazard occupancy (definition) ................... 3.3.21, A.3.3.21 -I- Incident commander (definition) ................................. 3.3.22 Incident management systems ................................. 6.2, A.6.2 Definition .............................................. 3.3.23, A.3.3.23 Incident safety officer Definition........................................................ 3.3.24 Deployment ................................................... 5.2.3.3.3 Initial attack (definition) .......................................... 3.3.7.1 Initial full alarm assignment Definition........................................................ 3.3.25 Deployment ........................................ 5.2.3.2, A.5.2.3.2.1 Initial rapid intervention crew (IRIC) Definition........................................................ 3.3.26 Deployment ........................... 5.2.3.1.2, 5.2.3.3.2, A.5.2.3.1.2 Intereommunity organization ................................ 4.8, A.4.8.1 Life support Advanced (definition) ........................................ 3.3.27.1 Basic (definition) ................................. 3.3.27.2, A.3.3.27.2 Definition........................................................ 3.3.27 -M- Marine rescue and fire fighting (MRFF) ..................... 5.6, A.5.6 Definition .............................................. 3.3.28, A.3.3.28 Operating units ........................................ 5.6.5, A.5.6.5.1 Organization........................................................ 4.6 Staffing............................................................. 5.6.4 Member (definition) .................................... 3.3.29, A.3.3.29 Mutual aid Definition ............................................ 3.3.1.2, A.3.3.1.2 Intercommunity organization .......................... 4.8.1, A.4.8.1 -O- Officers Company (definition) ............................ 3.3.30.1, A.3.3.30.1 Definition........................................................ 3.3.30 Staffing ..................... 5.2.1.2.2, 5.2.1.2.4, 5.2.1.2.5, A.5.2.1.2.5 Supervisory chief (definition) ................... 3.3.30.2, A.3.3.30.2 Organization...................................................... Chap. 4 Airport rescue and fire -fighting services .......................... 4.5 Emergency medical services ....................................... 4.3 Fire department..................................................... 4.1 Fire suppression services ........................................... 4.2 Intercommunity........................................... 4.8, A.4.8.1 Marine rescue and fire -fighting services .......................... 4.6 Special operations ......................................... 4.4, A.4.4.2 Wildland fire suppression services ................................ 4.7 -P- PP-incident planning systems ................................. 6.5, A.65 Public fire department (definition) .................... 3.3.31, A.3.3.31 Public safety answering point (PSAP) (definition) .............. 3.3.32 Purpose of the standard ..................................... 1.2, A.1.2.1 -Q- Quint apparatus Definition........................................................ 3.3.6.2 Staffing........................................................... 5.2.2.4 -R- Rapid intervention crew (RIC) Definition .............................................. 3.3.33, A.3.3.33 Deployment ................................................... 5.2.3.3.2 Referenced publications ............................. Chap. 2, Annex B Related activities (definition) ..................................... 3.3.34 Rescue (definition) ................................................. 3.3.35 Response time Definition...................................................... 3.3.42.4 Organizational statement ...................................... 4.1.2.1 Special operations .................................................. 5.4 -S- Safety and health systems ............................................. 6.1 Scope of the standard .......................................... 1.1, A.1.1 Shall (definition)..................................................... 3.2.3 Should (definition).................................................. 3.2.4 Specialized apparatus (definition) ............................... 3.3.6.3 Special operations Definition .............................................. 3.3.36, A.3.3.36 Organization ............................................... 4.4, A.4.4.2 Response............................................................. 5.4 Staff aide (definition) ................................... 3.3.37, A.3.3.37 Standard operating procedure (definition) ...................... 