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1. North Fire Station and Training Facility Project Development.... ...... . Randy Brodeh[ - Fire Chief Jim Stewart - Assistant Chief'Fire Marshal Dee McCluskey — Assistant Chief/Operations Date REPORT FROM SUBJECT MEETING DATE BACKGROUND: 9/17/2003 Honorable Mayor and City Council Randy Brodehl, Fire Chief 312 .First Avenue East Kalispell, Montana 59901 (406)758-7760 FAX: (406) 758-7952 Solicitation of quotes for the project development of a North Fire Station and Training Facility. 10/13/2003 The City of Kalispell was platted in 1891, and the Kalispell Fire Department has provided fire response: to the City of Kalispell for over 100 years. The City now has a population estimated at 16,000 people. The KFD has 26.5 employees as shown in Appendix A. In addition, the Building Department is a function of the Fire Department. (The Building Department serves as a branch of the KFD, but all essential services are separate.) Montana State Codes Annotated 2001, require that cities with a population over 10,000 have a full time, all career fire department, and use of volunteers is not permitted. The Kalispell Fire Department provides all services with career personnel. The Department responds to approximately 550 requests for fire engine response per year, with an average of fourteen structure fires annually. All fire apparatus and ambulances respond from a fire station located in City Hall, in the downtown area. Arrival times for fire and ambulance response within the north end of the city are eight to thirteen minutes, and under five minutes in the rest of the City, 90% of the time. The City is 6 miles long and 2 miles wide. The KFD has provided Basic Life Support (BLS) ambulance service to the City since 1932, and Advanced Life Support (ALS) since the 1980s. The department also provides similar service to approximately 55,000 people in Flathead County. The Kalispell Fire Department responds to approximately 2450 emergency medical response (EMS) calls per year. Kalispell Fire Department also serves the community with a Prevention Division. The Prevention Division provides community .multi -risk reduction through: Fire and life safety plans reviews, construction inspections, and final occupancy approvals. Annual business fire and life safety inspections. Annual fire hydrant testing for all city hydrants and Evergreen hydrants in the city limits Public education. 0 Page 2 September 30, 2003 Fire incident reporting to the State of Montana. Fire cause determination and investigation. Mutual aid is available under a Montana State Mutual Aid requirement. However, due to recent events, it may be slow in arriving; and its effectiveness is not guaranteed. Last year, four volunteer fire districts surrounding the City withdrew from mutual aid agreements with the City. The City continues to have mutual aid agreements with other districts beyond the boundaries of the districts that have withdrawn. Nonetheless, this situation has strained the ability to provide effective mutual assistance. Montana State Code binds all fire districts, but for a variety of reasons, the four fire districts nearest the City have publicly rejected renewing the past agreements. In their opinion, the City has failed to maintain its fire protection infrastructure as the City has grown, and this has caused an undue strain on their departments' abilities to provide mutual aid. While this is the public statement, we believe the crux of the argument may lie in the issue of annexation. by the city because actual requests for mutual aid have been almost non- existent in the past two years. Between fiscal year 2001f2002 and today, the Kalispell Fire Department has made two requests for mutual aid. One request was during a structure fire, for a engine to standby at Station 61(The downtown station) in case of additional response requests. During the time the mutual aid was provided, there was no response needed by the standby fire engine provided by Smith Valley Fire District. Recently, the department requested and received mutual for a large grass fire that was burning in the City and had extended into the West Valley Fire District. The Kalispell Fire Department has remained detached from the political debate of the annexation issue, choosing instead to deal with community needs and safety. The Kalispell Fire Department is exploring a partnership with Flathead Valley Community College to develop a Fire Science Associate Degree Program, with the KFD providing an intern opportunity for students. Interns are considered students in training and do not fall under the state restrictions regarding use of volunteers. When the program. is fully developed, KFD will provide staffing opportunities for the interns, giving them valuable hands-on opportunities. In return, the KFD will maintain a higher level of staffing during emergency events, and will have the additional opportunity to observe individuals who may seek future employment with KFD. Montana offers little in the way of Fire Science education so many individuals interested in training must leave the state. Initial data from the college; shows enough interest in Northwest Montana to make the program viable. As an intern program could add additional staffing, the north