06-09-86 Safety Comm Minutesr
. Safety/Personnel
June 9, 1986
The meeting was attended by Council members Grainger, Schindler, Saverud and
Rafferman, Mayor Kennedy, Fire Chief Larson, Fire Marshal Bowman,
Clerk/Treasurer Halver and Roger Hopkins.
1. Fire Department report.
Fire Chief Larson passed out a report on the goals of the Fire Department and
reviewed the points in the report with the committee members.
He also passed out copies of the 1977 "ISO" rating of the Fire Department.
He described the areas where the city has improved and also explained the
effect of the different rating classes on property insurance.
Chief Larson presented the job descriptions of the Fire Marshal and Assistant
Fire Chief and explained them. He also reported on the duties of the Fire
Chief.
Larson stated he and the Fire Marshal had been able to just keep up with the
basic management needs of the department and requested all three
administrative positions be maintained.
Chief Larson highly complimented Roger Bowman and requested he be appointed
Assistant Fire Chief. Larson also requested he be authorized to begin the
search for a replacement Fire Marshal.
• Larson concluded his report with the comment that we needed to maintain
promotion opportunities to maintain morale of the employees. He also said it
would take 60 days to fill a Fire Marshal vacancy.
Councilman Grainger stated the Mayor has the authority to appoint Roger
Bowman as Assistant Fire Chief. The committee supported Mayor Kennedy's plan
to recommend at the next council meeting that Roger Bowman be promoted to
Assistant Fire Chief.
2. Mayor Kennedy reviewed a proposal to establish a central City Hall
Cashier to collect all moneys coming into City Hall. This proposal would
require some remodeling of areas of City Hall and rearrangement of some
staffing. He and Clerk Halver will work on the details.
3. Handbill Ordinance
Mayor Kennedy reported the Gateway West Mall and B & B Shopping Center have
requested their properties be included within the jurisdiction of the City
Handbill Ordinance.
After discussion it was recommended the Personnel and Policy Committee
present a request to the next council meeting to make it a oity-wide
Ordinance.
• Safety/Personnel
•
June 9, 1986
4. City Judge Office Staffing
Judge Fran Willis discussed the office staffing needs of her department. The
concept of a central cashier was reviewed with her and she felt that would be
great for the parking citations her office presently handles but she didn't
think it was feasible for the time payment cases and bonds she handles.
Judge Willis said she needs a secretary to be there in the morning when she
is busy handling arraignments and she must have a secretary during trials.
She stated the Judge should be a full time position and she needs a permanent
half-time secretary. The problem with sharing a secretary is the secretary
may not always be available when needed.
4 Y
1 I
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�_�.. t:OiY C. L'A ti' L:Bt^. •! ^OGER ''WUA:N
•
June 9, 1986
It would appear that the goals for the Kalispell Fire Department are
those goals held jointly by the Mayor, City Council Members, and the Fire
Department Personnel, and city residents.
Effective and efficient operation of the Fire Department with the over-
all -Cal bing reduction of fire incidence, which ultimately leads to a les-
senin of dollar loss, and the potential for fire inZ uries or fatalities.
me accomplishment of this goal has many side benefits to city govern-
ment. Since a Fire Department is a service oriented oranization, we must
count our efficiency not in bottom line profit, only in these side bene-
fits which can be offered to the taxpayer. Some of the below listed side
benefits are intangible and can only be reflected in the general well being
of our community.
1. A community feeling of safety and security that is obtained
from an effective Public Safety System.
2. Children that are safety -oriented so that upon approaching
adulthood they will -,row into safety concious future citizens.
3. Effective use of funds budgeted for the Fire Departments
operation. Fire Incidents prevented are much more econom-
ically feasible than those that occur. Fire incidents
which do occur are much less costly to the city and its
citizens if they are quickly and efficiently suppressed.
Fire Prevention and training are the keys to this fiscal
responsibility.
4. The possibility of a reduction in insurance premiu^Is within
the city exists with the improvement of some Fire Depart-
ent programs.
5. Safety and well bein3 of the Firefighters is also a side
benefit derived from the accomplishment of the cocoon goal.
The accomplis.rment of _goals is dependant on the improvement of existin;
pro rams or the implementation of new programs and management principles
which could be implemented at a min% al cost. Aware of bud_;etary constraints
this Department is willin; to improve efficiency and effectiveness within
those constraints. If we are able to be 3oal oriented, we must mkllntain
our present rank structure and level of manpower.
FIRE p .E`:E'.:T!r„i IS G= �i;S1tJ°ca
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_AL:S^ELL, MOMIIiN . 5D3N
GENE nOTY Lll .=.hIE L:,:rdSCN rOGEE GG1/MAN
2
The City of P,alispell's Fire Insurance classification is presently
a Class 5. Fire Insurance premiums are based on this classification.
