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2015 2nd Police and Fire impact fees work session 10 20crTYOF -�. i i City of Kalispell Post Office Box 1997 - Kalispell, Montana. 59903 hs1P�E�, E Telephone: (406) 758-7701 Fax: (406) 758-7758 MONTANA ED MEMORANDUM To: Mayor Johnson and City Council From: Doug Russell, City Manager Re: Review of Police and Fire Impact Fees Meeting Date: October 26, 2015 BACKGROUND: In July, the City Council heard a report regarding the recommendation from the Impact Fee Committee for an adjustment to the impact fees for Police and Fire. At the meeting in July, Council desired to have additional information presented for review regarding building trends, a breakdown in fire vs EMS calls, and corresponding percentages. Additionally Council requested to have the next impact fee work session in conjunction with area legislators in order to discuss legislative priorities of the Council, and how they impact fiscal components of municipal operations. Attached to this memo is building information related to trends in the Flathead Valley, the memorandum from the work session (including the impact fee reports), and PowerPoint presentations for both the police and fire impact fees. In respect to the question related to the breakdown of calls for the fire impact fees between residential and commercial and what would be the breakdown if EMS calls were removed: after extracting the EMS call types out of the overall run reports, we have 1569 fire calls for service for residential and 1190 fire calls for service for commercial. This works out to be 57% residential and 43 % commercial. Originally it was 52% residential and 48% commercial. These numbers are from 2011-13. Below is the adjustment to the impact fees for Fire by removing EMS calls from the calculation: Impact Fee Comparison Fire Current $ Fire Proposed with EMS $ Fire Proposed without EMS $ Residential 483 1,067 1,169 Apartment 367 811 899 Commercial per 1,000 sf of building 350 778 697 It is recommended that the City Council receive the staff presentation on the updated reports and review and discuss the impact fee recommendation. New Single Family Home Permits 2011 2012 2013 2014 2015 Kalispell 42 54 106 81 30 thru July Whitefish 36 51 75 71 28 thru July Columbia Falls 0 5 7 19 12 thru July County Septic Inspections 219 230 301 341 no data 400 ■ Kalispell 350 14 Whitefish 341 300 250 200 150 100 50 0 2011 2012 2013 2014 2015 Total Value Single Family Home Permits Kalispell Whitefish Columbia Falls County -No Building Permit Data $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2011 2012 2013 2014 2015 $6,675,180 $8,796,732 $20,599,066 $18,178,996 $5,996,849 thru July $13,753,729 $23,287,393 $30,219,948 $43,263,721 $13,920,818 thru July $0 $734,871 $1,760,030 $4,384,907 $2,362,840 thru July no data ■ Kalispell * Whitefish I•) Columbia Falls $23,287,393 $13,753,729 $8,796, 32 i75, 80 $0 $ 34,871 2011 2012 $30,219,948 $20,i-!L,030 66 $18, 2013 $43,263,721 2014 $13,920,818 $5,996, 49 $2, 62,840 2015 Total Value All Building Permits Kalispell Whitefish Columbia Falls County -No Building Permit Data $70,000,000 $60,000,000 $50,000,000 $40,000,000 2011 2012 2013 2014 2015 $29,116,147 $54,755,122 $46,366,438 $45,316,909 $31,256,385 thru July $22,811,829 $31,625,170 $62,011,449 $57,820,267 $39,827,856 thru July waiting on data Total Value of All Building Permits - Kalispell & Whitefish $30,000,000 $20,000,000 $10,000,000 $0 2011 2012 2013 i- 2014 2015 New Single Family Home Permits Kalispell Kalispell -Average $ Per Unit Whitefish Whitefish -Average $ Per Unit Columbia Falls Columbia Falls -Average $ Per Unit County Septic Inspections $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2011 2012 2013 2014 2015 42 54 106 81 30 thru July $158,932.86 $162,902.44 $194,330.81 $224,432.05 $199,894.97 36 51 75 71 28 thru July $382,048.03 $456,615.55 $402,932.64 $609,348.18 $497,172.07 0 5 7 19 12 thru July #DIV/0! $146,974.20 $251,432.86 $230,784.58 $196,903.33 219 230 301 341 no data Average Construction Value of New Single Homes ■ Kalispell ■ Whitefish ■ Columbia Falls 2011 2012 2013 2014 11 2015 City of Kalispell Post Office Box 1997 - Kalispell, Montana 59903 Telephone: (406) 758-7701 Fax: (406) 758-7758 MONTANA MEMORANDUM To: Mayor Johnson and City Council From: Doug Russell, City Manager Re: Review of Police and Fire Impact Fees. Meeting Date: July 27, 2015 BACKGROUND: The Impact Fee Committee has completed its review of the Police and Fire Impact fees and is forwarding the recommendation to the City Council. Attached is a letter from the Impact Fee Committee's Chairperson with the recommendation of approval of the 2015 Update of the Police and Fire Impact Fee Reports. The reports identify the relevant legal requirements for developing impact fees, such as growth projections and the capital improvements anticipated to meet service demands. Additionally, the report outlines the calculations for the fees that are forwarded to Council for consideration. Below are the current and proposed impact fees for Fire and Police: Impact Fee Comparison Fire Current $ Fire Proposed $ Police Current $ Police Proposed $ Residential 483 1,067 41 277 Apartment 367 811 31 210 Commercial per 1,000 sf of building 350 778 16 179 It is recommended that the City Council receive the staff presentation on the updated reports and review and discuss the impact fee recommendation. crrOF ` , City of Kalispell Post Office l3o , 1997 - Kalispell. Montana 59903 ' Telephone (406) 758-7701 Fas (406) 758-7758 MONTANA May 29. 2015 Cih Council City of Kalispell 201 1 Avenue East Kalispell MT 59901 Re: Impact Fee Advisory Committee Recommendation — 2015 Updated Police Service Impact Fee Report and the 2015 Updated Fire Department Impact Fee Report. Dear Council Members HDR Engineering Inc (d b. a. HDR/EES) vk as retained by the City of Kalispell to dei elop a 2006 and updated 2010 cost based Impact Fee Report for the City's Police and Fire Services that complies with Montana Code 7-6-1601 to 7-6-1604 The 2015 updated police and fire impact fee reports are based on the methodology used in the previously adopted reports and on current capital improvement plans planning data, and cost allocations. Fire Chief. Dave Dedman presented and explained the updated data for the Kalispell Fire Department and Kalispell Police Captain, Wade Rademacher was the representatix a for the Kalispell Police Department. The Montana Annotated Code requires die establishment of an Impact Fee Advison, Committee (IFAC) to serve in an advisory capacity to the governing body of the City of Kalispell The planning, capital improvement project& methods and calculations were revie«ed and discussed as a committee at various meeting since June 2014. On April 2812015, the committee voted on recommending the 2015 Police and Fire Impact Fee Reports to the City Council. The vote was unanimous with Mema Terry, Jason Mueller, Justin Ahmann. Jim Cossitt and Rick Wills voting in favor of the reports Chairperson, Jeff Zauner was not present for the i ote but supports the committees decision in recommending the reports to the Kalispell City Council The IFAC committee will be at ailable to ansA%er questions and look forntiard in continuing to work with the City Council Sinc Jeff Imp. Report for City of Kalispell Draft Report Impact Fees for Police Service February 2015 K. i 11 usaEtL I Introduction and Overview of the Study 1.1 Introduction................................................................................................................ 1-1 1.2 Overview of the Study.............................................................................................. 1-1 1.3 Impact Fee Advisory Committee (IFAC).............................................................. 1-1 1.4 Disclaimer.................................................................................................................... 1-1 2 Legal Considerations in Establishing Impact Fee for the City 2.1 Introduction........................................................................................... 2-1 2.2 Requirements under Montana Law......................................................................... 2-1 3 Determination of the City Police Impact Fees 3.1 Introduction........................................................................................... 3-1 3.2 Present Police Impact Fees...................................................................................... 3-1 3.3 Update of the City's Police Impact Fees................................................................ 3-1 3.4 Key Assumptions...................................................................................................... 3-4 3.5 Implementation of the Impact Fees......................................................................... 3-4 3.6 Recommendations........................................................................................................3-4 Tables 3-1 Present Police Impact Fees...................................................................................... 3-1 3-2 Allowable Police Impact Fees.......................................................................... 3-3 Appendix A - Montana Code - Impact Fees Appendix B - Police Impact Fee Exhibits i 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 develop in 2006 and update in 2010 the City's cost based impact fees for the City's police services that comply with the Montana Code 7-6-1601 to 7-6-1604. This update is based on the methodology used in the previously adopted reports and on current capital improvement plans, planning data, and cost allocations. This report provides a summary of the update to the cost based impact fees for the City's police services. Impact fees are a one-time assessment against new development to pay for the cost of infrastructure required to provide service. Impact fees provide the means of balancing the cost requirements for new infrastructure (buildings and equipment) between existing customers and new customers. The portion of capital improvements that will provide service to new customers is 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 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 intends to 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 three 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 police services is provided in Section 3. 1.3 Impact Fee Advisory Committee (IFAC) The Montana Annotated Code requires the establishment of an Impact Fee Advisory Committee (IFAC), which serves in an advisory capacity to the governing body of the City of Kalispell. The planning, capital improvements projects, methods and calculations were reviewed and discussed with the IFAC at various meeting since August of 2014. At the April 28, 2015 meeting the proposed methodology and impact fee as outlined in this Final Report Update was motioned and approved by the committee members. 1.4 Disclaimer Determination of impact fees originally presented, used "generally accepted" planning, accounting and ratemaking principles. This should not be construed as a legal opinion with respect to Montana law. Introduction and Overview of the Study 1-1 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 reports 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 were minor language clarifications. Therefore, the methodology established in the previous reports was used as the basis for this update of the police impact fees. 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 regarding 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 copy of the full code is provided as Appendix A. Legal Considerations in Establishing Impact Fees for the City City of Kalispell, Montana 2-1 3.1 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 previously adopted reports and 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 Police Impact Fees The City currently assesses impact fees for police service. These are assessed for single-family residential units, multi -family residential units and commercial property. A summary of the current fees adopted in 2010 is provided in Table 3-1. Residential per unit Apartment per unit Commercial per 1,000 sq ft of build space 3.3 Update of the City's Police Impact Fees $41.00 31.00 16.00 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. Determination of the City's Police Impact Fees 3-1 City of Kalispell, Montana 3.3.1 Planning Standards The planning horizon used for this report is from 2013 to 2035. The population projections from 2013 to 2035, uses a population growth rate of 2% and were derived from a memorandum dated October 17, 2014 from Tom Jentz, Planning Director. A copy of the memorandum and population projections are provided in Exhibit B-1 and Exhibit B-2. 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 needed for year 2035 is based on an analysis of three other Montana police departments that have either built a new facility or conducted recent space needs studies. The space needs summary is provided in Exhibit B-3 and B-4. 3.3.2 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, a survey was conducted using three other Montana police departments; Missoula PD, Bozeman PD, and Whitefish PD. We reviewed their planning documents and based off of their planning ratios projected out to the year 2035, determining the amount of square feet needed for future needs. The space needs summary is provided in Exhibit B-3 and B-4. After reviewing the square footage projections of the three identified police departments the IFAC agreed to 303 square feet per employee as the ratio for this report. The building space requirement per person (303 sq ft) was then multiplied by the population growth resulting in a space requirement for new development of 7,272 sq ft. The current construction cost was determined from averaging three police public service building cost, which had been constructed or have an engineer estimate for construction in the next one to two years. Construction cost summary is provided in Exhibit B-3. Using the three construction cost figures, the average cost per square foot is $302. The IFAC approved $302 per square foot for construction costs for this report. This was then allocated to residential and commercial development based on the number of calls resulting in $1,207,879 for residential development and $988,265 for commercial development. This is a slight shift from residential to commercial when compared to the 2010 report. Based on recent call records, the allocation to residential development used in this report is 55%, and 45% to commercial. In the 2010 report, 54% of the calls were allocated to residential development and 46% to commercial. Details of the call by development type are provided in Exhibit B-5_ Details of the calculations are provided in Exhibit B-6_ Determination of the City's Police Impact Fees 3-2 City of Kalispell, Montana 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. 3.3.3 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. 3.3.4 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 served 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 3-2. Residential per unit Apartment per unit Commercial per 1,000 sq ft of build space $277 210 179 The total impact fee as shown for a single-family residential unit is $277. This results in an increase from the current residential development impact fees and an increase in the commercial fees. This is due to the change in projected needs in space, construction costs, and the number of calls related to residential development and commercial development. The details of the net allowable impact fee are shown on Exhibit B-7 and Exhibit B-8 of the Technical Appendices. Determination of the City's Police Impact Fees City of Kalispell, Montana 3-3 3.4 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: ■ KPD's space needs 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, it is recommended 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 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 Recommendations The following are recommendation based on the review and analysis of the City's police service. ■ 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. Determination of the City's Police Impact Fees City of Kalispell, Montana 3-4 Montana Code Annotated 2014 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 e 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 additionalservicecapacity required by the developmentfromwhich it is collected. An impact fee may include a fee for the administration of the impact tee not to exceed 5 /o 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 e 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; ic) 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. Montana Code Annotated 2014 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 must: 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; f) 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; make a determination as to whether one service area or more than one service area for transportation faci ,ties 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) establish the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee; establish the amount of the impact fee that will be imposed for each unit of increased service demand; and have a component of the budget of the governmental entity that: i) schedules construction of public facility capital improvements to serve projected growth; i,) projects costs of the capital improvements; ii,) 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 purposes of subsection (2) and must document how each impact fee meets the requirements of subsection (7)- (4) The service area report that supports adoption and calculation of an impact fee must be available to the public upon request. (5) 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. (6) The ordinance or resolution adopting the impact fee must include a time schedule for periodically updating the documentation required under subsection (2). 