fire station building configuration should include enough space to house at least two interns each shift_ Currently, the Kalispell operations personnel work 24 hours on duty, and 72 hours off duty. Beginning January 1, 2004. we will change from a four -platoon to a three -platoon system. Personnel will work 24 hours on duty, and 48 hours off duty. Personnel costs will remain essentially the same; but the number of personnel on duty at any given time will increase by about 23 %. The Kalispell Police Department is located in City Hall, along with the fire station and most of the City offices. It has long been recognized that a north fire station should include a work area for at least one police officer. This assists the City in meeting the City Council's vision for Community Policing. `"Assisting our community in reducing. preventing and mitigating emergencies. " History For many years, the City has suspected that a north fire station would greatly enhance the ability of the City to provide adequate fire response to the northern portion of the City. Emergency Services Consulting Group evaluated the fire service needs of the City of Kalispell in May of 2000. They used the 1994 Insurances Services Office, Inc. (PSQ) grading results as a basis for the evaluation. The PSO gave the City of Kalispell a "Class 5'" grading, with the City scoring 50.46 of a possible 100 points. There are 10 classes, with I being the best, and 10 being no fire service available. This classification system is used for establishing many commercial insurance rates and is an excellent measurement of the quality of fire service in a community. The Kalispell Tire Department is very capable of reducing the current class 5 rating. The addition of a staffed north fire station and a training facility, coupled with changes already in place, will allow the City to be a Class 3, or possibly a Class 2. The evaluation by Emergency Services Consulting Grouap confirmed the need for a staffed north fire station, and identified its most likely location: ... There is a concern about the extreme north section o{the city around the Buffalo Stage/Riverview Green area. The remote sand limited access characteristics produce a lengthy response bane. As the city grows, plans should he developed to establish afire station in the northern. area. It is understood that the barrier of the Stillwater River will not allow a contiguous area at the present, hovrever, city planners should consider the possibility of connectin the tivo northern peninsulas of the city. For the present, the city should consider an automatic aid agreement with Evergreen Fire Department sped crally to enhance coverage in the Bt�f alo StageiRiverview Green area. Forecasting growth for the community is beyond the scope of this study, but for P�O purposes) it is recommended that the city plan the development of a second station along Hwy. 93 in the area of Grandviewv_ "PG z "...It is anticipated there will not be a real improvement in this grade (Kalispell 's ISO grade is currently a .3) until a second station is established" pg. a MaY. 2000 Y}?L l"TE�/2L°Y� L'i"P1CL'S �TUf1SLtii#1, �rYOLi37-252{��1 ,' ����CS {J'�i7fA7��pPE'I'1LfP.. 1E. .3. TVilSotiviiie, OR 97070, Since this evaluation, several significant changes have occurred that emphasize the need for a station near Grandview and Highway 93: A multi -million dollar shopping facility just north of the Hwy 93/Grandview location has been built. Kalispell Regional Medical Center, also nearby, has added several large medical facilities. Nearly a square mile of property has been annexed just adjacent to this intersection, and is slated for commercial development. There is rapid residential growth happening throughout the immediate area. The largest shopping mall in Montana is currently being proposed one mile from this location. Flathead Valley Community College has passed a bond for the construction of several commercial buildings. Annexations to the west have added over 500 residential lots to the City. The same evaluation also noted: ...One suggestion would be fi)r the city to explore the development of its own training center. Usually, an industrial area is Better suited for this purpose. rl minimum oftwo ".,Issisting our community ill reducilag, preventing. and initi ,,Wing emergencies, " 0 Page 4 September 30, 2003 acres is required for this purpose_ If the city acquires land for a second fire station, a training center could be located there. _.t,c? -lay, 2000 Gmergencv Yen i€•es Consulting Group-2j200 SN' Pa4r-kway Avenue, Ste. 3. 