The present Class 5 rating was the result of an evaluation of Kalispell's
fire defenses and actual conditions existing within the city durin_ the
year 1977. The evalutaticn is done by the Insurance Services Office accordin
to a national radin.S schedule for m-=icipal fire protection. A re -rating
is due in 1987. Since the 1977 rating we have ,made several improvements
within our Department. The city is :within 247 points of becoming a Class
4 rating which would have a positive effect on insurance premiums. You
can see from the enclosed grading schedules that our major deficiencies
are in the areas of mannir,7, training, fire operations, and hazard'tdti�aticn.
Budgetary limitations make it virtually impossible to improve on „k=ing
requirements and yet it appears imperative that we maintain our present
20 pan level. Training has greatly Improved since 1977 and should continue
• to improve. Trainin; also has a direct bearing on Fire Operations. Our
Fire Prevention activities have .,lade great strides in the Fire Safety Control
areas and with some minor modifications should help reduce deficiency points
in that category.
This Department will continue to strive for a reduction in deficiency
points and to guard against an increase in these points. An increase in
deficiency points of 254 points could cause the insurance rating of our city
to go to Class 6.
Following is an explanation of proposed programs intended to increase
the effectiveness of your Fire Department and produce the side benefits
derived from a good Department. These programs can be implemented with
the maintenance of a 20 man level. Thay all relate to more than area of
need within the Fire Department.
1. Pre -plan the major structures within the city. Priority ;would
be given to tarSet hazards (those hazards which could produce
or sti^ulate a fire that would involve a possible large life,
a large concentration of material that a:ouid burn rauidly
or Mlaae ials of h''.. ,-.:onetary value). Example: Hospitals,
schools, public assemblies, flammable liquid bulk storage.
Pre -plans are stretches and Data, in readily legible, access
form that relate to details of construction, occupancy, built-
in fire protection features, special hazards, and water supply
fire flow requirements. Pre -clans are helpful in the areas of
• Fire Prevention, Fire Suppression, Training, Fire Fighter Safety, and
the reduction of Insurance r',atirg Deficiency points.
F7PE pie. ..T,c., :s COOD Bj_1iN_s3
3
2. Fire flow testing of the 500 plus Fire hydrants Fdithin our
city's water supply system. Fire flow tests on the ;eater
distribution system is necessary in order to deterline the qua11hty
of grater available for fire protection. The flow tests will
also accomplish a flushing of the hydrants involved and their
imaediate reliability. Each hydrant will be identified and re-
corded as to fire flow and location in a card file and on a
water distribution map. Fire flow testing interrelates with
pre -planning fire suppression activities, training, and satisfying
Insurance Services Offices requirements. Fire Department,per-
sonnel would receive training in determining fire flows, the
operation of Falispell's water distribution system and fire
suppressions flow requirements.
• Standard operating procedures need to be developed for Fire
m Departent operations. A standardized approach to ems-ncy and
non -emergency incidents would aid in fire suppression efforts,
improve fire fighter safety, improve Fire Department operations
as per Insurance Services Cffice rating schedules, and help re-
duce potential liability that the city might face. Standa-d
Operating Peoc--dures would also benefit the training and Fire
Prevention Programs.
•
The Incident Comrand Systen, ICS, is being used nationally
and is being implemented statewide as a standardized system util-
ized to combat emergencies. ICS has been designed to ensure more
efficient utilization of all available resources (Multi -agency
resources). ICS can be adapted to any task requiring a standard
method of organization, terminology, and identification. Examples
would be major fires, medical disasters, earthquakes, floods,
and hazardous material incidents. ICS is designed to become the
basic operation system for every incident within each agency on
a day to day basis. The tranisiton from normal day to day opera-
tions to that of a multi -agency operation should require a mini-
mum of transition for any agency. ICS would compliment our train-
ing program, fire suppression activities, and greatly increase
the day to day safety and effectiveness,of the Fire Department.
F"Z 11 rg GOOD BUS...a5
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Your departments present training prol-ram is in need of some modifications
to make it more effective. Some s=estions that I would have to implement
these modification would be:
1. Establish a trainins co-nittee to do a training needs assess-
ment. The needs assessment would determine a balance between;
a. Fire -ervice trainirG and emergency medical.
b. Classroom train-InS and practical skills.
c. Department training and training offered by others.
d. Specialized trainins and more General types of 'training.
2. This com ittee would also provide su_,gestions as to subject
areas and methods to hold nersonnel accountable for their
• training.
3. An annual training schedule should be established and future
training needs and opportunities anticipated.
4. A fire officer (Panage:nent) training program should be est-
ablished.
5. There are many important subject areas to cover that are
vital to our Denart.ment.
The Fire Prevention Bureau currently has a good Fire Prevention
Program. Some minor modifications would improve this pro_- am. most of
these modifications are in the trainin_ areas .