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 of public facilities capital improvements costs: ,) 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 Norm 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; amd. Sec. 1, Ch. 358, L. 2009. Montana Code Annotated 2014 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 tees. 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 pro erty at the time that the refund was due. (p2) 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 ofacquiring, constructing, or upgrading the facility and must be no more than ov a proportionate share of the costs to pride 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 rebuildin a damaged structure unless there is an increase in units that increase service demand as described in 7-6-1602(2%). 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 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; amd. Sec. 2, Ch. 358, L. 2009. Montana Code Annotated 2014 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, ands ending 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. Exhibit B-1 - Planning Memorandum PLANNING FOR THE FUTURE P,5 (1)},YM TeX MEMORANDUM To: Susie Turner, Public Works Director From: Tom Jentz, Planning Director Date: October 17, 2014 Planning Department 201 V Avenue East Kalispell, MT 59901 Phone: (406) 758-7940 Fax: (406) 758-7739 www.kalispell.com/planning Subject: Construction Trends/Projections for Commercial Development I have attached a worksheet showing commercial construction development trends in Kalispell along with projections through the year 2035. In brief this office anticipates that there will be approximately 290 additional acres of commercial development within the Kalispell city limits from 2015-2035. This projection utilizes commercial growth trends from 2006-2013 and add a 2% per year growth rate based on the projected Kalispell population growth rate. The commercial construction figures used for the above estimates are based on building permits issued from 2006 — 2013 within the city of Kalispell. Over this 8 year period the city has seen an average of 222,628 square feet of commercial development occur per year. Commercial development is generally described as non- residential uses including retail, office, medical, governmental, churches, schools and industrial uses. This office utilizes a ratio of 20,000 square feet of constructed area per gross acre of developed land. In other words a 20,000 square foot building along with the associated required parking, landscaping and setbacks would consume one acre of land. Using the above number of 222,628 square feet of constructed area per year, it is estimated that that this would equate to 11.13 acres of commercial land per year over the past 8 years. For comparison purposes inside the city of Kalispell in 2013 there were 1,200 acres of commercially developed land which again includes retail, office, medical, governmental, churches, schools and industrial uses. Outside the city but within the annexation boundary there are another 723 acres of commercially developed land. This would then total 1,923 acres of commercially developed land within the Kalispell annexation boundary as adopted by the city council by resolution 5404A on March 7, 2011. 2006-2013 Kalispell Annual Square Footage New Construction Kalispell Planning and Building Dept. Commercial 2006 - 95,748 2007 - 82,049 2008 - 33,334 2009 - 10,717 2010 - 201,725 2011 - 10,750 2012 - 196,598 2013 - 367,777 998,698 (125,000 sq. ft./yr - 6 % acres/yr.) Office 14,472 4,781 6,912 22,683 39,265 69,309 157,418 (19,500 sq. ft./Yr. - 1 acre/yr.) Industrial 1,720 18,841 129,498 150,059 (18,750 sq. ft./yr - 1 Acre/yr.) Gov., Public, church, etc. 60,539 160,855 43,168 12,599 14,050 78,098 105,541 474,850 (59,250 sq. ft./yr. - 3 Acre/yr.) TOTAL 1,781/025 ( 222,628sq. ft./yr. - 11.13 acre/yr) Notes: 8 years of building permit data from 2006 - 2013, assumes city limits only, 20,000 square feet of structure/acre. PROJECTIONS SHOWING COMMERCIAL (NON-RESIDENTIAL) DEVEOPMENT IN KALISPELL 2015-2035 Option A Using a multiplier equal to population growth (2%/yr-2015-2035) 2015 - 11.3 2016 - 11.5 2017 - 11.7 2018 - 11.9 2019 - 12.2 2015 - 2019 - 58.6 ac. 2020 - 12.4 2021- 12.7 2022 - 12.9 2023 - 13.2 2024 - 13.4 2020 - 2024 - 64.6 ac. 2025 - 13.7 2026 - 14.0 2027 - 14.3 2028 - 14.6 2029 - 14.8 2025 - 2029 - 71.4 ac. 2030 - 15.1 2031- 15.4 2032 - 15.7 2033 - 16.1 2034 - 16.4 2030 - 2034 - 78.7 ac. 2035 - 16.7 2035 - 16.7 ac. Total - 290.0 acres Option B Straight line projection using 11.13acres/yr. based on 2006 - 2013 historical construction 21 years x 11.13acres/yr = 234 acres. 2015 - 2019 - 55.65 acres 2020 - 2024 - 55.65 acres 2025 - 2029 - 55.65 acres 2030 - 2034 - 55.65 acres 2035 - 11.13 acres Total - 234 acres Kalispell Population Projections Prepared by Kalispell Planning Department October 20, 2014 2000 (census) - 14,223 2010 (census) - 19,927 2013 (census est) - 20,972 2015 (est.) - 21,800 2220 - 24,000 2025 - 26,600 2030 - 29,400 2035 - 32,400 Projections based on an assumed growth rate of 2%/year after 2013 which will compound for a 21.9% growth rate /decade. City of Kalispell Police Impact Fees Population Projections Exhibit B-2 Yearly Population Year Population' Growth Census 2013 20,972 2014 21,391 419 2015 21,819 428 2016 22,255 436 2017 22,700 445 2018 23,154 454 2019 23,617 463 2020 24,090 472 2021 24,572 482 2022 25,063 491 2023 25,564 501 2024 26,076 511 2025 26,597 522 2026 27,129 532 2027 27,672 543 2028 28,225 553 2029 28,789 564 2030 29,365 576 2031 29,953 587 2032 30,552 599 2033 31,163 611 2034 31,786 623 2035 32,422 636 TOTAL 11,450 1 - 2% annual growth rate Exhibit B-3 - Space Needs and Construction Cost Memorandum K pa-Li,c D 312 1- A v-e, Ea,(- - PO 13ax,19 9 7 - V_ MT 59 903 TeL� (406) 758 -7780 - Fa�w (406) 758 -779 9 ei—ma,iL — kfaA@kzLt44YJ4tLGO'Vw Striving to Exceed Expectations' Kalispell Police Department 2015 Impact Fee Report Current Figures 2013 City population — 20,972 # of KPD fulltime employees (sworn and non -sworn) —44 Ratio of KPD employees per 1,000 residents — 2.1 Gross square footage of KPD—12,616 Ratio of square footage per employee — 287 2035 Proiections 2035 Population — 32,422 Maintaining 2 employees/1,000 residents ratio — 68 employees Maintaining 287 square feet per employee ratio—19,516 Additional square footage necessary by 2035 — 6,900 Glen Anacker, A.I.A, formerly of Architects Design Group (now defunct) who completed our last space needs study reported a new space needs study would cost $10,000- $30,000 depending on complexity. Comparisons Missoula Police Department 2008 space needs assessment recommended 39,000 square feet. This was projected for needs in 2025. Estimated cost of approximately $11.9 million ($305 per sq') Missoula Police Department projects 154 personnel in 2025 Ratio of square footage per employee — 254 Currently 129 personnel, 302 square feet per employee. Projecting out to 2035 using same growth rate as prior 10 year projection: 183 employees (213 square feet per employee). Missoula is currently seeking funds to build new facility based off of study. Bozeman Police Department Citizens this fall will vote on funding a new facility for the police department that will be 39,440 gross square footage. Construction cost, not counting property, is $361.20 per square foot. This facility is based on projections for year 2034 needs estimating 110 personnel. Ratio of square footage per employee — 358 Bozeman currently has 74 employees. Current ratio if constructed now: 532 square feet per officer. Whitefish Police Department Newly built Public Safety Department and Courts completed in 2010. 32,656 total square footage. Cost of the whole construction project was approximately $7,899,831 ($242/sq). Cost of land was excluded from this figure. Police Department consists of 9,826 square feet not counting common spaces (training rooms, lobbies and corridors, and mechanical/utilities). They have 20 employees. Average square footage per employee is 491. Whitefish estimated employees for 2035 based on average increase of the other departments (including KPD) at 44%: 29 (338 square feet per employee). KALISPELL POLICE DEPARTMENT PAGE 2 Average Square Footage/Cost per Square Foot Average square footage of three above departments per employee based on current number of employees: 442 Average square footage per employee based on 2035 projected employees: 303. The Impact Fee Advisory Committee agreed at the March 24, 2015 meeting to use 303 square feet per employee for the 2015 Updated Police Impact Fee Report. Average construction costs of above three facilities based on actual construction estimates: $302 per square foot. This Impact Fee Committee agreed at the November 25, 2014 meeting to use the $302 per square foot figure for the 2015 Updated Police Impact Fee Report. (Whitefish costs include total facility and not just police department) Commercial Development Proiections The Kalispell Planning Department predicts there will be 290 additional acres of commercial development between 2015 and 2035. There were 1,200 acres of commercially developed land in 2013. Based on 20,000 square feet of constructed area per acre, the average of the past eight years, the estimate of additional commercial construction is 5,800,000 square feet between 2015 and 2035. KALISPELL POLICE DEPARTMENT PAGE 3 City of Kalispell Police Impact Fees Space Requirements Exhibit B-4 Step 1 : Square footage per Police Department Personal PD Personal 44 Total Square Feet SF/Person Step 2: PD per Population 2013 Population PD/1,000 residents population/PD 2035 Population PD Ratio PD Required in 2035 Step 3: New PD Square Footage New PD (2013-2035) Required New Space Step 4: Total Costs Required New Space (sq ft) Cost per Square Foot Total Police Building Cost 15,752 303 20,972 2.1 486 32,422 2.1 68 24 7,272 7,272 302.00 2,196,144 Exhibit B-5 — Residential/Commercial Call Ratio Memorandum 312 1,+ Ave, Eax f - PO 13ax, 19 9 7 - KaLi,- , , MT 59 903 Te lfA,o ,t (406) 758 -7780 - Fa 1, (406) 758 -779 9 er-maiL - k p-"k.a-i.44p0, wvvv, Striving to Exceed Expectations, Date: October 28, 2014 To: Impact Fee Advisory Committee From: Wade Rademacher Re: 2015 Police Impact Fee Review Residential/Commercial Call Ratios The last study comparing the ratio of residential to commercial calls was conducted in 2009. This was completed by tracking all "calls for service" in our record management system. The following were the results broken down into: residential, Commercial, and Other. Other includes traffic stops and other self -generated activities by police officers. TYPE 9 % % only using R &C Residential: 4,751 25.8 54.2 Commercial: 4,014 21.8 45.7 Other: 9,644 52.3 X I conducted an updated study in September 2014. I was unable to use our record management system in the same manner because of tracking differences with a new computer system. The old system was able to track every call that came into KPD. The new system only tracks this data if an officer writes a report (most calls do not generate reports). Instead, I selected eight days and manually tracked the calls for those days. Every day of the week was covered (Monday twice), with two days being in each of the months of January, April, July, and October (661 total calls). TYPE 9 % % only using R&C Residential 177 26.7 55.3 Commercial 143 21.6 44.6 Other 341 51.5 X City of Kalispell Police Impact Fees Cost Allocation Exhibit B-6 New Population (2013-2035) 11,450 Required New Space' 7,272 Cost per Square Foof $ 302 Total Police Building Cost $ 2,196 144 Residential Cost2 $ 1,207,879 Commercial Cost 2 $ 988,265 1 - From Exhibit B-4. Only new space is allocated to growth. 2 - 55% to residential and 45% to commercial based on actual call logs in 2014, see Exhibit B-5 3 - Cost per square foot, see Exhibit B-3 City of Kalispell Police Impact Fees Allowable Residential Impact Fees Exhibit B-7 Residential Impact Fee Costs Residential Population Served Cost per Person Single Family Dwelling Unit- 2.5 persons per Dwelling Unit Debt Service Credit Administration Fee Net Single Family Impact Fee Recommended Single Family Impact Fee Multifamily Dwelling Unit - 1.90 persons per Dwelling Unit Debt Service Credit Administration Fee Net Multifamily Impact Fee Recommended Mutifamily Impact Fee 1 - From Exhibit 8-5 $ 1,207,879 11,450 $ 105.49 $ 263.73 $ 13.19 $ 276.92 $ 277.00 $ $ 200.43 10.02 $ 210.46 $ 210.00 City of Kalispell Police Impact Fees Allowable Commercial Impact Fees Exhibit B-8 Commercial Impact Fee Costs $ 988,265 Commercial Acres 2 290 1,000 sq ft of Gross Building Area per Acre 3 20 Total Gross Building Area (1,000 sq ft) 5,800 Impact Fee per 1,000 sq ft of Gross Building Area $ 170.00 Debt Seniice Credit - Administration Fee 8.50 Net Commercial Impact Fee 4 $ 178.50 Recommended Commercial Impact Fee $ 179.00 1 - From Exhibit B-5 2 - Based on 2014 Planning Construction Trend/Projects for Commercial Development. See Exhibit B-1 3 -A ssum es 20, 000 sq. ft. per acre. 4 - Per 1, 000 sq. ft. of gross building area (or fraction thereof). Report for City of Kalispell Draft Report Impact Fees for Fire Department February 2015 f •r Contents 1 Introduction and Overview of the Study 1.1 Introduction.......................................................................................................... 1-1 1.2 Overview of the Study......................................................................................... 1-1 1.3 Impact Fee Advisory Committee(IFAC)..................................................... 1-1 1.4 Disclaimer..................................................................................1-1 2 Legal Considerations in Establishing Impact Fee for the City 2.1 Introduction.......................................................................................................... 2-1 2.2 Requirements under Montana Law...................................................................... 2-1 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 Recommendations............................................................................................... 3-5 Tables 3-1 Current Fire Impact Fees..................................................................................... 3-1 3-2 Allowable Fire/EMT Impact Fees....................................................................... 3-4 Appendix A - Montana Code - Impact Fees Appendix B - Fire Impact Fees Section 1: Introduction 1.1 Introduction HDR Engineering Inc. (d.b.a. HDR/EES) was retained by the City of Kalispell; Montana (City) to develop in 2006 and update in 2010 the City's cost based impact fees for the City's fire services that complies with Montana Code 7-6-1601 to 7-6-1604. This update is based on the methodology used in t h e previously adopted reports and on current capital improvement plans, planning data, and cost allocations. This report provides a summary of the update to the cost based impact fees for the City's fire services. Impact fees are a one-time assessment against new development to pay for the cost of infrastructure required to provide service. Impact fees provide the means of balancing the cost requirements for new infrastructure (buildings and equipment) between existing customers and new customers. The portion of capital improvements that will provide service to new customers is included in the impact fees. In contrast to this, the City may have future capital p r o j e c t s and equipment requirements that are related to meeting existing deficiencies in fire 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 intends to 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 three distinct components. The next section of the report 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 services is provided in Section 3. 1.3 Impact Fee Advisory Committee (IFAC) The Montana Annotated Code requires the establishment of an Impact Fee Advisory Committee (IFAC), which serves in an advisory capacity to the governing body of the City of Kalispell. The planning, capital improvements projects, methods and calculations were reviewed and discussed with the IFAC at various meeting since August of 2014. At the April 28, 2015 meeting the proposed methodology and impact fee as outlined in this Final Report Update was motioned and approved by the committee members. 1.4 Disclaimer Determination of impact fees originally presented, used "generally accepted" planning, accounting and ratemaking principles. This should not be construed as a legal opinion with respect to Montana law. Section 2: Legal Consideration in Establishing Impact Fees for the City 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 reports 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 were minor language clarifications. Therefore, the methodology established in the previous reports was used as the basis for this update of the fire impact fees. 