1Viasonville. OR 97070. In fact, fifteen percent of possible points were deducted because we do not have a training center. Training centers normally include facilities where fire, rescue, hazardous materials incidents, and EMS scenarios can be simulated. The Kalispell Fire Department has never had a training facility. When available, the fire department uses actual buildings that are slated to be demolished. This is less than ideal as most buildings are under a demolition schedule that doesn't allow long, term planning, and gives very little opportunity for repetitive training. These buildings lack the redundant safety features that would be included in a training facility. This training facility is needed not only by the Kalispell Fire Department, but also by the other fire departments in the Flathead Valley. While most departments would need to travel well out of their fire districts to use this facility, the four surrounding districts could use this facility and still be within a reasonable distance for responding to alarms. Flathead Valley Community College is very interested in having a training center built on the college grounds in conjunction with a Fire Science degree program. ...Another suggestion would be fi)r the city to explore the development of its ol4,n training center. Usually, an industrial area is better suited fbr this purpose. A minimum of hi)o creit,s is required for this purpose. If the city acquires land for it second.ire station, a training center could be located there. /,K z Mat,, 2000 Hmergency services Corrsztltitig Gt-ztp-25200 SIh'f'a4rhialciy.Jvenue. Sle. 3, H'itsonville. OR 97070. The P0 grading of the City of Kalispell's ability to provide fire protection for the community occurred in May of 1994. Three areas are assigned points during this grading: The ability to receive and handle fire alarms received 7.66 of the available 10 points. Water supply receives up to 40 points. For this grading; k ater Supply received 35.35 points. The Fire Department receives up to 50 points. The Kalispell Fire Department received only 17.95 points. .Because the ISO felt the fire department was not prepared to use the available water supply, they deducted an additional 10.50 points from the overall score. The ISO's most notable point deductions were in the following areas: .Actual points given Maximum points available 4.51 10.00 Credit for Engine Companies. This item revie-vs the number of engine companies and the hose and equipment carried. "AssiVing our comrntznih in redzrcing. preventing, and miligating emergencies. " Actual points given Maximum points available (conk) 1.=11 5.00 Credit_lbr Ladder Service. This item reviews the number gj'ladder and service companies and the equipment carried 2.12 5.00 Credit for Distribution. This item reviews the percent �f built - upon area of 'the city, which has a first -clue engine company within I-1% miles and a ladder service company within 2 r miles. 2.43 15. 00+ Credil,lbr Company Personnel. This item reviews the average number of 'equivalent fire fighters and company officers on duty i,rith existing companies. (+This is the only area where a department may gain additional points than those stated. This could happen �fthere were consistently morefirefighters available than were needed) 1,7] 9.00 Credit for Training. This, item reviews the training. facilities and their use. Since the time of the rating, the Kalispell Fire Department has trade significant improvements as follows: Credit for Engine Companies -The department has increased apparatus on the initial response to general alarms from one engine to two engines and a ladder truck.. The addition of required equipment was started in 2002, and will be completed by December of 2003. Credit for Ladder Companies -The department changed ladder track response from a special request only to an automatic dispatch on all general alarms (structure fires) as the second due apparatus. In addition, all required equipment for the ladder truck will be complete by December of 2003. Credit for Distribution -This area cannot be completed until additional facilities are added. Credit for Company Personnel -The department has increased on duty staffing by adding two personnel, changing from four platoons to three platoons, and adding the personnel from the fourth platoon to the remaining three platoons. The changes we have made since our evaluation have increased our on duty staffing by 43 percent. While this is a significant change, we are still below the number of personnel needed. To demonstrate this, statistics gathered by the International City/County Management Associations (ICMA) show: National average of on duty personnel = .48 personnel per 1000 population Kalispell average of on duty personnel= .31 personnel per 1000 population (Kalispell average without including two on -duty EMS personnel— .21 personnel. per 1000 population) "Assisting our corarrr unity in reducing preventing and mitigcaing emergencies, s Page 6 September 30, 2003 National average of on and off duty operations personnel= 1.59 personnel per 1000 population Kalispell average of on and off duty operations personnel= 1.16 personnel per 1000 population 1CAM 2002 repurt The foregoing outlines the history of the Department, current needs and issues, and future challenges. Meeting these challenges requires developing a comprehensive plan for personnel, facilities, funding, and community involvement over the next twenty years. The work envisioned is generally described as follows: Required Services Part One 1. Identift, at least one location for a fire station that would address .response needs as explained by the Insurances Services Office, Inc., and provide maximum service to our community, given the available resources. It is assumed that additional stations are needed, and response standards will be as addressed in NFPA 1710. 