1. Engine Comnagv Inspectcrs should receive more specialized trainin;
in the area as how an observed fire hazard relates to the Fire Codes.
2. Personnel need to receive instruction in the inspections of specialized
occupancies such as: Ex: Bulk fuel facilities, public assemblies,
hazardous process facilities.
3. .ire suppression personnel need more trainin;; in Arson Detection
techniques.
4. As mentioned earlier we must become more adept at pre -planning
techniques.
5. Modification of the inspection form which is used for all occu_oancies
should be considered.
• 6. The Uniform Fire Code allows for the issuance of a permit for
listed occupancies which are determined to be an inherant hazard.
An inspection and a fee are allouc�. It is my opinion that we
should studv the feasibility of a^^lying this portion of the code.
Two purooses .could be served by issuing the permits. The permits
would produce so-e revenue and the Fire Depart -lent would be able
FKir_ 'S COCD
GENE ^_GTY PUAME LFRSON
C111 t151'-,aT ']FI'0
5
to more closely monitor those occupancies with built-in hazards.
The afore mentioned new programs and modifications of existing programs
can be accomplished with a ;minimal amount of funding and without additions
to the budget. It must also ae realized that they can only be accomplished
with a great deal of co-operative effort between Fire Department Personnel
and City Government. These changes won't happen overnight, but with
a spirit of mutual co-operation and trust we can work together for a
safer community.
is
Sincerely,
•
A Duane Larson, Fire Chief
F3F-E -=._ -.. ...,.. !S coop sU,._.-Ss
• CITY OF KALISPELL
FIRE MARSHAL
DESCRIPTION OF WORK
eneral Statement of Duties: Plans and directs activities of Fire
Prevention Bureau.
Supervision Received: Receives general direction from an adminis-
trative superior.
Supervision Exercised: Exer.cises general supervision over assigned
personnel.
`EXAMPLE OF DUTIES:
Assumes command of Fire Department in absence of:Chie£ or:
Assistant Chief.
Inspects commercial, industrial and other buildings for fire
hazards, efficiency of fire protective equipment, adequacy of
fire escapes and fire exits in general compliance with fire
• prevention laws. Instructs owners in the removal of fire
hazards. State law mandates annual inspections.
Submits reports of violations of the laws, ordinances and
established safety standards to the Fire Chief.
Inspects the installation and maintenance of automatic and
other private alarm systems and fire extinguishing equip-
ment and the storage of explosives and other hazardous
mat erials. Also reviews plans and monitors new construction for code
compliance.
Investigates causes of fires seaking evidence of arson or fire
law violations. Writes reports on the results of fire in-
vestigations. Determines origin and cause of city fires. Also is active
in operation of County Fire Investigation Team.
- Prepares regular and special reports on inspection. - -
Keeps an active file on all commercial buildings.
Instructs department personnel and citizens in fire prevention_
methods. Attends places of assembly to enforce fire safety
regulations. Active Public Fire Safety Program. Over 3300 people contacted 1985•
Checks and reviews building plans to insure compliance with all
fire codes regarding standpipes, sprinkler systems and other
• devices and construction.
Responds to fire alarms and notifi4s officer in charge of any
+ unusual fire hazards in occupied burning building.
Serves as firefighter as required.
Performs related work as required. �e-t�
CITY OF KALISPELL
ASSISTANT FIRE CHIEF
DESCRIPTION OF WORK
General Statement of Duties: Performs professional and admin-
istrative work for the City Fire Department.
'Su ervision Received: Receives guidance from an administrative
superior.
Supervision Exercised: Directs and coordinates the department's
firefighting, training and administrative personnel.
EXAMPLE OF DUTIES:
Performs duties of administrative supervisor in his absence.
The Assistant Chief ranks next to the Chief in authority.
Directs firefighting activities and commands men and equipment.
Assigns duties of personnel and coordinates the training of
firefighting forces in the most effective method of saving
lives, extinguishing fires and care of fire apparatus and
Fire Department property.
Assists with the preparation of the departmental budget and
oversees the maintenance of records and the compilation of
statistics.
Inspects station, men and equipment.
Reviews written reports and requisitions of subordinates.
Keeps necessary records and makes reports to the Chief.
Enforces city and department rules, regulations and policies.
Assists with theschedulingof vacations, answering complaints
and general duties.
Performs related work as required.
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INSURANCE SERVICES OFFICE
MONTAP1A
STATE OFFICE
SUMMARY OF GRADING
GRADING SCHEDULE FOR MUNICIPAL FIRE PROTECTION
(1974 Edition)
Date Graded: APRIk /977 City KAl1SP1 CL
Total Deficiency: 2 2 17 Points. Graded by: J, rAtA,?P Engineering Representative
Protection Class j
WATER SUPPLY
Assigned
Ite in
Points
1.