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 regarding 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 copy of the full code is provided as Appendix A. 2-1 Section 3: Determination of the City's Fire Impact Fees 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 previously adopted reports and 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 adopted in 2010 is provided in Table 3-1. Development Type Impact Fee Calculation Results Residential Der unit $483 ADartment Der unit $367 Commercial per 1,000 sq ft of building space $350 3.3 Update of the City's Fire 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. 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 and are utilized to date. These standards determine the number of fire stations, locations and equipment requirements based 3-1 on a four (4) minute response for fire engines and an eight (8) minute response for ladder trucks. NFPA 1710 standard and station response area are provided in Exhibit 13-1. 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. The planning horizon used for this report is from 2013 to 2035. The population projections from 2013 to 2035, uses a population growth rate of 2% and were derived from a memorandum dated October 17, 2014 from Tom Jenz, Planning Director. A copy of the memorandum and population projections are provided in Exhibit B-2 and Exhibit B-3. 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. On March 7, 2011, the City Council adopted an annexation policy, resolution 540413, that significantly revised the previous annexation boundary. This report uses the 2011 annexation policy boundary for the planning boundary and adjusted Capital Improvement Projects to meet the needs in the expanded service area. The additional future stations are necessary to serve the coverage areas associated within the adopted boundary and provide full response coverage for the expansion of the city. In addition, consideration was made in planning for future response needs in regards to population density within a smaller area of service. The increase of population density within a specified geographical area will increase the demand on the emergency service units in this area causing these units to be already assigned and unable to respond. These new stations will serve an estimated population of 32,422 people based on the projected growth through 2035. 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 capital improvement 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. The Capital improvement plan is provided in Exhibit B-4. These 3-2 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 B-5. This formula follows the method in the 2010 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 B-5. The current result was a total cost of $8,949,000 of which $4,653,480 is attributable to residential development and $4,295,520 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 B-5. The number of calls between residential and commercial has changed since the 2010 report. The 2010 report used an allocation of 68% to residential based on the historical call records. Based on the review of recent call records from 2011 to 2013, the allocation to residential is 52%. This result is a s m a 11 shifting of costs based on the most recent call volume records. Details of the calculations are provided in Exhibit B-6. 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 fees was to determine if a credit for payment on debt service for the City's outstanding bonds. Based on current growth projections, the fire impact fee will collect sufficient funds to cover the debt service related to growth. For example, the average annual debt service payments for the fire tender is $70,079, and the projected annual fire impact fee revenue is $147,692. No fire debt service credits are necessary in this current impact fee analysis. This is shown in Exhibit B-7. 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 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 costs is divided by the population base that will be served to determine a cost per person. This cost is then 3-3 multiplied by the number of persons per dwelling type to determine a fire impact fee by residential development type. For commercial development, the allocated fire service costs are divided by the estimated amount of new commercial building area (per 1,000 sq. ft.) that will be provided fire service. Summaries of the calculated net allowable fire impact fees by development type are shown in Table 3-2. Development Type Impact Fee Calculation Results Residential per unit $1,067 Apartment per unit $811 Commercial per 1,000 sq ft of building space $778 The total impact fee as shown for a single-family residential unit is $1,067. This results in an increase from the 2010 residential and commercial development impact fees. The increase is due to the change in the annexation boundaries and the change in overall population growth. Additionally, the impact of less commercial calls during the study period results in a smaller cost allocation to commercial development. The details of the net allowable impact fee are shown on Exhibit B-8 and Exhibit B-9 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 2011 to 2013 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, it is recommended 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 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. 3-4 3.6 Recommendations The following are recommendation based on the review and analysis of the City's fire service. ■ The City should implement impact fees for fire 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. 3-5 TECHNICAL APPENDIX A MONTANA CODE FOR IMPACT FEES Exhibit A-1 Montana Code Annotated 7-6-1601. Definitions. http://leg.nit.gov/bills/mca/7/6/7-6-1601.htrE Montana Code Annotated 2014 Preuous Section MCA Contents Part Contents 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 terns 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 terns 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. Provided by A7op1m.? Legvsbtrv& Services 1 of 1 2/12/2015 7:48 AM 7-6-1602. Calculation of impact fees -- documentation required -- ordinan... http://leg.mt.gov/bills/mca/7/6/7-6-1602.htm Montanaf ` Preuous Section MCA Contents 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 a service area report. (2) The service area report is a written analysis that must: (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; (f) 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) establish 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 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 purposes of subsection (2) and must document how each impact fee meets the requirements of subsection (7). (4) The service area report that supports adoption and calculation of an impact fee must be available to the public upon request. (5) 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. (6) The ordinance or resolution adopting the impact fee must include a time schedule for periodically updating the documentation required under subsection (2). (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 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; axed. Sec. 1, Ch. 358, L. 2009. Provided by Montana Legislatwe Services 1 of 1 2/12/2015 7:49 AM 7-6-1603. Collection and expenditure of impact fees -- refunds or credits ... http://leg.nit.gov/bills/mca/7/6/7-6-1603.htm Montana Code Annotated 2014 Preuous Section MCA Contents Part Contents Search Help Ned SeWon 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(2)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; axed. Sec. 2, Ch. 358, L. 2009. Provided by Montana Legislatwe Services 1 of 1 2/12/2015 7:50 AM 7-6-1604. Impact fee advisory committee. http://leg.mt.gov/bills/mca/7/6/7-6-1604.htm Montanaf ` Preuous Section MCA Contents Part Contents Search Help Ned 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. Provided by Montana Legislative Services 1 of 1 2/12/2015 7:50 AM TECHNICAL APPENDIX B FIRE IMPACT FEE Exhibit B-1 NFPA Standard Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. NFPA01710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2010 Edition Customer ID': z : 30706632 �y��ti • ti�pA� �)���ry,11N171�5N NF��P' A `�4'1 ii TO �� NFPA, 1 Batterymarch Park, Quincy, MA 02169-7471 An International Codes and Standards Organization Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 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For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-1 Copyright (D 2009 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 2010 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. It was issued by the Standards Council on May 26, 2009, with an effective date ofJune 15, 2009, and supersedes all previous editions. This edition of NFPA 1710 was approved as an American National Standard on June 15, 2009. Origin and Development of NFPA 1710 In 2001, the first edition of NFPA 1710 was issued. The development of that benchmark standard was the result of a considerable amount of hard work and tenacity by the Technical Committee members and the organizations they represented. That standard was the first organized approach to defining levels of service, deployment capabilities, and staffing levels for 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, as identified by the fire department Following the issuance of the first edition, the NFPA Standards Council asked the Techni- cal Committee to begin the revision process for a 2004 edition of the standard. The Commit- tee formed several Task Groups to look at various aspects of the document. However, recog- nizing that the standard had not been fully field tested, the extent of the changes proposed were minimal with a cleanup of definitions, the addition of wording regarding equivalency in the annex, and clarification that the discussion on rate of fire propagation in the annex involved unsprinklered rooms. This edition of NFPA 1710 standardizes and refines terminology and definitions used in the document Particular attention was paid to terminology for time frames for the various events that occur from event initiation to the end of the Fire department's involvement with the incident. This includes recognition that there is a time interval to initiate action or inter- vene at the end of travel time and before control and mitigation actually begins. The require- ments for time frames for alarm handling have been revised to correspond to changes being made to NFPA 1221. The time allowance for turnout for fires and special operations was lengthened to 80 seconds but the time measurement was defined to start at the beginning of the transmission of response data to the emergency response units or emergency response facilities. All times shown as both minutes and seconds were changed to seconds only as that is the level of precision in which the committee intends time to be measured. An application section was added in Chapter 1. The travel times for units responding on the first alarm were clarified to indicate the first unit must arrive within 4 minutes travel time and all units must arrive within 8 minutes travel time. The quadrennial report required to be provided to the AHJ in the previous edition has been changed to an annual report. The annex material related to the requirement stated for an initial full alarm assignment capability has been moved to the body of the standard to clarify that the requirement applies to a structure fire in a typical 2000 fe (186 mz) , two-story single-family dwelling without basement and with no exposures. In addition, wording was added to require additional resources be deployed on fires in occupancies that present hazards greater than the two-story single-family dwelling. The community -wide risk management model that has been in an annex to NFPA 1720 has been added as an annex to NFPA 1710. The work done by the Committee provides the user with a template for developing an imple- mentation plan on the standard. Most important, it provides the body politic and the citizens a true picture of the risks in their community and the Fire department's capabilities to respond to and manage those risks. NFPAand National Fire Protection Association are registered trademarks of the National Fire Protection Association, Quincy, Massachusetts 02161). Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 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 Phoenix, AZ [SE] Richard M. Duffy, Secmettuy International Association of Fire Fighters, DC [L] Rep. International Association of Fire Fighters TerryAllen, City of Cambridge Fire Department, Canada [E] Rep. NFPAFire Service Section William L. Bingham, City of Boynton Beach, FL [U] Rep. International Fire Marshals Association Rick Black, Center for Public Safety Excellence, TX [SE] Paul D. Bmoks, City of Greensboro Fire Department, NC [E] Rep. International Association of Fire Chiefs Michael R. Brown, Washington State Association of Fire Chiefs, WA [E] Rep. International Association of Fire Chiefs Richard M. Brown, City of East Providence, RI [C] Rep. International City/County Management Association Randy R. Bruegman, City of Fresno Fire Department, CA [E] Rep. International Association of Fire Chiefs William W. Bryson, City of Miami Fire -Rescue Department, FL [E] Rep. Metropolitan Fire Chiefs Ross Chadwick, City of Denton Fire Department, TX [E] Philip A. Chovan, Georgia Tech Research Institute, CA [M] Rep. Fire Department Safety Officers Association Welling S. Clark, 1CARE, CO [SE] James G. Featherstone, United Firefighters of Los Angeles City, CA [L] Alternates John J. Caussin, Fairfax County Fire & Rescue Department, VA [E] (Alt. to D. L. Rohr) Sallie Clark, 1CARE, CO [SE] (Alt. to W. S. Clark) Gregory H. Grayson, City of Asheville Fire & Rescue; NC [C] (Alt. to C. K. McKenzie) Todd A. Harms, Phoenix Fire Department, AZ [E] (Alt. to S. L. Kreis) Michael D. Masters, Oak Ridge National Laboratory (USDOE),TN [U] (Alt. to P. N. Smith) Carl E. Peterson, NFPA Staff Liaison Thomas Hanify, The Professional Firefighters Union of Indiana, 1N [L] Rep. International Association of Fire Fighters Steve L. Kreis, City of Phoenix Fire Department, AZ [E] Cortez Lawrence, U.S. Department of Homeland Security, MD [SE] Brian P.McBride, Philadelphia Firefighters' Union, PA [L] Rep. International Association of Fire Fighters Christopher K. McKenzie, League of California Cities, CA [C] Rep. National League of Cities Christopher E. Platten, Wylie, McBride, Jesinger, Sure & Platten, CA [SE] Franklin D. Pratt, Los Angeles County Fire Department, CA [SE] Gary Rainey, Florida Professional Firefighters, FL [L] Kevin Ritchie, Juneau, AK[C] Rep. National League of Cities David L. Rohr, Fairfax County Fire & Rescue Department, VA [E] Mark A. Sanders, Ohio Professional Firefighters, OH [L] Patrick N. Smith, U.S. Department of Energy, TN [U] Steven J. Tufts, United Firefighters of Los Angeles City, CA [L] Rep. International Association of Fire Fighters John P. McCarthy, City of Ottawa, Canada [M] (Alt. to P. A. Chovan) Manuel Navarro, Colorado Springs Fire Department, CO [E] (Alt. to M. R. Brown) Catherine L. Spain, National League of Cities, DC [C] (Alt. to K. Ritchie) Thomas J. Wieczorek, International City/County Management Association, DC [C] (Alt. to R. M. Brown) Milt Wilson, Ontario Association of Fire Chiefs, Canada [E] (Alt. to T. Allen) This list refrresents the membershili at the time the Committee was balloted cm the frond text of this edition. Since that time, changes in the membenhifi may have occurred. A hey to cicissifecations is found at the hark of the domment. NOTE: Membership on a committee shall not in and of itself constitute an endorsement of theAssociation or any document developed by the committee on which the member serves. 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 medical services. xrw 2010 Edition Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. CONTENTS 1710-3 Contents Chapter 1 Administration .............................. 1710- 4 1.1 Scope ............................................... 1710- 4 1.2 Purpose ............................................ 1710- 4 1.3 Application ....................................... 1710- 4 1.4 Equivalency ....................................... 1710- 4 Chapter 2 Referenced Publications ................. 1710- 4 2.1 General ............................................ 1710- 4 2.2 NFPA Publications .............................. 1710- 4 2.3 Other Publications .............................. 1710- 4 2.4 References for Extracts in Mandatory Sections ............................................ 1710- 4 Chapter 3 Definitions .................................. 1710- 5 3.1 General ............................................ 1710- 5 3.2 NFPA Official Definitions ..................... 1710- 5 3.3 General Definitions ............................. 1710- 5 Chapter 4 Organization ................................ 1710- 7 4.1 Fire Department Organizational Statement ......................................... 1710- 7 4.2 Fire Suppression Services ..................... 1710- 8 4.3 Emergency Medical Services .................. 1710- 8 4.4 Special Operations .............................. 1710- 8 4.5 Airport Rescue and Fire -Fighting Services ............................................ 1710- 8 4.6 Marine Rescue and Fire -Fighting Services ... 1710- 8 4.7 Wildland Fire Suppression Services ......... 1710- 8 4.8 Intercommunity Organization ............... 1710- 8 Chapter 5 Fire Department Services ................ 