3.3.38 Structural fire fighting (definition) ............................... 3.3.39 Supervisory chief officers Definition .......................................... 3.3.30.2, A.3.3.30.2 Staffing ..................... 5.2.1.2.2, 5.2.1.2.4, 5.2.1.2.5, A.5.2.1.2.5 Sustained attack (definition) ..................................... 3.3.7.2 Systems............................................................ Chap. 6 Communications.................................................... 6.4 Incident management ............................. 6.2, A.6.2, A.6.2.2 Pre -incident planning ....................................... 6.5, A.65 Safety and health .................................................... 6.1 Training.............................................................. 6.3 -T- Tactical considerations (definition) .............................. 3.3.40 Team (definition)................................................... 3.3.41 Time Alarm (definition) ............................................ 3.3.42.1 Call processing (definition) .................................. 3.3.42.2 Definition........................................................ 3.3.42 Dispatch (definition) ............................. 3.3.42.3, A.3.3.42.3 Response Definition ................................................... 3.3.42.4 Organizational statement ................................... 4.1.2.1 Turnout Definition ................................................... 3.3.42.5 Organizational statement ................ 4.1.2.1.1, A.4.1.2.1.1(2) Trainingsystems....................................................... 6.3 Turnout time Definition...................................................... 3.3.42.5 Organizational statement ................... 4.1.2.1.1, A.4.1.2.1.1(2) -V- Vehicles Aircraft rescue and fire -fighting (ARFF) .............. 3.3.3, A.3.3.3 Fire department (definition) ................................... 3.3.14 Wildland fire suppression services ............................ 5.7.6.1 _W Wildland fire suppression Deployment .......................................... 5.7.6, A.5.7.6.1.1 Direct attack ..................................................... 5.7.6.2 Indirect attack ................................................... 5.7.6.3 Nonwildland emergencies ....................................... 5.7.7 Operating units ................................................... 5.7.5 Organization........................................................ 4.7 Services............................................................... 5.7 Staffing............................................................. 5.7.4 Cou-W 2001 Edition KALISPELL FIRE DEPARTMENT NPPA STANDARD 1710 - STATION RESPONSE AREAS FIRE ENGNE RESPONSE AREALT 1- SrATIGNU2 PIRG 6u0 wit +iESFONSE AREA —Er - - - �II Edenliandi'S8bmG rmC-arcs . Yrhh Vfesi Er-b.em Cr romo[Lgq 45 firanC+ngv �� STATI66B2- - LAUGERTRUCKF*-SPCN9f AaFJk - h i I'M -H F NNfaINE TMSPONSE AREA L � STA710Ff fd F1HE ENGINE RESPONSE AREA STATKM65 FI E ENGINE RESPONSE AREA y 'y xY mom■ rtgygf a.c $TAljCN65 LEA TRUCK RESPONSE AREA miles _-:... _. IrIIr� POSSrULE LOCATION -STATW N 1,6_— FtRE ENGINE RESPONSE AREA 71^� P05SI&L£ LOCATION •STATION 47 X&u$pFLU$OMER$ FIRE r=WSi E RESPONSE AREA - Exhibit A-2 Fire/EMT Cost Allocation Data KALISPELL FIRE DEPARTMENT PO Box 1997 Daniel Diehl — Assistant Chief/Operations 312 First Avenue East DC Haas — Assistant Chief/Prevention Kalispell, Montana 59901 Phone: (406) 758-7760 FAX: (406) 758-7952 DATE: April 28, 2009 TO: Impact Fee Committee FROM: Dan Diehl, Acting Fire Chief RE: Impact Fee Cost Review The Kalispell Fire Department has completed the review of the capital improvements and has made modifications for your approval. The first modification was to separate the fire stations from the apparatus list. The fire department may need to purchase apparatus and staff it in an existing station without building a new station. The previous version gave the impression we would build a fire station and then purchase specific equipment for this station. It makes more fiscal sense to purchase needed equipment and respond further from an existing station rather than build a new station and be required to hire additional firefighters to staff the station. The second modification was to reduce the planning cycle of 30 years to 20 years for a fire station. This reduction in the planning cycle dropped two fire stations from the asset cost sheet. The final modification was made to the type and cost of apparatus to be purchased. The apparatus costs have increased due to new safety standards and will increase again next year due to new emissions