2. Request proposals from project designers that would develop the following process. a. The City has not secured a funding source for This facility and the necessary staffing. This request includes developing a logical process and timeline for funding, including any necessary steps needed to process a bond issue or other successful 'funding strategy. b. Provide a sequential plan that identifies a logical sequence of development and construction, implementation strategy, and period beginning with funding confirmation and ending with facility acceptance. Facility will be designed to include the following: i. Drive through apparatus bay for two engines and two ambulances. ii. Vehicle exhaust system. iii. Dispatching system designed to work with the current dispatch system. iv. Fire sprinkler system. v. Police works station for one officer that includes an interview area. (This area could double as the conference room..) vi. Fitness room and budget for training equipment. vii. Office area with two computer workstations for fire personnel. viii. Conference room to seat 12 people. ix. Work area with 3 additional workspaces for firefighters. x. One or two person resting quarters to house up to 8 personnel. xi. Kitchen and dining facilities. xii. Day room. xiii. laundry facility. xiv. Hose drying room with electric or gas hose dryer. xv. Turnout washing area and washing machine. Assis'tira'- Our e0inmunIty in reducing, prereniing, and mitigating emergencies. xvi. Exterior public restroo. xvii. This list is representative of the layout and equipment expected but is not limited to the above. d. Incorporate dispatch and communications systems to match the existing system used by KFD. e. Incorporate the management information. systems to match the existing system used by KFD. Develop a marketing strateg , periods, and timelines as part of the plan. This information should be based on probable available funding, and should develop a strategy that fits the community needs. This plan should also identify who needs to be involved and their roles. Part Two 1. Identify at least one location for a training facility that would address training needs as explained by the Insurances Services Office, Inc., and provide maximum service to our community, given the available resources. It is assumed that a training facility is needed, and design will conform to NFPA 1402. 3. Request proposals from project designers that would develop the following process. a. The City has not secured a funding source for this facility and the necessary staffing. This request includes developing a logical process and timeline for funding; including any necessary steps needed to process a bond issue or other successful funding strategy. b. Provide a sequential plan that identifies a logical sequence of development and construction. implementation strategy, and period beginning with funding confirmation and eroding with facility acceptance. Facility will be designed to include the following: i. Four story training tower. ii. Two story half house attached to tower. iii. Training classroom for up to 30 people. 1. Multimedia training systems 2. Seating and tables as necessary 3. Kitchenette area iv. Fire sprinkler system in living spaces. v. At least three fire hydrants with sufficient water supply. vi. Office area with two computer workstafiions for fire personnel. vii. Cyclone fence enclosing entire training area. viii. Asphalt in all apparatus areas. ix. Exterior restroom. x. Future development area. `.Assistbag our community M reducing, pri:w piling, and naitiguting> eglergeneies. 40 Page S September 30, 2003 xi. This list is representative of the layout and equipment expected but is not limited to the above. d. Incorporate dispatch and communications systems to match the existing system used by KFD. e. Incorporate the management information systems to match. the existing system used by KFD. Develop a marketing strategy, periods, and timelines as part of the plan. This information should be based on probable available funding, and should develop a strategy that Fits the community needs. This plan should also identify° who needs to be involved and their roles. Estimated Project Timetable It is anticipated that a contract for a project developer will be awarded by 121112003. Fiscal Impact Typically, a project of this nature would be approximately 10 percent of the facility cost. A representative facility would he a fire substation completed for the City of Billings in August of 2000. The cost for this 9300 square foot building was $784,346.92. Recent estimates of a Spartan but complete training facility have been approximately $325,000. factoring an annual three percent inflation increase over the past three years, the cost to develop and oversee this plan will be approximately $1.25,000. $1.04,000 has been set aside to date, for this project. The additional necessary funding would be included as part of the funding strategy. ehl, fire Chief Chris A. Kukulski, City Manager -Asss%ing Our cco mnunity in reducing. preventitag_ and mitlgatirag emergencies. Randy Brodel - Fire Chief Jim Stewart - Assistant Chief/Fire Marshal Dee McCluskey — Assistant Chief/Operations 9/30/2003 REPORT Honorable Mayor and City Council FROM Randy Brodehl, Fire Chief SUBJECT Need for additional personnel WORKSHOP October 13, 2003 3.1.2 First Avenue East Kalispell, Montana 59901 (406)758-7760 FAX: (406) 758-7952 As noted in