1710- 8 5.1 Purpose ............................................ 1710- 8 5.2 Fire Suppression Services ..................... 1710- 8 5.3 Emergency Medical Services (EMS) ........ 1710-10 5.4 Special Operations Response ................ 1710-10 5.5 Airport Rescue and Fire -Fighting (ARFF) Services ............................................ 1710-11 5.6 Marine Rescue and Fire -Fighting (MRFF) Services ............................................ 1710-11 5.7 Wildland Fire Suppression Services ......... 1710-12 Chapter 6 Systems ....................................... 1710-13 6.1 Safety and Health System ..................... 1710-13 6.2 Incident Management System ................ 1710-13 6.3 Training Systems ................................ 1710-13 6.4 Communications Systems ..................... 1710-13 6.5 Pre -Incident Planning ......................... 1710-13 Annex A Explanatory Material ....................... 1710-13 Annex B Community Wide Risk Management Model .......................................... 1710-18 Annex C Informational References ................. 1710-20 Index......................................................... 1710-22 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 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 2010 Edition IMPORTANT NOTE. This NFPA document is made available for use subject to important notices and legal disclaimers. These notices and disclaimers appear in all publications containing this document and may be found under the heading Important Notices and Dis- claimers Concerning NFPA Documents." They can also be obtained on request from NFPA or viewed at www.nfpa.org/diselaimers. NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A. Areference in brackets [ ] following a section or paragraph indicates material that has been extracted from another NFPA document. As an aid to the user, the complete title and edition of the source documents for extracts in mandatory sections of the document are given in Chapter 2 and those for extracts in informational sections are given in Annex C. Extracted text may be edited for consistency and style and may include the revision of internal paragraph references and other refer- ences as appropriate. Requests for interpretations or revisions of extracted text shall be sent to the technical committee re- sponsible for the source document. Information on referenced publications can be found in Chapter 2 and Annex C. Chapter 1 Administration 1.1* Scope. This standard contains minimum requirements re- lating 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. 1.1.1 The requirements address functions and objectives of fire department emergency service delivery, response capabili- ties, and resources. 1.1.2 This standard also contains general requirements for managing resources and systems, such as health and safety, inci- dent management, training, communications, and pre -incident planning. 1.1.3 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. xrw 2010 Edition 1.3 Application. 1.3.1 This standard applies to the deployment of resources by a fire department to emergency situations when operations can be implemented to save lives and property. 1.3.2 The standard is a benchmark for most common responses and a platform for developing the appropriate plan for deploy- ment of resources for fires in higher hazard occupancies or more complex incidents. 1.4* 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 by this standard, provided technical documentation is submitted to the author- ity 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. 2.2 NFPA Publications. National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471. NFPA 403, Standard for Airrraft Rescue and Fire Fighting Ser- vices at Airports, 2009 edition. NFPA 472, Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 edition. NFPA 1143, Standard for Wildland Fire Management, 2009 edition. NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Seroires Communications Systems, 2010 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition. NFPA 1561, Standard on Emergency Services Incident Manage- ment System, 2008 edition. NFPA 1670, Standard on Operations and 'Training for Technical Searrh and Rescue Incidents, 2009 edition. 2.3 Other Publications. 2.3.1 U.S. Government Publications. U.S. Government Print- ing Office, Washington, DC 20402. Title 29, Code of Federal Regulations, Part 1910.120, "Haz- ardous Waste Operations and Emergency Response." Title 29, Code of Federal Regulations, Part 1910.146, "Permit -Required Confined Space." 2.3.2 Other Publications. Mrm'am-Webster's Collegiate Dictionary, llth edition, Merriam - Webster, Inc., Springfield, MA, 2003. 2.4 References for Extracts in Mandatory Sections. NFPA 472, Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 edition. NFPA 1002, Standard for Fire ApparatmDriver/OperatorProfes- sional Qualifications, 2009 edition. NFPA 1081, Standard forindmtrial Fire Brigade Member Pmfes- sional Qualifications, 2007 edition. NFPA 1142, Standard on Water Supplies forSuhurhan and Rural Fire Fighting, 2007 edition. NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Seroires Communications Systems, 2010 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. DEFINITIONS NFPA 1521, Standard for Fire Department Safety Officer, 2008 edition. NFPA 1561, Standard on Emergency Services Incident Manage- ment System, 2008 edition. NFPA 1901, Standard for Automotive Fire Apparatus, 2009 edition. 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 defined in this chapter or within another chapter, they shall be defined using their ordinarily accepted meanings within the context in which they are used. Merriam-Webster's Collegiate Dictionary, llth edition, shall be the source for the ordinarily accepted meaning. 3.2 NFPA Official Definitions. 3.2.1* Approved. Acceptable to the authority having jurisdic- tion. 3.2.2* Authority Having Jurisdiction (AHJ). An organization, office, or individual responsible for enforcing the requirements of a code or standard, or for approving equipment, materials, 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. 3.2.5 Standard. A document, the main text of which contains only mandatory provisions using the word "shall' to indicate requirements and which is in a form generally suitable for mandatory reference by another standard or code or for adop- tion into law. Nonmandatory provisions shall be located in an appendix or annex, footnote, or fine -print note and are not to be considered a part of the requirements of a standard. 3.3 General Definitions. 3.3.1 Advanced Life Support (AILS). See 3.3.36.1 3.3.2 Aid. 3.3.2.1* Automatic Aid. A plan developed between two or more fire departments for immediate joint response on first alarms. [1142, 2007] 3.3.2.2 MutualAid. Awritten intergovernmental agreement between agencies and/or jurisdictions that they will as- sist one another on request by furnishing personnel, equipment, and/or expertise in a specified manner. 3.3.3 Aircraft Rescue and Fire Fighting. See 3.3.21.1. 3.3.4* Aircraft Rescue and Fire -Fighting (ARFF) Vehicle. Ave- hicle 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, 20091 3.3.5* Alarm. Asignal or message from a person or device indi- cating the existence of an emergency or other situation that re- quires action by an emergency response agency. [1221, 20101 3.3.6 Alarm Answering Time. See 3.3.53.1. 3.3.7 Alarm Handling Tune. See 3.3.53.2. 3.3.8 Alarm Processing Time. See 3.3.53.3. 3.3.9 Alarm Transfer Time. See 3.3.53.4. 3.3.10 Apparatus. 1710-5 3.3.10.1 Fire Apparatus. A vehicle designed to be used un- der emergency conditions to transport personnel and equip- ment, and to support the suppression of fires and mitigation of other hazardous situations. [ 1901, 20091 3.3.10.2 Quint Apparatus. A fire apparatus with a perma- nently mounted fire pump, a water tank, a hose storage area, an aerial device with a permanently mounted waterway, and a complement of ground ladders. 3.3.10.3 Specialized Apparatus. Afire apparatus or vehicle that is used for support or specialized equipment and ser- vices at emergency scenes for functions such as, but not limited to, command, technical rescue, hazardous materi- als mitigation, urban search and rescue, air supply, electri- cal generation and lighting, or transport of equipment and personnel. 3.3.11 Automatic Aid. See 3.3.2.1. 3.3.12 Basic Life Support (BLS). See 3.3.36.2. 3.3.13* Company. Agroup of members: (1) under the direct supervision of an officer; (2) trained and equipped to perform assigned tasks; (3) usually organized and identified as engine companies, ladder companies, rescue companies, squad com- panies, or multi -functional companies; (4) operating with one piece of fire apparatus (pumper, aerial fire apparatus, elevat- ing 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 incident scene on fire apparatus. [1500, 2007] 3.3.14 Company Officer. See 3.3.40.1. 3.3.15 Crew. See 3.3.52, Team. 3.3.16 Emergency Incident. Any situation to which an emer- gency services organization responds to deliver emergency ser- vices, including rescue, fire suppression, emergency medical care, special operations, law enforcement, and other forms of hazard control and mitigation. [1561, 20081 3.3.17 Emergency Medical Care. The treatment of patients using first aid, cardiopulmonary resuscitation, basic life sup- port, advanced life support, and other medical procedures prior to arrival at a hospital or other health care facility. 3.3.18 Emergency Operations. See 3.3.41.1. 3.3.19 Fire Apparatus. See 3.3.10.1. 3.3.20 Fire Department Member. See 3.3.38, Member. 3.3.21 Fire Fighting. 3.3.21. 1 * AircraftRescue and Fire Fighting. Thefire-fighting actions taken to rescue persons and to control or extin- guish fire involving or adjacent to aircraft on the ground. [1500, 2007] 3.3.21.2* 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 occupants using normal and emergency routes for egress. 3.3.21.3 Structural Fire Fighting. The activities of rescue, fire suppression, and property conservation in buildings or other structures, vehicles, rail cars, marine vessels, aircraft, or like properties. 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-6 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 3.3.22 Fire Protection. Methods of providing fire detection, control, and extinguishment. 3.3.23* Fire Suppression. The activities involved in control- ling and extinguishing fires. [ 1500, 2007] 3.3.24* First Responder (EMS). Functional provision of initial assessment (i.e., airway, breathing, and circulatory systems) and basic first -aid intervention, including CPR and automatic external defibrillator (AED) capability. 3.3.25 Forcible Entry. Techniques used by fire personnel to gain entry into buildings, vehicles, aircraft, or other areas of con- finement when normal means of entry are locked or blocked. 3.3.26* Hazard. A condition that presents the potential for harm or damage to people, property, or the environment. 3.3.27 Hazardous Material. A substance that is capable of cre- ating harm to people, the environment, or property due to its toxicity, chemical reactivity, decomposition, or corrosivity; is capable of explosion or detonation; or presents etiological hazards, whether used for its intended purpose or as a weapon of mass destruction (WMD) or for illicit labs purposes, envi- ronmental crimes, or industrial sabotage. 3.3.28* High -Hazard Occupancy. An occupancy that presents a high life hazard or large fire potential due to its construc- tion, configuration, or the presence of specific materials, pro- cesses, or contents. 3.3.29 Incident Commander. The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. [472, 2008] 3.3.30* Incident Management System (IMS). An organized sys- tem that defines the roles and responsibilities to be assumed by responders and the standard operating procedures to be used in the management and direction of emergency inci- dents and other functions. 3.3.31 Incident Safety Officer. See 3.3.40.2. 3.3.32 Initial Full Alarm Assignment. Those personnel, equip- ment, and resources ordinarily dispatched upon notification of a structure fire. 3.3.33 Initial Rapid Intervention Crew (IRIC). See 3.3.44.1. 3.3.34 Initiating Action/Intervention Time. See 3.3.53.5. 3.3.35 Intergovernmental Agreement. Awritten formal autho- rization for services between two or more jurisdictions. 3.3.36 Life Support. 3.3.36.1 Advanced Life Support (ALS). Emergency medical treatment beyond basic life support that provides for ad- vanced airway management including intubation, advanced cardiac monitoring, defibrillation, establishment and mainte- nance of intravenous access, and drug therapy. 3.3.36.2* Basic Life Support (BLS). A specific level of pre - hospital medical care provided by trained responders, fo- cused on rapidly evaluating a patient's condition; main- taining a patient's airway, breathing, and circulation; controlling external bleeding; preventing shock; and pre- venting further injury or disability by immobilizing poten- tial spinal or other bone fractures. 3.3.37 Marine Rescue and Fire Fighting. See 3.3.21.2. xrw 2010 Edition 3.3.38* Member. A person involved in performing the duties and responsibilities of a fire department, under the auspices of the organization. [1500, 2007] 3.3.39 Mutual Aid. See 3.3.2.2. 3.3.40 Officer. 3.3.40.1* Company Officer. A supervisor of a crew/company of personnel. 3.3.40.2 Incident Safety Officer. Amember of the command staff responsible for monitoring and assessing safety haz- ards or unsafe situations and for developing measures for ensuring personnel safety. 3.3.40.3*SuperuisoryChief0ffcer. Amember whose respon- sibility is to assume command through a formalized transfer of command process and to allow company officers to directly supervise personnel assigned to them. 3.3.41 Operations. 3.3.41.1 Emergency Operations. Activities of the fire depart- ment relating to rescue, fire suppression, emergency medi- cal care, and special operations, including response to the scene of the incident and all functions performed at the scene. [1500, 2007] 3.3.41.2* Special Operations. Those emergency incidents to which the fire department responds that require specific and advanced training and specialized tools and equip- ment. [ 1500, 20071 3.3.42 Public Safety Answering Point (PSAP). A facility in which 9-1-1 calls are answered. [1221, 20101 3.3.43 Quint Apparatus. See 3.3.10.2. 3.3.44* Rapid Intervention Crew (RIC). A dedicated crew of fire fighters who are assigned for rapid deployment to rescue lost or trapped members. 3.3.44.1 Initial Rapid Intervention Crew (IRIC). Two mem- bers of the initial attack crew who are assigned for rapid deployment to rescue lost or trapped members. 3.3.45 Rescue. Those activities directed at locating endan- gered persons at an emergency incident, removing those persons from danger, treating the injured, and providing for transport to an appropriate health care facility. [1500, 2007] 3.3.46 Special Operations. See 3.3.41.2. 3.3.47 Specialized Apparatus. See 3.3.10.3. 3.3.48* 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. 3.3.49 Standard Operating Procedure. Awritten organizational directive that establishes or prescribes specific operational or ad- ministrative methods to be followed routinely for the perfor- mance of designated operations or actions. [1521, 20081 3.3.50 Structural Fire Fighting. See 3.3.21.3. 3.3.51 Supervisory Chief Officer. See 3.3.40.3. 3.3.52 Team. Two or more members who have been assigned a common task and are in communication with each other, coor- dinate their activities as a work group, and support the safety of one another. [1081, 2007] Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ORCANILAT10N 3.3.53 Time. 3.3.53.1 Alarm Answering Time. The time interval that be- gins when the alarm is received at the communication cen- ter and ends when the alarm is acknowledged at the com- munication center. 3.3.53.2 Alarm Handling Time. The time interval from the receipt of the alarm at the primary PSAP until the begin- ning of the transmittal of the response information via voice or electronic means to emergency response facili- ties (ERFs) or the emergency response units (ERUs) in the field. 3.3.53.3 Alarm Processing Time. The time interval from when the alarm is acknowledged at the communication center until response information begins to be transmitted via voice or electronic means to emergency response facili- ties (ERFs) and emergency response units (ERUs). 3.3.53.4 Alarm Transfer Time. The time interval from the receipt of the emergency alarm at the PSAP until the alarm is first received at the communication center. 3.3.53.5* Initiating Action/Intervention Time. The time in- terval from when a unit arrives on the scene to the initia- tion of emergency mitigation. 3.3.53.6* Total Response Time. The time interval from the receipt of the alarm at the primary PSAP to when the first emergency response unit is initiating action or intervening to control the incident 3.3.53.7 Travel Time. The time interval that begins when a unit is en route to the emergency incident and ends when the unit arrives at the scene. 3.3.53.8 Turnout Time. The time interval that begins when the emergency response facilities (ERFs) and emergency response units (ERUs) notification process begins by ei- ther an audible alarm or visual annunciation or both and ends at the beginning point of travel time. 3.3.54 Total Response Time. See 3.3.53.6. 3.3.55 Travel Time. See 3.3.53.7. 