Adequacy of Supply Works
O
2.
Reliability of Source Supply
;g
• 3.
Reliability of Pumping Capacity
O
4.
Reliability of Power Supply
/,3
5.
Condition, Arrangement, Operation, and Reliability of System Components_
-T15--
6.
Adequacy of Mains
7.
Reliability of Mains
yS
8.
Installation of Mains
1-
9.
Arrangement of Distribution System_
10.
Additional Factors and Conditions Relating to Supply anq Distribution
37
11.
Distribution of Hydrants
/8
12.
Hydrants - Size, Type and Installation
0-
13.
Hydrants - Inspection and Condition
14.
Miscellaneous Factors and Conditions
Total
^y3s
FIRE DEPARTMENT
1.
Pumpers
2.
Ladder Trucks
—�1
O
3.
Distribution of Companies and Type of Apparatus
'O
4.
Pumper Capacity
//
5.
Design, Maintenance, and Condition of Apparatus
9,5
6.
Number of Officers_
7.
Department Manning
?/8
8.
Engine and Ladder Company Unit Manning
;pj_
• 9.
Master and Special Stream Devices
/
10.
Equipment for Pumpers and Ladder Trucks
11 •
Hose
12.
Condition of Hose
/p
ISO -PRO 802-13 (5-74)
-2-
Assigned
Item points
13. Training. .23Y
14. Response to Alarms 12
1.5. Fire Operation 213
16. Special Protection _ _ O
17. Miscellaneous Factors and Conditions
Total
FIRE SERVICE COMMUNICATIONS
1. Communication Center / �?�
2. Communication Center Equipment and Current Supply f3S
3. Boxes �.0 _
4. Alarm Circuits and Alarm Facilities Including Current Supply at Fire
Stations —`
5. Material, Construction, Condition, and Protection of Circuits g
G. Radio _0_
7. Fire Department Telephone Service /12
8. Fire Alarm Operators ... —0/`
9. Conditions Adversely Affecting Use and Operation of Communication Facili-
ties and the Handling of Alarms -_
10. Credit for Boxes Installed in Residential Districts H —
Total o/
• FIRE SAFETY CONTROL
1. Flammable or Compressed Gases
2. flammable or Combustible Liquids
3. Special Hazards C5�p
4. Miscellaneous Hazards S8
5. Supplemental Fire Prevention Activities_
G. Building Laws .?(.
7. Electricity
8. Heating and Ventilating Installations
Total 306
ADDITIONAL DEFICIENCIES
Adverse Climatic Conditions,
Other Adverse Conditions or Occurrences 30
Divergence Between Water Supply and Fire Department 7_7
Total / �3
SUMMARY OF DEFICIENCY POINTS
WATER SUPPLY
FIRE DEPARTMENT
FIRE SERVICE COMMUNICATIONS
FIRE SAFETY CONTROL
ADDITIONAL DEFICIENCIES_
Total Deficiency
2.2 Y7
ISO -PRO 802-B (5-7-1)
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•
INTRODUCTION
TABLE 2.
DEFICIENCY SCALE
DEFICIENCY POINTS CORRESPONDING 10 PER CENT DEFICIENCY
10%
20%
30%
40%
50%
60%
70%
80%
90%
1001%0%
t
10
25
45
67
90
112
134
156
178
200
19'°
12
27
47
70
92
114
136
158
180
2%
2
13
29
50
72
94
116
138
160
182
3%
3
15
31
52
74
97
119
141
163
185
4%
4
16
33
54
77
99
121
. 143
165
187
. 5%
5
18
35
57
.79
101
123
145
167
189
Z
6
"19
37
59
81
103
125
147
169
191
7%
7
21
39
61
83
105
127
149
171
194
8%
8
22
41
63
85
103
130 -
152
174
196
9%
9
24
43
65
88
110
132
154
176
198
RELATIVE CLASS AS DETERMINED BY POINTS OF DEFICIENCY
Points of Deficiency Relative Class of Municipality
0 —
500
First
501 —
1,000
Second
1,001 —
1,500
Third
1,501 -
2,000
Fourth
2,001 —
2,500
Fifth
2,501 —
3,000
Sixth
3,001 —
3,500
Seventh
3,501 —
4,000
Eighth
4,001 —
4.500
Ninth#
More than —
4,500
- Tenth'
# A ninihclass municipality is one (a) receiving 4.001 to 4,500 points of deficiency, or Ib) ieceiviny Ic°, Ih.m
4,001 points but having no rucogn /ed water supply.
A Icnlh cl,.,s inun¢Ipalily V- Ooc (a) n•c t-mm) nuns than 4,IA111 pain L, of dellcicncy, UI (hl wilhuul
water seliply and leaving a fire department grading over 1,755 points, Or (C) with a water supply and nu lire drptu 111WId, "?
(d) with no fire. protection.
3