standards for diesel engines. We have also looked at purchasing apparatus with a dual use like the Fire Pumper/ Ladder to reduce the overall cost. A dual purpose apparatus can be staffed with 3 firefighters and can be used as a pumper and a ladder without adding more personnel. The Fire Pumper/Tender was another addition due to our increased wildland protection of 2100 acres of undeveloped growth over the last two years. We also added a Fire Pumper/Rescue to be used as a pumper and to carry vehicle extrication, confined space, and trench rescue equipment. The Urban Interface Engine cost was reduced because simply we are trying to be more accountable and we have found a manufacturer who will produce a vehicle meeting our needs for $85,000. If you have any questions regarding these modifications, please let me know. "Protecting our community with the highest level of professionalism. " KALISPELL FIRE DEPARTMENT PO Box 1997 Daniel Diehl — Assistant Chief/Operations 312 First Avenue East DC Haas — Assistant Chief/Prevention Kalispell, Montana 59901 Phone: (406) 758-7760 FAX: (406) 758-7952 DATE: May 26, 2009 TO: Randy Goff, HDR/EES Terri Loudermilk, Impact Fee Coordinator FROM: Dan Diehl, Acting Fire Chief RE: Impact Fee Cost Review The Kalispell Fire Department has completed the review of the number of call between residential and commercial to verify current allocations. These calls were both Fire and EMS and in the city only. The Kalispell Fire Department responded from l/1/2006 to 12/31/ 2008 to 3,809 (57%) residential calls and 2,864 (43%) commercial calls were commercial occupancies. Attached is the response data showing all of the responses. If you have any questions regarding these modifications, please let me know. "Protecting our community with the highest level of professionalism. " C R a C. 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Exhibit 6-1 Police Space Analysis City of Kalispell Police Impact Fees Space Requirements' Exhibit B-1 Description Mark Required Existing New Reception Outer Office PD-1 554 540 - Reception Area 2 PD-2 40 90 - Interview Room 1 PD-3A 71 80 - Interview Room 2 PD-313 71 - 71 Interview Room 3 PD-3C 71 - 71 Booking PD-4 658 371 287 Subtotal 1,465 1,081 429 Offices Chief PD-5 215 228 - Assistant Chief PD-6 146 120 - Lieutenant of Patrol PD-7 93 - 93 Lieutenant of Detectives PD-8 107 150 - Detective 1 PD-9A 98 81 - Detective 2 PD-913 98 - 98 Detective 1 PD-10A 127 110 - Detective 2 PD-913 127 - 127 Sergeant of Patrol PD-11 100 - 100 Sergeant of Detectives PD-12 100 - 100 Squad Room PD-13 382 330 - Upper Level Dispatch PD-14 241 150 - Lower Level Dispatch PD-15 222 240 - Subtotal 2,056 1,409 518 Support Firearms Cleaning Room PD-16 210 256 - Shooting Range PD-17 1,050 1,050 - Swat Room PD-18 270 256 - Exercise Room PD-19 1,320 1,392 - Subtotal 2,850 2,954 1 City of Kalispell Police Impact Fees Space Requirements' Exhibit B-1 Description Mark Required Existing New Employee Break Room PD-20 296 - 296 Staff Toilets PD-21A 100 97 - Staff Toilets (Accessible) PD-21 B 56 - 56 Subtotal utility Basement Storage Total Net Space P D-22 Gross New Space Required Z 452 97 352 230 192 0 7,053 5,733 1,299 1- From 1999 space planning study. 2 - Net space increased by 30% to reflect hallways, etc. 1,689 2 Exhibit 6-2 Police Cost Allocation KALISPELL POLIO DEPARTMENT ` lolicijag 312 1 sTA.VE EAST PO Box 1997 — KALISPELL, MT 59903 TELEPHONE (406) 758-7780 — FAx (406) 758-7799 �brougb EMAIL.- KPD@KALISPELL.COM Tartnelsbips, Date: May 29, 2009 To: Terri Loudermilk From: Teresa Parker Re: Impact Fee Review Of the 18,409 calls for service handled by the Kalispell Police Department in 2008, 21.8% would be considered commercial and 25.81 % would be considered residential. Streets, parking lots, parks, etc. are not included under either category. Code nimfinifinn 01 Air/Bus/Train Terminal - 23 23 GJIVGI Itlg1 Vl11Cl 02 Bank/Savn s & Loan 142 142 03 Bar/Night Club 407 407 04 Church/Synagogue/Temple 37 37 05 Commercial/Office Building 415 415 06 Construction Site 30 30 07 Convenience Store 148 148 08 De artment/Discount Store 160 160 09 _Drug Store/Doctoes Office/Hospital 247 247 10 Field/Woods 50 50 11 Government/Public Building 509 509 12 Groce /Su ermarket 208 208 13 Hi hwa /Road/Alle 7010 7010 14 Hotel/Motel 419 419 15 Jail/Prison 45 45 16 Lake Naterway 6 6 17 Li uor Store 15 15 18 Parkin Lot/Garage 1595 1595 19 Rental -Storage Facility 8 8 20 Residence/Home 4751 4751 21 Restaurant 311 311 22 School/College 279 279 23 Service/Gas Station 199 199 24 Specialty Store 386 386 25 Other/Unknown 464 464 35 Campground/Park 489 489 36 Shopping Mall 56 56 18409 4014 4751 9644 21.80% 25.81 % 52.39% Please let me know if you require further documentation. ROGER NASSET, CHIEF OF POLICE • ROGER KRAUSS, ASSISTANT CHIEF OF POLICE City of Kalispell Police Impact Fees Cost Allocation Exhibit B-3 Population 1999 13,676 Population 2010 23,000 New Population 9,324 Total Square Foot per 2010 Population 0.3067 Space Allocated to Growth 2,859 Required New Space1,689 Cost per Square Foot $ 157.48 Total Police Building Cost $ 265,938 Residential Cost Z $ 144,165 Commercial Cost Z $ 121,773 1 - From Exhibit 1. Only new space is allocated to growth. 