3.3.56 Turnout Time. See 3.3.53.8. Chapter 4 Organization 4.1 Fire Department Organizational Statement. 4.1.1* The authority having jurisdiction (AHJ) shall maintain a written 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 provide service delivery objectives, including specific time ob- jectives for each major service component [i.e., fire suppres- sion, emergency medical services (EMS), special operations, aircraft rescue and fire fighting, marine rescue and fire fight- ing, and/or wildland fire fighting] and objectives for the per- centage of responses that meet the time objectives. 1710-7 4.1.2.1 The fire department shall establish the following objectives: (1) Alarm handling time to be completed in accordance with 4.1.2.3. (2) 80 seconds for turnout time for fire and special operations response and 60 seconds turnout time for EMS response (3)*240 seconds or less travel time for the arrival of the first arriving engine company at a fire suppression incident and 480 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident (4) 240 seconds or less travel time for the arrival of a unit with first responder with automatic external defibrilla- tor (AED) or higher level capability at an emergency medical incident (5) 480 seconds or less travel time for the arrival of an advanced life support (ALS) unit at an emergency medical incident, where this service is provided by the fire department pro- vided a first responder with AED or basic life support (BLS) unit arrived in 240 seconds or less travel time 4.1.2.2 The fire department shall document the initiating action/intervention time. 4.1.2.3 Alarm Handling. 4.1.2.3.1 The fire department shall establish a performance objective of having an alarm answering time of not more than 15 seconds for at least 95 percent of the alarms received and not more than 40 seconds for at least 99 percent of the alarms received, as specified by NFPA 1221. 4.1.2.3.2 When the alarm is received at a public safety answer- ing point (PSAP) and transferred to a secondary answering point or communication center, the agency responsible for the PSAP shall establish a performance objective of having an alarm trans- fer time of not more than 30 seconds for at least 95 percent of all alarms processed, as specified by NFPA 1221. 4.1.2.3.3 The fire department shall establish a performance objective of having an alarm processing time of not more than 60 seconds for at least 90 percent of the alarms and not more than 90 seconds for at least 99 percent of the alarms, as speci- fied by NFPA 1221. 4.1.2.4 The fire department shall establish a performance ob- jective of not less than 90 percent for the achievement of each turnout time and travel time objective specified in 4.1.2.1. 4.1.2.5 Evaluations. 4.1.2.5.1* The fire department shall evaluate its level of ser- vice and deployment delivery and alarm handling time, turn- out time, and travel time objectives on an annual basis. 4.1.2.5.2* The evaluations shall be based on emergency inci- dent data relating to level of service, deployment, and the achievement of each time objective in each geographic area within the jurisdiction of the fire department. 4.1.2.6 The fire department shall provide the AHJ with a writ- ten report annually. 4.1.2.6.1 The annual report shall define the geographic areas and/or circumstances in which the requirements of this stan- dard are not being met. 4.1.2.6.2 The annual report shall explain the predictable consequences of these deficiencies and address the steps that are necessary to achieve compliance. 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-8 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 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 AED or higher treat- ment level. 4.3.3 Where emergency medical services beyond the first re- sponder with AED level are provided by another agency or private organization, the AHJ, based on recommendations from the fire department, shall include the minimum staffing, deployment, 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 AHJ 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- alty 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. xrw 2010 Edition 4.8 Intercommunity Organization. 4.8.1* Mutual aid, automatic aid, and fire protection agree- ments shall be through a written intergovernmental agree- ment and shall address issues such as liability for injuries and deaths, disability retirements, cost of service, authorization to respond, staffing, and equipment, including the resources to be made available, availability of interoperable communica- tions, and the designation 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. Chapter 5 Fire Department Services 5.1 Purpose. 5.1.1 The services provided by the fire department shall in- clude those activities identified by the organizational state- ment developed as required by Chapter 4. 5.1.2 The procedures involved in providing these services, including operations and deployment, shall be established through written administrative regulations, standard operat- ing procedures (SOPS), and departmental orders. 5.2* Fire Suppression Services. 5.2.1 Fire Suppression Capability. 5.2.1.1 Fire suppression operations shall be organized to en- sure that the fire department's fire suppression capability en- compasses deployment of personnel, equipment, and re- sources for an initial arriving company, the initial full alarm assignment, and additional alarm assignments. 5.2.1.2 The fire department shall be permitted to rise estab- lished automatic aid and mutual aid agreements to comply with the requirements of Section 5.2. 5.2.2* Staffing. The number of on -duty fire suppression person- nel shall be sufficient to perform the necessary fire fighting op- erations given the expected fire fighting conditions. 5.2.2.1 These numbers shall be determined through task analy- ses 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 fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene 5.2.2.2* On -duty personnel assigned to fire suppression shall be organized into company units and shall have appropriate apparatus and equipment assigned to such companies. 5.2.2.2.1 * The fire department shall identify minimum company staffing levels as necessary to meet the deployment criteria re- quired in 5.2.4 to ensure that a sufficient number of members are assigned, on duty, and available to safely and effectively respond with each company. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. FIRE, DEPARTMENT SERVICES 5.2.2.2.2 Each company shall be led by an officer who shall be considered a part of the company. 5.2.2.2.3* Supervisory chief officers shall be dispatched or no- tified to respond to all full alarm assignments. 5.2.2.2.4 The supervisory chief officer shall ensure that the incident management system is established as required in Section 6.2. 5.2.2.2.5* Supervisory chief officers shall have staff aides de- ployed to them for purposes of incident management and ac- countability at emergency incidents. 5.2.3 Operating Units. Fire company staffing requirements shall be based on minimum levels necessary for safe, effective, and efficient emergency operations. 5.2.3.1 Fire companies whose primary functions are to pump and deliver water and perform basic fire fighting at fires, includ- ing search and rescue, shall be known as engine companies. 5.2.3.1.1 These companies shall be staffed with a minimum of four on -duty personnel. 5.2.3.1.2 In jurisdicfions with tacfical hazards, high -hazard occupancies, high incident frequencies, geographical restric- fions, or other pertinent factors as identified by theAHJ, these companies shall be staffed with a minimum of five or six on - duty members. 5.2.3.2 Fire companies whose primary functions are to per- form the variety of services associated with truck work, such as forcible entry, venfilafion, 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. 5.2.3.2.1 These companies shall be staffed with a minimum of four on -duty personnel. 5.2.3.2.2 In jurisdicfions with tacfical hazards, high -hazard occupancies, high incident frequencies, geographical restric- fions, or other pertinent factors as identified by theAHJ, these companies shall be staffed with a minimum of five or six on - duty personnel. 5.2.3.3 Other Types of Companies. 5.2.3.3.1 Other types of companies equipped with special- ized apparatus and equipment shall be provided to assist en- gine and ladder companies where necessary to support the fire departments' SOPS. 5.2.3.3.2 These companies shall be staffed with the minimum number of on -duty personnel required to deal with the tacfi- cal hazards, high -hazard occupancies, high incident frequen- cies, geographical restricfions, or other perfinent factors as identified by the AHJ. 5.2.3.4 Fire Companies with Quint Apparatus. 5.2.3.4.1 Afire company that deploys with quint apparatus, designed to operate as either an engine company or a ladder company, shall be staffed as specified in 5.2.3. 5.2.3.4.2 If the company is expected to perform multiple roles simultaneously, additional staffing, above the levels specified in 5.2.3, shall be provided to ensure that those opera- fions can be performed as required. 5.2.4 Deployment. 5.2.4.1 Initial Arriving Company. 1710-9 5.2.4.1.1 The Fire department's Fire suppression resources shall be deployed to provide for the arrival of an engine com- pany within a 24(-second travel time to 90 percent of the inci- dents as established in Chapter 4. 5.2.4.1.2* Personnel assigned to the initial arriving company shall have the capability to implement an initial rapid inter- vention crew (IRIC). 5.2.4.2 Initial Full Alarm Assignment Capability. 5.2.4.2.1 The fire department shall have the capability to de- ploy an initial full alarm assignment within a 480-second travel lime to 90 percent of the incidents as established in Chapter 4. 5.2.4.2.2* The initial full alarm assignment to a structure fire in a typical 2000 ftz (186 mz), two-story single-family dwelling without basement and with no exposures shall provide for the following: (1) Establishment of incident command outside of the haz- ard area for the overall coordination and direcfion of the inifial full alarm assignment with a minimum of one indi- vidual dedicated to this task (2) Establishment of an uninterrupted water supply of a mini- mum of 400 gpm (1520 L/min) for 30 minutes with sup- ply line(s) maintained by an operator (3) Establishment of an effective water flow application rate of 300 gpm (1140 L/min) from two handlines, each ofwhich has a minimum flow rate of 100 gpm (380 L/min) with each handline operated by a minimum of two individuals to effec- tively 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 laying of hose lines, utility control, and forcible entry (5) Provision of at least one vicfim search and rescue team with each such team consisting of a minimum of two individuals (6) Provision of at least one team, consisting of a minimum of two individuals, to raise ground ladders and perform venfilation (7) If an aerial device is used in operations, one person to function as an aerial operator and maintain primary con- trol of the aerial device at all limes (8) Establishment of an IRIC consisting of a minimum of two properly equipped and trained individuals 5.2.4.2.3* Fire departments that respond to fires in high-, medium-, or low -hazard occupancies that present hazards greater than those found in the low -hazard occupancy described in 5.2.4.2.2 shall deploy additional resources on the inifial alarm. 5.2.4.3 Additional Alarm Assignments. 5.2.4.3.1* The fire department shall have the capability to de- ploy additional alarm assignments that can provide for addi- fional command staff, personnel, and additional services, in- cluding the application of water to the fire; engagement in search and rescue, forcible entry, venfilation, and preservafion of property; safety and accountability for personnel; and pro- vision of support activifies for those situafions that are beyond the capability of the inifial full alarm assignment. 5.2.4.3.2 When an incident escalates beyond an initial full alarm assignment or when significant risk is present to the fire fighters due to the magnitude of the incident, the incident com- mander shall upgrade the IRIC to a full rapid intervention 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-10 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS crew(s) (RIC) that consists of an officer and at least three fire- fighters who are fully equipped and trained in RIC operations. 5.2.4.3.3 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. 5.2.4.3.4 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 (EMS). The purpose of this section shall be to provide standards for the delivery of EMS by fire departments. 5.3.1 The fire department shall clearly document its role, re- sponsibilities, functions, and objectives for the delivery of EMS. 5.3.1.1 EMS operations shall be organized to ensure that the fire department's emergency medical capability includes per- sonnel, equipment, and resources to deploy the initial arriving company and additional alarm assignments. 5.3.1.2 The fire department shall be permitted to use estab- lished automatic aid or mutual aid agreements to comply with the requirements of Section 5.3. 5.3.2* System Components 5.3.2.1 Treatment Levels. 5.3.2.1.1 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) - 5.3.2.1.2 The specific patient treatment capabilities associ- ated with each level shall be determined by the AHJ based on the requirements for approval and licensing of EMS providers within each state or province. 5.3.2.2 Training Levels. 5.3.2.2.1 The minimal level of training for all fire fighters that respond to emergency incidents shall be to the first responder/ AEll level. 5.3.2.2.2 The AHJ shall determine if further training is re- quired. 5.3.3 EMS System Functions. 5.3.3.1 The AHJ shall determine which of the following com- ponents of an EMS system the fire department shall be respon- sible for providing: (1) Initial response to provide medical treatment at the loca- tion of the emergency (first responder with AEll 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 Staffing. 5.3.3.2.1 On -duty EMS units shall be staffed with the mini- mum personnel necessary for emergency medical care relative to the level of EMS provided by the fire department. xrw 2010 Edition 5.3.3.2.2 EMS staffing requirements shall be based on the minimum levels needed to provide patient care and member safety. 5.3.3.2.2.1 Units that provide emergency medical care shall be staffed at a minimum with personnel trained to the first responder/AEll level. 5.3.3.2.2.2 Units that provide BLS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing EMS licensing. 5.3.3.2.2.3 Units that provide ALS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing EMS licensing. 5.3.3.3 Service Delivery Deployment. 5.3.3.3.1 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. 5.3.3.3.2 The fire department's EMS for providing a first responder with AEll shall be deployed to provide for the arrival of a first responder with AEll company within a 240- second travel time to 90 percent of the incidents as estab- lished in Chapter 4. 5.3.3.3.3* When provided, the fire department's EMS for pro- viding ALS shall be deployed to provide for the arrival of an ALS company within a 480-second travel time to 90 percent of the incidents provided a first responder with AEll or BLS unit arrived in 240 seconds or less travel time as established in Chapter 4. 5.3.3.3.4 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 arriv- ing on scene within the established travel 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 met time objec- tives as required in 4.1.2 for all medical responses. 5.3.4.2 Fire Department Medical Personnel Review. 5.3.4.2.1 All first responder and BLS medical care provided by the fire department shall be reviewed by the fire depart- ment medical personnel. 5.3.4.2.2 This review process shall be documented. 5.3.4.3 Medical Director Review. 5.3.4.3.1 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 provin- cial laws or regulations. 5.3.4.3.2 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. Special operations shall be organized to ensure that the fire department's special opera - lions capability includes personnel, equipment, and resources to deploy the initial arriving company and additional alarm assignments providing such services. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. FIRE, DEPARTMENT SERVICES 5.4.1 The fire department shall be permitted to use estab- lished automatic aid or mutual aid agreements to comply with the requirements of Section 5.4. 5.4.2 The fire department shall adopt a special operations re- sponse plan and SOPS that specify the roles 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 expected to respond to emergency incidents beyond the first responder operations level for hazardous materials response shall be trained to the applicable requirements of NFPA 472. 5.4.4 All fire department members expected to respond to emergency incidents beyond the confined space operations level for confined space operations shall be trained to the ap- plicable requirements of NFPA 1670. 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 or injury in the event of equipment failure or other sudden events, as re- quired by NFPA 1500. 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. 5.4.7 The fire department shall limit its activities to only those specific special operations functions for which its per- sonnel have been trained and are correctly equipped. 