the budget, the Kalispell Fire Department has needed additional personnel for many years. To put it in perspective, we average over nine calls per day, and handle this with a duty crew of four to five personnel. As we cannot determine the time of each incident, we are overwhelmed several times per day, and are often unable to staff more than one call due to off duty personnel not responding to cover. We noted in our budget process this year a need for eight additional personnel. There are three significant factors to emphasize this need: • Our response to commercial and residential structure fires requires a minimum of 13 personnel to staff two engines and a ladder truck. We are only capable of sending four personnel on the first engine, and all additional apparatus are staffed by off duty personnel responding from their residences. This means a delay of eight to 15 minutes for the second engine and ladder truck. This causes a significant delay in containing the fire to the area of origin. • We are moving ahead with plans for Station 62 coming out of the ground in 2005, and will need to staff it when the doors open. (Under Montana State Code Annotated 2001, no volunteer staffing is allowed for First Class Cities, so all personnel will be full time.) In fiscal year 01/02, we spent $287,306.00 for overtime/fill-in personnel costs to maintain staffing during responses. While the new sub -station won't open until the spring of 2006, the need for personnel is here today. Currently, the Kalispell Fire Department operates using a four -platoon system. Under this system, it would tape fifteen additional personnel to staff Station 62. However, beginning January 1, 2004, the department will change from a four -platoon to a three -platoon system, and will spread out the extra personnel from the fourth platoon over the other three platoons. By doing this, our additional staffing needs are reduced to eight additional personnel. This would be six additional personnel immediately, and two more personnel when the station opens. The change to three platoons will 'increase the average daily staffing from. 4.25 to 5.4 "Assisting our community in reducing,. preventing, and midigating emergencies. " • Page 2 October 3, 2003 firefighters, with a maximum of seven personnel on duty at any one time. Adding six firefighters (two personnel daily) increases our average daily staffing, to 7.22 personnel each day. This means two lire apparatus would respond within 60 seconds of receiving the call. When the new station. opens, our minimum staffing will be four personnel in each station. The addition of two personnel at that time will complete our minimum staffing requirements for our current needs. It should be emphasized that this is the minimum staffing needed, and does not include personnel to staff the third piece of fire apparatus or provide standby personnel without calling in off duty personnel. Because of this, structure fires will still require automatic recall of off -duty personnel. To help put this in prospective, the 2002 ICMA Report shows: • National average of on -duty personnel = .48 personnel per 1000 population • Kalispell average of on -duty personnel= .31 personnel per 1000 population • (Kalispell average without including two on -duty EMS personnel= .21 personnel per 1000 nnri7'�ff f1 Cfi National average of on -and -off duty operations personnel= 1.59 personnel per 1000 population Kalispell average of on and off duty operations personnel= 1.16 personnel per! 000 population ICMA 2002 report Cost for each additional firefighter including benefits is approximately $55,386 per year. Six firefighters will mean approximately $ 332,500 annually. As our current budget is set up, fifteen percent, or $49,850, of this will be paid by the EMS Enterprise Fund, and $282,625 will come from the General Fiinzl, N..n,yPver the nrimnry reasnn fnr a:idding theap ndd'tinn�l nt-rconnel nil for opening a second station is to increase the number of personnel responding to a fire at the �:.... ,, -�' w, ,.+: i; ,.,,+; ,.. arl-) ,7,�, .r.-<. �, ., �. >, +1-. +; ..... ,� ;+ +�,lr,, ,. t >.....+ („-, �,.,>�l+ ,��.,,-�F..�, ..�T scene �., +r. .-.., «�'., .,.�, 11me Vi 1 ilJUllc+c3.L1L.ili, U.ltu tAoc.reascs LiIC 1.11A C it a-'KCS Y1 6,CL CnOug A po.JCinnell lilt scene to pc iiS= rescue and other fireground operations. From this perspective, the impact on the ambulance service and the EMS Enterprise Fund is less; therefore, we should consider whether charging the fifteen percent to the EMS Enterprise Fund is appropriate. It may be more correct to charge this only to the General fund, or change the percentage charged to each fund. At this time, funding for adding these personnel would be accounted for in the general fund and the EMS fund. My research confirms that there is no current grant funding available that would include personnel costs, or that could be used long term to free up other funding. One of the commitments made to council this year was no additional FTE (employees). This request for personnel does not meet this commitment. Nonetheless, the need remains and our call volume continues to .increase. 'ii� I C'/�r' B dchl, Fire Chief Chris A. Kukulski, City Manager "Assisting our community in reducing. prevetaing, and mitigating emergencies. "