2 - 54% to residential and 46% to commercial based on calls. City of Kalispell Police Impact Fees Allowable Residential Impact Fees Exhibit B-4 Residential Impact Fee Costs $ 144,165 Residential Population Served 9,324 Cost per Person $ 15.46 Single Family Dwelling Unit- 2..5 persons per Dwelling Unit $ 38.65 Debt Service Credit - Administration Fee 1.93 Net Single Family Impact Fee $ 40.59 Recommended Single Family Fee $41.00 Multifamily Dwelling Unit - 1.90 persons per Dwelling Unit $ 29.38 Debt Service Credit - Administration Fee 1.47 Net Multifamily Impact Fee $ 30.85 Recommended Multifamily Fee 1 - From Exhibit 8-2. $31.00 City of Kalispell Police Impact Fees Allowable Commercial Impact Fees Exhibit B-5 Commercial Impact Fee Costs' $ 121,773 Commercial Acres 2 1,000 sq ft of Gross Building Area per Acre 3 20.00 Total Gross Building Area (1,000 sq ft) 6,000 Impact Fee per 1,000 sq ft of Gross Building Area $ 20.30 Debt Service Credit - Administration Fee 1.01 Net Commercial Impact Fee 4 $ 21.31 Recommended Fee $21.00 1 - From Exhibit B-2. 2 - Based on development from 1999 to 2010. 3 - Assumes 20,000 sq. ft. per acre. 4 - Per 1,000 sq. ft. of gross building area (or fraction thereof). 7-6-1601. Definitions. Page 1 of 1 Montana Od Annotated 2005 Fre,ious Section W-A Cxwdenia Para Canier>ta Search Help Next Section 7-6-1601. Definitions. As used in this part, the following definitions apply: (1) (a) "Capital improvements" means improvements, land, and equipment with a useful life of 10 years or more that increase or improve the service capacity of a public facility. (b) The term does not include consumable supplies. (2) "Connection charge" means the actual cost of connecting a property to a public utility system and is limited to the labor, materials, and overhead involved in making connections and installing meters. (3) "Development" means construction, renovation, or installation of a building or structure, a change in use of a building or structure, or a change in the use of land when the construction, installation, or other action creates additional demand for public facilities. (4) "Governmental entity" means a county, city, town, or consolidated government. (5) (a) "Impact fee" means any charge imposed upon development by a governmental entity as part of the development approval process to fund the additional service capacity required by the development from which it is collected. An impact fee may include a fee for the administration of the impact fee not to exceed 5% of the total impact fee collected. (b) The term does not include: (i) a charge or fee to pay for administration, plan review, or inspection costs associated with a permit required for development; (ii) a connection charge; (iii) any other fee authorized by law, including but not limited to user fees, special improvement district assessments, fees authorized under Title 7 for county, municipal, and consolidated government sewer and water districts and systems, and costs of ongoing maintenance; or (iv) onsite or offsite improvements necessary for new development to meet the safety, level of service, and other minimum development standards that have been adopted by the governmental entity. (6) "Proportionate share" means that portion of the cost of capital system improvements that reasonably relates to the service demands and needs of the project. A proportionate share must take into account the limitations provided in 7-6-1602. (7) "Public facilities" means: (a) a water supply production, treatment, storage, or distribution facility; (b) a wastewater collection, treatment, or disposal facility; (c) a transportation facility, including roads, streets, bridges, rights -of -way, traffic signals, and landscaping; (d) a storm water collection, retention, detention, treatment, or disposal facility or a flood control facility; (e) a police, emergency medical rescue, or fire protection facility; and (f) other facilities for which documentation is prepared as provided in 7-6-1602 that have been approved as part of an impact fee