5.5 Airport Rescue and Fire -Fighting (ARFF) Services. 5.5.1 Airport fire departments shall adopt operations re- sponse plans and SOPS that specify the roles and responsibili- ties for nonaircraft incidents as required by 5.1.2. 5.5.2 ARFF operations shall be organized to ensure that the fire department's capability includes personnel, equipment, and resources to deploy the initial arriving company, the ini- tial full alarm assignment, and additional alarm assignments as required in 5.2.4. 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 in their assigned roles and responsibilities. 5.5.4 Deployment. 5.5.4.1 The airport fire department shall deploy the required number of ARFF vehicles required for the airport's assigned category as established by NFPA 403. 5.5.4.2 Airport fire department companies equipped with spe- cialized apparatus and equipment shall be provided to assist ARFF companies where deemed necessary as identified in 5.5.1. 5.5.4.3 Airport fire department companies that deploy to structure fire incidents on airport property shall meet the time objective requirements of 4.1.2. 5.5.4.4 Airport fire department companies that deploy to emergency medical incidents on airport property shall meet the time objective requirements of 5.3.3.3. 5.5.4.5 The airport fire department shall be permitted to use established automatic aid or mutual aid agreements to comply with the requirements of Section 5.5. 5.5.5 Staffing. 1710-11 5.5.5.1 Airport fire department ARFF companies shall be staffed as required by NFPA 403. 5.5.5.2 Airport fire department companies that deploy to structure fire incidents on airport property shall meet the staffing requirements of 5.2.2. 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 the task of inci- dent commander. 5.5.6.4 Incident Safety Officer. 5.5.6.4.1 An incident safety officer shall be deployed to all incidents that escalate beyond a full alarm assignment or when fire fighters face significant risk. 5.5.6.4.2 The incident safety officer shall ensure that the safety and health system is established 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 Response Plan. 5.6.2.1 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. 5.6.2.2 Fire department marine operations response plans and SOPS shall be coordinated with the applicable agencies, such as the port or harbor authority 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 in their assigned roles and responsibilities. 5.6.4 Staffing. 5.6.4.1 Numbers of On -Duty Marine Personnel. 5.6.4.1.1 On -duty marine personnel shall consist of the num- ber necessary for fire -fighting performance relative to the ex- pected MRFF conditions. 5.6.4.1.2 On -duty marine personnel numbers shall be deter- mined through task analyses as required for types of marine vessels and through additional task analyses that take the fol- lowing 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 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-12 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS (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 AHJs over navigable wa- ters, ports, and harbors 5.6.4.2 Organization of On -Duty Personnel. 5.6.4.2.1 On -duty personnel assigned to marine fire fighting shall be organized into company units and shall have required vessels and equipment assigned to such companies. 5.6.4.2.2 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 num- ber of on -duty personnel as required by the tactical and occu- pancy hazards to which the marine vessel responds and by the regulatory AHJs over navigable 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 capa- bility 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 Organization. 5.7.2.1 Fire departments performing wildland operations shall adopt a wildland fire-fighfing operations response plan and SOPS that specify the roles and responsibilifies of the fire department and the authorized functions of members re- sponding to wildland fire emergencies. 5.7.2.2 All wildland fire suppression operations shall be orga- nized to ensure compliance with NFPA 1143. 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 opera- fions in their assigned roles and responsibilifies. 5.7.4 Staffing. The number of on -duty wildland fire-fighfing personnel shall be sufficient to perform the necessary fire- fighting operafions given the expected wildland fire-fighfing conditions. 5.7.4.1 On -duty wildland fire-fighfing personnel numbers shall be determined through task analyses that take the follow- ing factors into considerafion: (1) Life hazard to the populace protected (2) Provisions of safe and effective fire-fighfing performance conditions for the fire fighters (3) The number of trained response personnel available to the department, including mutual aid resources (4) Potenfial property loss (5) Nature, configuration, hazards, and internal protecfion of the properties involved xrw 2010 Edition (6) Types of wildland tactics and evolutions employed as standard procedure, type of apparatus used, and results expected 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 required apparatus and equipment assigned to such companies. 5.7.4.2.1 The fire department shall identify minimum com- pany staffing levels necessary to meet the deployment criteria to ensure that a sufficient number of members are assigned, on duty, and available to 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. 5.7.4.2.4 The supervisory chief officer shall ensure that the incident management system is established as required in Section 6.2. 5.7.5 Operating Units. 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 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 5.2.3. 5.7.5.3 Other Types of Companies. 5.7.5.3.1 Other types of companies equipped with special- ized apparatus and equipment for wildland fire fighting, in- cluding aircraft, heavy equipment, mini pumpers, and fast at- tack vehicles, shall be provided to assist wildland engine and ladder companies where deemed necessary as part of estab- lished pracfice. 5.7.5.3.2 These companies shall be staffed with a minimum number of on -duty personnel as required by the tacfical, topo- graphical, environmental, fuel (vegetafion), and occupancy hazards. 5.7.6 Deployment. 5.7.6.1 Required Number of Vehicles. 5.7.6.1.1 The fire department shall deploy from its wildland resources the number of vehicles required for a direct and/or indirect attack. 5.7.6.1.2* Prior to the initiation of any wildland fire attack, the fire department shall have the capacity to establish a lookout(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 ini- fiate a direct wildland attack within 10 minutes after arrival of the inifial company or crew at the fire scene. 5.7.6.2.2 One individual in the first arriving company or crew shall be assigned as the incident commander for the overall coordinafion and direcfion of the direct attack activifies. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ANNEX A 5.7.6.2.3 The direct wildland attack shall include the estab- lishment of an effective water flow application rate of 30 gpm (114 L/min) from at least two 500 ft (150 m) 11/2 in. (38 mm) diameter attack handlines from two engines. 5.7.6.2.4 Each attack handline shall be operated by a mini- mum of two individuals to deploy and maintain the line. 5.7.6.2.5 One operator shall remain with each fire appara- tus supplying water flow to ensure uninterrupted water flow application. 5.7.6.2.6 A wildland crew leader or company officer shall be provided with each crew to be responsible for overall supervision 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 suppres- sion operations shall have the capability to deploy an indirect attack, including application of water to the fire, engagement in search and rescue and preservation of property, accountability for personnel, and provision of support activities for those situa- tions 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 fire fighters face significant risk. 5.7.7 Non-Wildland Emergencies. 5.7.7.1 Wildland companies that deploy to structure fire inci- dents shall meet the time objective requirements of 4.1.2. 5.7.7.2 Wildland companies that deploy to emergency medical incidents shall meet the time objective requirements of 4.1.2. 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. 6.2* Incident Management System. 6.2.1 An incident management system shall be provided in ac- cordance with NFPA 1561 to form the basic structure of all emer- gency operations of the fire department, regardless of the scale of the department or the emergency. 6.2.2* An incident management system shall be designed to manage incidents of different types, including structure fires, wildland fires, hazardous materials incidents, emergency medical operations, and other types of emergencies that could be en- countered 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, EMS, and special operations. 1710-13 6.4.2 All communications facilities, equipment, staffing, operating procedures, performance objectives, and report- ing shall comply with NFPA 1221. 6.4.3 Operating procedures for radio communications shall provide for the use of standard protocols and terminology at all types of incidents. 6.4.4 Standard terminology, in compliance with NFPA 1561, shall be established to transmit information, including strate- gic modes of operation, situation reports, and emergency no- tifications of imminent hazards. 6.5* Pre -Incident Planning. 6.5.1 The fire department shall set forth operational require- ments to conduct pre -incident planning. 6.5.2 Particular attention shall be provided to all target hazards. Annex A Explanatory Material Annex A is not a dart 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, reduce risk to lives and property, deal with incidents that occur, and pre- pare for anticipated incidents. It sets minimum standards con- sidered necessary for the provision of public fire protection by career fire departments. It addresses the structure and opera- tion of organizations providing such services, including fire suppression and other assigned emergency response responsi- bilities, which include EMS 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, limit the extent and severity of fires, provide for the removal or rescue of endan- gered persons, control and extinguish fires that occur within the jurisdiction, and perform other emergency response op- erations and delivery of EMS. 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.1.4 The authority having jurisdiction (AHJ) determines what systems, methods, or approaches are equivalent or supe- rior in performance. An AHJ should approach the assessment by reviewing the overall public fire protection and EMS system performance. 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- ate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the author- ity having jurisdiction may base acceptance on compliance 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-14 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 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 (AHJ). The phrase "au- thority having jurisdiction," or its acronym AHJ, is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where pub- lic safety is primary, the authority having jurisdiction may be a federal, state, local, or other regional department or indi- vidual such as a fire chief; fire marshal; chief of a fire preven- tion bureau, labor department, or health department; build- ing official; electrical inspector; or others having statutory authority. For insurance purposes, an insurance inspection de- partment, rating bureau, or other insurance company repre- sentative may be the authority having jurisdiction. In many circumstances, the property owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or depart- mental official may be the authority having jurisdiction. A.3.3.2.1 Automatic Aid. Automatic aid is established through a written intergovernmental agreement that provides for the simultaneous dispatch of a predetermined response of per- sonnel and equipment to a neighboring jurisdiction upon re- ceipt of an alarm and is included as part of a communication center's dispatch protocols. A.3.3.4 Aircraft Rescue and Fire -Fighting (ARFF) Vehicle. The apparatus is typically equipped with a large water tank [commencing at 1000 gal (3800 L) and extending to over 6000 gal (22,800 L)]; a supply of fire -fighting extinguishing agents; remote -controlled large roof turret(s), extendable tur- ret nozzle(s), and bumper turret(s) (ground sweep nozzles) that are used for the discharge of extinguishing agent; and pre -connected handlines. A.3.3.5 Alarm. In some jurisdicfions, an alarm is referred to as an incident or call for service. A.3.3.13 Company. For fire suppression and other emergency operations, in some jurisdictions, the response capability of the initial arriving company is configured with two apparatus operating together. This can be a result of apparatus not being configured with seated and belted positions for four person- nel, therefore requiring a second vehicle to carry additional personnel. It can also be the result of the fire department's SOPS, which require two apparatus operating together to com- plete the operational procedures. The objective is to ensure that a minimum of four personnel are assigned to and de- ployed as a company. The 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) A pumper and tanker/tender that would be responding together outside a municipal water district (2) A multiple -piece company, specified as such in a fire de- partment's SOPS, such as an engine or ladder company that responds with a rescue unit, water tender, or other type of apparatus (3) A company that consists of a pumper with an additional vehicle as a personnel carrier (4) A pumper and an ambulance or rescue unit that always respond together xrw 2010 Edition A.3.3.21.1 Aircraft Rescue and Fire Fighting. Such rescue and fire -fighting actions are performed both inside and outside of the aircraft. A.3.3.21.2 Marine Rescue and Fire Fighting. Marine compa- nies can be utilized for special operations, including a plat- form for dive and scuba operations and for providing a secure water supply for land -based operations. A.3.3.23 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. [1500, 2007] A.3.3.24 First Responder (EMS). A first responder also assists higher level EMS providers. A.3.3.26 Hazard. Hazards include the characteristics of facili- ties, equipment systems, property, hardware, or other objects; and the actions and inactions of people that create such hazards. A.3.3.28 High -Hazard Occupancy. These occupancies in- clude schools, hospitals, and other special medical facilities, nursing homes, high -risk residential occupancies, neighbor- hoods with structures in close proximity to one another, high- rise buildings, explosives plants, refineries, and hazardous ma- terials occupancies. A.3.3.30 Incident Management System (IMS). The system should be consistent with NIMS and the National Response Framework. The system is also referred to as an incident com- mand system (ICS). A.3.3.36.2 Basic Life Support (BLS). Basic life support could also include expediting the safe and timely transport of the patient to a hospital emergency department for definitive medical care. A.3.3.38 Member. A fire department member can be a full- time or part-time employee or a paid or unpaid volunteer, can occupy any posifion or rank within the fire department, and can engage in emergency operafions. [1500, 2007] A.3.3.40.1 Company Officer. This person can be someone ap- pointed in an acfing capacity. The rank structure could be either sergeant, lieutenant, or captain. A.3.3.40.3 Supervisory Chief Officer. The posifion of supervi- sory chief officer is above that of a company officer, who re- sponds automafically and/or is dispatched to an alarm beyond the initial alarm capabilifies, or other special calls. In some jurisdicfions, this is the rank of battalion chief, district chief, deputy chief, assistant chief, or senior divisional officer (U.K - fire service). A.3.3.41.2 Special Operations. Special operations include wa- ter rescue, extricafion, hazardous materials, confined space entry, high -angle rescue, aircraft rescue and fire fighting, and other operafions requiring specialized training. [1500, 2007] A.3.3.44 Rapid Intervention Crew (RIC). The RIC reports di- rectly to the incident commander or operafions chief. This dedicated crew is not to be confused with the IRIC. A.3.3.48 Staff Aide. This member is assigned to a supervisory chief officer who assists at incident scene operafions, which can include personnel accountability, communications, and other logistical and administrative support. In addifion, this member can assist in coordinating training activifies, respond to cifizen inquiries, coordinate staffing issues and sick leave Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ANNP,X A follow-up, and assign resource allocations for facilities and ap- paratus under the supervisory chief officer's jurisdiction. Staff aides can be known as field incident technician, staff assistant, battalion fire fighter, or battalion adjutant. A.3.3.53.5 Initiating Action/Intervention Time. A benchmark Lime frame isn't set to initiate a mitigating action or take other steps to intervene in resolving the issue that created the incident Fire departments should track these times based on their SOPS and evaluate the data based on the nature of the incident A.3.3.53.6 Total Response Time. A "cascade of events" chart, shown as Figure A.3.3.53.6, is provided to assist understanding the relationship between NFPA 1221, NFPA 1710, and Inifiat- ing Time/ Time (currently not addressed by a single NFPA standard). Three phases are included in total re- sponse time. They are as follows: (1) Phase One —Alarm Handling Time, which includes alarm transfer time, alarm answering time, and alarm processing time (addressed by NFPA 1221) (2) Phase Two — Turnout Time and Travel Time (addressed by NFPA 1710) (3) Phase Three — Initiating Action/Intervention Time A.4.1.1 The AHJ 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 To provide service, the AHJ 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. State of normalcy Event initiation 1710-15 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 organizational structure of the fire department, number of members, training requirements, expected functions, and authorities and responsi- bilities 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 governing body has the right and should assert its authority to set the spe- cific services and the limits of the services the fire department will provide. It also has the responsibility to furnish the necessary re- sources for delivery of the designated services. The fire depart- ment should provide its governing body with a specific descrip- tion 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, wildland 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 it 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 factors that should be included in the AHJ's risk assess- ment process include adopted building codes, required fire/life safety related engineering controls, accepted service delivery per- formance objectives, complexity of facilities, and occupancy haz- ards (low, medium, and high) within the jurisdiction. 