ordinance or resolution by: (i) a two-thirds majority of the governing body of an incorporated city, town, or consolidated local government; or (ii) a unanimous vote of the board of county commissioners of a county government. History: En. Sec. 1, Ch. 299, L. 2005. PmNddRn by Oeboraoa Lopjsiar;vo Scria:s http://data.opi.state.mt.us/bills/mca/7/6/7-6-1601.htm 1/4/2006 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirement... Page 1 of 1 Montam CodeAnnotated 2005 Pre�iaus Section W-A CoMenie Part Contents Search Help Next Section 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirements for impact fees. (1) For each public facility for which an impact fee is imposed, the governmental entity shall prepare and approve documentation that: (a) describes existing conditions of the facility; (b) establishes level of service standards; (c) forecasts future additional needs for service for a defined period of time; (d) identifies capital improvements necessary to meet future needs for service; (e) identifies those capital improvements needed for continued operation and maintenance of the facility; (f) makes a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits; (g) makes a determination as to whether one service area or more than one service area for transportation facilities is needed to establish a correlation between impact fees and benefits; (h) establishes the methodology and time period over which the governmental entity will assign the proportionate share of capital costs for expansion of the facility to provide service to new development within each service area; (i) establishes the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee; 0) establishes the amount of the impact fee that will be imposed for each unit of increased service demand; and (k) has a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact fees for construction of the capital improvements; and (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years. (2) The data sources and methodology supporting adoption and calculation of an impact fee must be available to the public upon request. (3) The amount of each impact fee imposed must be based upon the actual cost of public facility expansion or improvements or reasonable estimates of the cost to be incurred by the governmental entity as a result of new development. The calculation of each impact fee must be in accordance with generally accepted accounting principles. (4) The ordinance or resolution adopting the impact fee must include a time schedule for periodically updating the documentation required under subsection (1). (5) An impact fee must meet the following requirements: (a) The amount of the impact fee must be reasonably related to and reasonably attributable to the development's share of the cost of infrastructure improvements made necessary by the new development. (b) The impact fees imposed may not exceed a proportionate share of the costs incurred or to be incurred by the governmental entity in accommodating the development. The following factors must be considered in determining a proportionate share of public facilities capital improvements costs: (i) the need for public facilities capital improvements required to serve new development; and (ii) consideration of payments for system improvements reasonably anticipated to be made by or as a result of the development in the form of user fees, debt service payments, taxes, and other available sources of funding the system improvements. (c) Costs for correction of existing deficiencies in a public facility may not be included in the impact fee. (d) New development may not be held to a higher level of service than existing users unless there is a mechanism in place for the existing users to make improvements to the existing system to match the higher level of service. (e) Impact fees may not include expenses for operations and maintenance of the facility. History: En. Sec. 2, Ch. 299, L. 2005. Pm%ddenf by Oeboraoa Lc ;sat;•,-Scric:s http://data.opi.state.mt.us/bills/mca/7/6/7-6-1602.htm 1/4/2006 7-6-1603. Collection and expenditure of impact fees -- refunds or credits -- mechanism for appeal requir... Page 1 of 1 Montam Code Annotated 2005 Flre,ious Section W-A CoMenia Para Canier>ta Search Help Next Section 7-6-1603. Collection and expenditure of impact fees -- refunds or credits -- mechanism for appeal required. (1) The collection and expenditure of impact fees must comply with this part. The collection and expenditure of impact fees must be reasonably related to the benefits accruing to the development paying the impact fees. The ordinance or resolution adopted by the