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. Discovery of event Alarm transfer time' Alarm answeringtime Alarm handling time (NFPA 1221) I E Alarm processing time ' o ------------------- -----------------: I Q Turnout time (NFPA 1710) Impacted by Travel time (NFPA 1710) fire department Initiate action/ intervention time — — Control and mitigate event Recovery *If alarms are received directly at the fire department communication I State of normalcy center and not transferred from a PSAP, alarm transfer time is zero. FIGURE A.3.3.53.6 Cascade of Events Chart. 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-16 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 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 legal basis for operat- ing a fire department, the mission of the organization, the duties that are authorized and expected to be performed, and the au- thority and responsibilities that are assigned to certain indhidu- als 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 affected by circumstances such as response person- nel who are not on duty, unstaffed fire station facilities, natural barriers, traffic congestion, insufficient water supply, and den- sity of population or property. The reduced level of service should be documented in the written organizational state- ment by the percentage of incidents and geographical areas for which the total response time criteria are achieved. Additional service delivery performance objectives should be established by the AHJ for occupancies other than those identi- fied within the standard for benchmark single-family dwellings. Factors to be considered include specific response areas (i.e., suburban, rural, and wilderness) and occupancy hazards. A.4.1.2.1(3) This service delivery requirement is intended to have a fire department plan and situate its resources to consis- tently meet a 240-second travel time for the initial company fire suppression response and a 480-second travel time for the full alarm fire response assignment. A.4.1.2.5.1 The evaluation of the fire department's provided level of service needs to be performed against the AHJ's estab- lished service delivery performance objectives. These objectives should be based on a jurisdictional risk assessment The objec- tives established within this standard are based on a 2000 ftz (186 mz), two-story, single-family home without a basement and having no exposures. The AHJ's response objectives should be established based on numerous factors such as the circum- stances affecting response personnel, adopted building codes, required fire/life safety -related engineering controls, accepted turnout/travel times, complexity of facilities, and occupancy haz- ards within the jurisdiction. A.4.1.2.5.2 The collection of data is required to determine the organization's ability to meet its locally determined objec- tives and the performance objectives contained in the stan- dard with regard to emergency incidences (warning lights and sirens). Organizations respond to numerous types of emer- gency and nonemergency incidents. While the collection and analysis of all of the response data is important, attainment of the 90 percent objective is only to be evaluated against emer- gency incident responses. 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 Community Right -to -Know Act, established requirements for federal, state, and local governments and industrial facili- xrw 2010 Edition ties regarding emergency planning for spills or other releases, community right -to -know, and reporting of hazardous and toxic chemicals. The Emergency Planning and Community Right -to -Know Act covers the following four major areas that provide the fire service and communities with a broad perspective on the chemical hazards 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- ing requirements (4) Section 313 — toxic chemical release inventory 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 assignment basis. Mutual aid concepts should be considered on a regional basis. In an effective mutual aid arrangement, each fire department 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.5.2.2 For more information, see NFPA 1250; FEMA, Na- tional Fire Academy, "Fire Risk Analysis: A Systems Approach"; and Phoenix, AZ, Fire Department, "Fire Department Evalua- tion System (FIREDAP)." A.5.2.2.2 For further information on companies, see 3.3.13 and A.3.3.13. A.5.2.2.2.1 An early, aggressive, and offensive primary inte- rior attack on a working fire, where feasible, is usually the most effective strategy to reduce loss of lives and property damage. In Figure A.5.2.2.2.1, the line represents a rate of fire propaga- tion in an unsprinklered room, which combines temperature rise and time. It roughly corresponds to the percentage of property destruction. At approximately 10 minutes into the fire sequence, the hypothetical room of origin flashes over. Extension outside the room begins at this point. Consequently, given that the progression of a structure 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 7Way, "Reduced Staffing: At What Cost," and NIST, "Hazard I Fire Hazard Assessment Method." Also, refer to National Fire Academy, "Fire Risk Analy- sis: A Systems Approach," and Office of the Ontario Fire Marshal, Shading the Future of Fire Gmmnrd Staffing and Delivery Systems within a Cvmprehemive Fire Safety L ffertiveness Mo del. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ANNFXA 1710-17 100 Table A.5.2.2.2.1(b) Fire Extension in Residential Structures, 2002-2005 90 80 Rate per 1000 Fires 70 Civilian Civilian Average Dollar Extension Deaths Injuries Loss per Fire 60 Property 50 destruction Confined fires 0.08 9.25 313 (identified by 40 N incident type) Confined to room 4.99 47.00 8,948 30 of origin 20 Confined to room 2.15 25.18 3,958 of origin, Beyond room 10 including Room of origin —)- of origin confined fires by 0 incident type* 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Beyond the room, 17.62 80.45 34,011 Minutes but confined to floor of origin Propagation Curve. FIGURE A.5.2.2.2.1 Fire Pro P� Beyond floor of 27.48 59.38 58,820 origin The ability of adequate fire suppression forces to greatly influence the outcome of a structure fire is undeniable and predictable. Data generated by NFPA and used by the commit- tee in developing this standard provide empirical data that rapid and aggressive interior attack can substantially reduce the human and property losses associated with structure fires [see 'fable A.S. 2.2.2.1(a) and 'fable A.5.2.2.2.1(h)1. The NFPA Fire Analysis and Research Division provided the data in Table A_5.2.2.2.1(b) as an update of Table A_ 5.2.2.2.1(a). A.5.2.2.2.3 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.5.2.2.2.5 For further information on staff aides, see 3.3.48 and A.3.3.48. A.5.2.4.1.2 NFPA 1500, 29 CFR 1910.134, and Memorandum for Regional Acdministmtors,• Rnpome to LOLH or Potential LOLH Atmo- Table A.5.2.2.2.1(a) Fire Extension in Residential Structures, 1994-1998 Rate per 1000 Fires Civilian Civilian Average Dollar Extension Deaths Injuries Loss per Fire Confined to room 2.32 35.19 3,185 of origin Beyond the room, 19.68 96.86 22,720 but confined to floor of origin Beyond 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: NFPAAnnual Fire Experience Survey and National Fire Inci- dent Reporting System (NF1RS). Note: Residential occupancies include homes, hotels and motels, dormi- tories, and residential board and care facilities. These are national esti- mates offires reported to U.S. municipal fire departments and so exclude fires reported only to federal or state agencies or industrial fire brigades. National estimates are projections. Casualty and loss projections can be heavily influenced by the inclusion or exclusion of one unusually serious fire. Pmperty damage has not been adjusted for inflation. INF1RS 5.0 has six categories of confined structure fires, including cooking fires confined to the cooking vessel, confined chimney or flue fire, confined incinerator fire, confined fuel burner or boiler fire or delayed ignition, confined commercial compactor fire, and trash or rubbish fire in a structure with no flame damage to the structure or its contents. Although causal information is not required for these inci- dents, it is provided in some cases. In this analysis, all confined fires were assumed to be confined to the room of origin. Source: NF1RS 5.0 and NFPA survey. spheres provide further information. The IRIC and the rapid inter- vention crew (RIC) members are equipped with the fire fighters' protective ensemble, including protective clothing and equip- ment as required by NFPA 1500. A.5.2.4.2.2 The hazards presented by this scenario are not unusual, as all communities respond to fire incidents in this type of structure on a regular basis. A.5.2.4.2.3 Other occupancies and structures in the commu- nity that present greater hazards should be addressed by addi- tional fire fighter functions and additional responding personnel on the initial full alarm assignment The NFPA Fire Protection Handbook categorizes occupancies in three broad groups: (1) High -hazard occupancies: schools, hospitals, nursing homes, explosives plants, refineries, high-rise buildings, and other high life hazard or large fire potential occupancies (2) Medium -hazard occupancies: apartments, offices, mer- cantile, and industrial occupancies not normally requir- ing extensive rescue or fire -fighting forces (3) Low -hazard occupancies: one-, two- or three-family dwell- ings and scattered small businesses and industrial occu- pancies. The NFPA 1710 benchmark occupancy fits into this low -hazard category. 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-18 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS In determining the initial responding force to these occu- pancies, AHJs must consider the additional potential of fire spread, types of combustibles, increased life hazard, and vari- ous tasks that must be accomplished to achieve their mission. A.5.2.4.3.1 Once units arrive, or a determination is made that other resources are required, additional alarms should be called for and dispatched. Departments should have predeter- mined procedures for additional alarms. Many departments send the same number and type of units on the second alarm as on the first alarm. Incident commanders can always request unique resources when required. Many departments will only be able to handle additional alarms through automatic or mu- tual aid agreements that have been previously established. A.5.3 An EMS system is defined as a comprehensive, coordi- nated arrangement of resources and functions that are orga- nized to respond in a timely, staged manner to medical emer- gencies, regardless of their cause. The term system can be applied locally or at the state, provincial, 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 advanced life support (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 might not have ALS treatment capability — only a fire apparatus with fire fighters trained as first re- sponderAED can respond. A.5.3.3.3.3 The American Heart Association recommends the minimum required personnel for an emergency cardiac care re- sponse. In those systems that have attained survival rates higher than 20 percent for patients with ventricular fibrillation, re- sponse teams include, as a minimum, two ALS providers and two BLS providers. See "Guidelines 2000 for Cardiopulmonary Re- suscitation and Emergency Cardiac Care," "Basic Trauma Life Support for Paramedics and Other Providers," "Pre -Hospital Trauma Life Support," "Pediatric Advanced Life Support," and "Emergency Care and Transportation of the Sick and Injured." A.5.5.6.2 The U.S. Air Force has defined the areas involved in the emergency within 75 ft (23 m) of the aircraft as immedi- ately dangerous to life and health (IDLH). A.5.6 For additional information on marine fire fighting, see NFPA 1405. A.5.6.5.1 For additional information on marine rescue and fire -fighting vessels, see NFPA 1925. xrw 2010 Edition A.5.7.6.1.2 A system developed by Chief Paul Gleason of the United States Forest Service addresses specific mandatory fire orders in a system termed LCES, 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 struc- 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 on statutory recognition of the individual with the highest level of medical certification. The recommendation is that depart- ments adopt protocols that define the degree of both member and nonmember involvement in direct patient care based on local standards, medical control, and statutory requirements. A.6.5 For additional information, see NFPA 1620. Annex B Community Wide Risk Management Model This annex is not a dart of the requirements of this NFPA document but is included for information purboses only. B.1 This model is used as an example of how a community wide risk management plan can be utilized to protect both citizens and property. While NFPA 1710 is scoped strictly to focus on deployment, staffing, and service levels, the realiza- tion is that this is one component of a total community fire protection planning process. An AHJ can determine that other components could reduce the risks of fire and therefore adopt stronger building and fire prevention codes, enforce those more vigorously, and enhance their public life safety education components. These models are included for that purpose. Figure B.1 illustrates a fire department process map. B.1.1 This annex addresses the need for fire departments to develop an overall "defense -in-depth" strategy for the delivery of fire services. The development of such a strategy should include an assessment of the tools available to the fire service for accomplishing the goals of fire safety. B.1.2 Fire safety objectives can be defined as those ideas that a department aspires to deliver. For example, fire department objectives could include such statements as "Maintain injuries and life/property losses as low as reasonably achievable (com- munity and department) ." The accomplishment of this objec- tive should not be left to fire -fighting operations alone. See Figure B.1.2 for fire safety concepts. B.1.3 Fire prevention is not simply preventing fire. It is the systematic application of codes, standard, engineering prin- ciples, and an understanding of human behavior to achieve the objective of limiting the loss of life and property. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ANNEX B 1710-19 Fire Safety Objectives 1. Protect personnel 3. Ensure community safety 2. Protect property 4. Provide emergency response Requirements Management Assessment • National fire codes • Strategic planning • Vendor relationship • Corrective action program • State fire codes • Policies and procedures • Fire response • Self -assessments • Local ordinance • Professional development • Quality assessment program • Performance indicators • Insurer requirements • Interfaces • Information technology • Internal/external audits • Organization structure • Benchmarking Core Activities —Fire Risk Management Fire Prevention • Building design • Building services • Occupancy • Fire/safety inspections FIGURE B.1 Fire Department Process Map. Ed ucation/Enforcement • Determine needs • Conduct inspections • Provide education • Take enforcement action Fire prevention Fire Impact Management • Protect personnel • Protect structure • Protect community Fire Safety Objectives Building I I Public education Design Building services Occupancy General public Bldg owners Noncombustible Secification K 12 p construction Use matches Special population Fire protection and design Bldg occupants features maintenance Bldg managers Fire safety Fire safety inspections inspections FIGURE B.1.2 Fire Safety Concepts for Fire Department Operations. 