governmental entity must include the following requirements: (a) Upon collection, impact fees must be deposited in a special proprietary fund, which must be invested with all interest accruing to the fund. (b) A governmental entity may impose impact fees on behalf of local districts. (c) If the impact fees are not collected or spent in accordance with the impact fee ordinance or resolution or in accordance with 7-6-1602, any impact fees that were collected must be refunded to the person who owned the property at the time that the refund was due. (2) All impact fees imposed pursuant to the authority granted in this part must be paid no earlier than the date of issuance of a building permit if a building permit is required for the development or no earlier than the time of wastewater or water service connection or well or septic permitting. (3) A governmental entity may recoup costs of excess capacity in existing capital facilities, when the excess capacity has been provided in anticipation of the needs of new development, by requiring impact fees for that portion of the facilities constructed for future users. The need to recoup costs for excess capacity must have been documented pursuant to 7-6-1602 in a manner that demonstrates the need for the excess capacity. This part does not prevent a governmental entity from continuing to assess an impact fee that recoups costs for excess capacity in an existing facility. The impact fees imposed to recoup the costs to provide the excess capacity must be based on the governmental entity's actual cost of acquiring, constructing, or upgrading the facility and must be no more than a proportionate share of the costs to provide the excess capacity. (4) Governmental entities may accept the dedication of land or the construction of public facilities in lieu of payment of impact fees if - (a) the need for the dedication or construction is clearly documented pursuant to 7-6-1602; (b) the land proposed for dedication for the public facilities to be constructed is determined to be appropriate for the proposed use by the governmental entity; (c) formulas or procedures for determining the worth of proposed dedications or constructions are established as part of the impact fee ordinance or resolution; and (d) a means to establish credits against future impact fee revenue has been created as part of the adopting ordinance or resolution if the dedication of land or construction of public facilities is of worth in excess of the impact fee due from an individual development. (5) Impact fees may not be imposed for remodeling, rehabilitation, or other improvements to an existing structure or for rebuilding a damaged structure unless there is an increase in units that increase service demand as described in 7-6- 1602(1)0). If impact fees are imposed for remodeling, rehabilitation, or other improvements to an existing structure or use, only the net increase between the old and new demand may be imposed. (6) This part does not prevent a governmental entity from granting refunds or credits: (a) that it considers appropriate and that are consistent with the provisions of 7-6-1602 and this chapter; or (b) in accordance with a voluntary agreement, consistent with the provisions of 7-6-1602 and this chapter, between the governmental entity and the individual or entity being assessed the impact fees. (7) An impact fee represents a fee for service payable by all users creating additional demand on the facility. (8) An impact fee ordinance or resolution must include a mechanism whereby a person charged an impact fee may appeal the charge if the person believes an error has been made. History: En. Sec. 3, Ch. 299, L. 2005. Ru-idcnf by Oeboraoa Lopjslar;vo Scria:s http://data.opi.state.mt.us/bills/mca/7/6/7-6-1603.htm 1/4/2006 7-6-1604. Impact fee advisory committee. Page 1 of 1 Montana Code Annotated 2005 Flre,ious Section W-A CoMenia Para Canier>ta Search Help Next Section 7-6-1604. Impact fee advisory committee. (1) A governmental entity that intends to propose an impact fee ordinance or resolution shall establish an impact fee advisory committee. (2) An impact fee advisory committee must include at least one representative of the development community and one certified public accountant. The committee shall review and monitor the process of calculating, assessing, and spending impact fees. (3) The impact fee advisory committee shall serve in an advisory capacity to the governing body of the governmental entity. History: En. Sec. 4, Ch. 299, L. 2005. Prawrtfsnf by O{foruaoa LCpis af;v Scrr;c:s http://data.opi.state.mt.us/bills/mca/7/6/7-6-1604.htm 1/4/2006