13.1.3.1 As outlined in NFPA 1, Fire Corte, fire prevention in- cludes egress, construcfion design, building services, fire pro- tecfion, and occupancy. All of these elements work together to provide the occupants and fire department personnel with a level of fire safety not otherwise available. 13.1.3.2 By ensuring that each of these elements is balanced, the fire department can maintain a reasonable level of risk for the community and the department. 13.1.3.3 To provide risk management, the fire department must utilize all of the tools available. In order of preference, those tools are as follows: (1) Fire -safe design and construcfion (2) Suppression systems (3) Detection systems Protect personnel Manage fire Internal fires I I External fires Protect I I Protect structure structure (4) Occupant fire prevention practices (5) Fire department -conducted fire -safety inspections (6) Fire rescue response 13.1.3.4 A structure designed and constructed to withstand the effects of fire is the most important asset in achieving fire risk management. A structure relying solely on fire rescue re- sponse offers the greatest challenge to the occupants and fire department personnel. B.1.4 Fire impact management is the ability to manage the impact of a fire on occupants and structures. The parficipa- fion of the fire department in the design, construcfion, main- tenance, and use of a structure provides defense -in-depth against fire losses. 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-20 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS B.1.4.1 Structures that are designed with noncombustible con- struction, are protected with fire protection systems, and are rou- tinely inspected to ensure appropriate occupant use are most likely to provide the lowest risk levels and therefore are the least difficult to manage. B.1.4.2 Fire -fighting operations on fully compliant structures for which the fire fighters know the occupancy conditions can be conducted with a plan that commits resources only as nec- essary to accomplish the pre -established goals. B.1.4.3 Pre -established goals for each structure define the commitment of resources in order to limit risk to occupants, the structure, and fire department personnel. Annex C Informational References C.1 Referenced Publications. The documents or portions thereof listed in this annex are referenced within the informa- tional sections of this standard and are not part of the require- ments of this document unless also listed in Chapter 2 for other reasons. C.1.1 NFPA Publications. National Fire Protection Associa- tion, 1 Batterymarch Park, Quincy, MA 02169-7471. NFPA 1, Fire Code, 2009 edition. NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergent- Servires Communications Systems, 2010 edition. NFPA 1250, Recommended Practice in Emergency Service Organi- zation Risk Management, 2004 edition. NFPA 1405, Guide for Land Based Fire Fighters Who Respond to Marine Vessel Fires, 2006 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition. NFPA 1620, Recommended Practice for PreIncidentPlanning, 2003 edition. NFPA 1925, Standard on Marine FireFightingVessels, 2008 edition. Fire 1'mtection Handbook, 20th edition, 2008. Fire Service 'Today, Gerard, J.C. and A.T. Jacobsen, "Reduced Staffing: At What Cost," September 1981. C.1.2 Other Publications. C.1.2.1 AMA Publications. American Medical Association, 515 North State Street, Chicago, IL 60610. "Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care." 1992. Journal of theAmerican Medical Association, 268(16) (October 28). C.1.2.2 FEMA Publications. Federal Emergency Management Agency, 500 C Street, S.W., Washington, DC 20472. "Fire Risk Analysis: A Systems Approach," NFA-SM-FRAS, National Emergency Training Center, National Fire Academy, July 20, 1984. C.1.2.3 NIST Publications. National Institute of Standards and Technology, 100 Bureau Drive, Bldg. 820, Rm. 164, Gaith- ersburg, MD 20899. "Hazard I Fire Hazard Assessment Method," U.S. Depart- ment of Commerce, June 1991. C.1.2.4 U.S. Government Publications. U.S. Government Printing Office, Washington, DC 20402. Memorandum forfiegionalAdministraton,• Response to R-LH orI tential IDLH Atmospheres, Department of Labor, Occupational xrw 2010 Edition Safety and Health Administration, May 1, 1995 corrected to No- vember 30, 2006. Title 29, Code of Federal Regulations, Part 1910.134, "Res- piratory protection," 2006. Title 42, U.S. Code, Chapter 116, Emergency Planning and Community Right -to -Know Act, 1986. C.1.2.5 Other Publications. "Basic Trauma Life Support for Paramedics and Other Providers," American College of Emer- gency Physicians, John Campbell (ed), 1997. Office of the Ontario Fire Marshal, Shading the Future of Fire. Ground Staffing and Delivery Systems within a Comprehensive Fire Safety 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. C.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 C.2.1 CPSE Publications. Center for Public Safety Excellence, 4501 Singer Court, Suite 180, Chantilly, VA 20151. Commission on Fire Accreditation International Fire and Emergent,- Service Self Assessment Manuals, National Fire ServireAr,- rreditation Program. 7"' Edition, 2007. Commission on Fire Accreditation International Standard of Cover, 5"' Edition, 2008. C.2.2 Government Accounting Standards Board. Government Accounting Standards Board, 401 Merritt 7, P.O. Box 5116, Norwalk, CT 06856-5116. C.2.3 IAFC/IAFF Publications. International Association of Fire Chiefs/International Association of Fire Fighters. Interna- tional Association of Fire Chiefs, 4025 Fair Ridge Drive, Suite 300, Fairfax, VA 22033-2868. International Association of Fire Fight- ers, 1750 New York Avenue, NW, Washington, DC 20006. "NFPA 1710 IMPLEMENTATION GUIDE," August 2002. C.2.4 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. Department of Emergency Medical Services, "Emergency Medi- cal Services Performance Objectives," 2002. C.2.5 IFSTA/FPP Publications. IFSTA/FPP, 930 N. Willis, Stillwater, OK 74078. "Systems Approach to Managing Fire and Life Safety Ser- vices," Dennis Compton. C.2.6 Insurance Services Office Publications. ISO Customer Service Division, 545 Washington Blvd., Jersey City, NJ 07310-1686. "Public Protection Classification Service"; Fire Suppression Rating Schedule. Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. ANNEX C C.2.7 International City/County Management Association Publications. 777 N. Capitol Street, Washington, DC 20022. "Managing Fire and Rescue Services," June 2002. "Interim Report of the Tricom Consortium." C.2.8 U.S. Government Publications. U.S. Government Print- ing Office, Washington, DC 20402. Title 29, Code of Federal Regulations, Part 1910.120, "Haz- ardous waste operations and emergency response," 1986. Title 29, Code of Federal Regulations, Part 1910.156, "Fire brigades," 1998. 1710-21 C.2.9 Other Publications. "Guidelines 2000 for Cardiopulmo- nary Resuscitation and Emergency Cardiac Care," fAMA, Au- gust 2000. Office of the Ontario Fire Marshal, "Performance Measure- ment and Benchmarking Project," 2003. C.3 References for Extracts in Informational Sections. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition. 2010 Edition x-rw° Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-22 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS Index Copyright © 2009 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 forth 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- -E- Administration ..................................................... Chap. 1 Emergency Incident Application........................................................... 1.3 Definition......................................................... 3.3.16 Equivalency.................................................... 1.4, A.1.4 Emergency Medical Care Purpose............................................................... 1.2 Definition......................................................... 3.3.1 7 Scope........................................................... L L A.1.1 Emergency Operations Advanced Life Support (ALS) Definition......................................................... 3.3.18 Definition........................................................... 3.3.1 Evaluations ................................................. 4.1.2.5 Aid Explanatory Material ............................................. Annex A Automatic Aid Definition .......................................... 3.3.2.1, A.3.3.2.1 Definition........................................................... 3.3.2 -F- Mutual Aid Fire Apparatus Definition...................................................... 3.3.2.2 Definition......................................................... 3.3.19 Aircraft Rescue and Fire Fighting Fire Department Member Definition........................................................... 3.3.3 Definition......................................................... 3.3.20 Aircraft Rescue and Fire Fighting (ARFF) Vehicle Fire Department Services ......................................... Chap. 5 Definition ................................................. 3.3.4, A.3.3.4 Airport Rescue and Fire -Fighting (ARFF) Services ............... 5.5 AlarmDeployment ..................................................... 5.5.4 Definition ................................................. 3.3.5,A.3.3.5 Emergency Operations ......................................... 5.5.6 Alarm Answering Time Incident Safety Officer .................................... 5.5.6.4 Definition........................................................... 3.3.6 Staffing........................................................... 5.5.5 Alarm Handling ............................................ 4.1.2.3 Emergency Medical Services EMS 5.3, A.5.3 Alarm Handling Time EMS System Functions ......................................... 5.3.3 Definition........................................................... 3.3.7 Service Delivery Deployment ............................. 5.3.3.3 Alarm Processing Time Staffing 5.3.3.2 Definition........................................................... 3.3.8 Quality Management ........................................... 5.3.4 Alarm Transfer Time Fire Department Medical Personnel Review ............ 5.3.4.2 Definition........................................................... 3.3.9 Medical Director Review .................................. 5.3.4.3., Apparatus System Components ................................... 5.3.2, A.5.3.2 Definition......................................................... 3.3.10 Training Levels ............................................. 5.3.2.2 Fire Apparatus Treatment Levels .......................................... 5.3.2.1 Definition.................................................... 3.3.10.1 Fire Suppression Services .................................... 5.2, A.5.2 Quint Apparatus Deployment ..................................................... 5.2.4 Definition.................................................... 3.3.10.2 Additional Alarm Assignments ........................... 5.2.4.3 Specialized Apparatus .. Initial ArrivingCompany ................. Pan Y......... 5.2.4.1 Definition.................................................... 3.3.10.3 Capability Initial Full Alarm Assignment Capability ................ 5.2.4.2 Approved Fire Suppression Capability .................................... 5.2.1 Definition ................................................. 3.2.1,A-3.2.1 Operating Units................................................. 5.2.3 Authority Having Jurisdiction (AHJ) Fire Companies with Quint Apparatus ................... 5.2.3.4 Definition ................................................. a 3.2.2,A-3-2.2 Other Types of Companies ............................... 5.2.3.3 Automatic Aid Staffing Definition......................................................... 3.3.11 Marine Rescue and Fire -Fighting (MKFF) Services........ 5.6, A.5.6 Operating Units ................................................. 5.6.5 B Response Plan ................................................... 5.6.2 Basic Life Support (BLS) Staffing........................................................... 5.6.4 Definition......................................................... 3.3.12 Numbers of On -Duty Marine Personnel................. 5.6.4.1 Organization of On -Duty Personnel ..................... 5.6.4.2 -C- Purpose............................................................... 5.1 Special Operations Response ....................................... 5.4 Community Wide Risk Management Model ................... Annex B Wildland Fire Suppression Services ................................ 5.7 Company lleployment..................................................... 5.7.6 Definition ............................................... 3.3.13,A-3.3.13 llirectAttack............................................... 5.7.6.2 Company Officer lndirectAttack 5.7.6.3 Definition......................................................... 3.3.14 ............................................. Required Number of Vehicles ............................ 5.7.6.1 Crew Definition 3.3.15 Non-Wildland Emergencies.................................... 5.7.7 ......................................................... Operating Units ................................................. 5.7.5 Other Types of Companies ............................... 5.7.5.3 D Organization.................................................... 5.7.2 Definitions......................................................... Chap. 3 Staffing........................................................... 5.7.4 xrw 2010 Edition Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. INDEX 1710-23 Fire Fighting Supervisory Chief Officer Aircraft Rescue and Fire Fighting Definition ....................................... 3.3.40.3, A. 3.3.40.3 Definition ....................................... 3.3.21.1, A.3.3.21.1 Operations Definition......................................................... 3.3.21 Definition......................................................... 3.3.41 Marine Rescue and Fire Fighting Emergency Operations Definition ....................................... 3.3.21.2, A.3.3.21.2 Definition.................................................... 3.3.41.1 Structural Fire Fighting Special Operations Definition.................................................... 3.3.21.3 Definition ....................................... 3.3.41.2, A.3.3.41.2 Fire Protection Organization ....................................................... Chap. 4 Definition......................................................... 3.3.22 Airport Rescue and Fire -Fighting Services......................... 4.5 Fire Suppression Emergency Medical Services ........................................ 4.3 Definition ............................................... 3.3.23, A.3.3.23 Fire Department Organizational Statement....................... 4.1 First Responder (EMS) Fire Suppression Services ........................................... 4.2 Definition ............................................... 3.3.24, A.3.3.24 Intercommunity Organization...................................... 4.8 Forcible Entry Marine Rescue and Fire -Fighting Services ......................... 4.6 Definition......................................................... 3.3.25 Special Operations................................................... 4.4 Wildland Fire Suppression Services ................................ 4.7 -H- Hazard -P- Definition............................................... 3.3.26, A.3.3.26 Public Safety Answering Point (PSAP) Hazardous Material Definition......................................................... 3.3.27 Definition......................................................... 3.3.42 High -Hazard Occupancy Definition ............................................... 3.3.28, A.3.3.28 -Q- Quint Apparatus I- Definition......................................................... 3.3.43 Incident Commander Definition......................................................... 3.3.29 Incident Management System (IMS) -R- Definition............................................... 3.3.30, A.3.3.30 Rapid Intervention Crew (RIC) Incident Safety Officer Definition ............................................... 3.3.44, A.3.3.44 Definition......................................................... 3.3.31 Initial Rapid Intervention Crew (IRIC) Informational References ....................................... Annex C Definition.................................................... 3.3.44.1 Initial Full Alarm Assignment Referenced Publications .......................................... Chap. 2 Definition......................................................... 3.3.32 General............................................................... 2.1 Initial Rapid Intervention Crew (HUC) NFPA Publications................................................... 2.2 Definition......................................................... 3.3.33 Other Publications................................................... 2.3 Initiating Action/Intervention Time References for Extracts in Mandatory Sections ................... 2.4 Definition......................................................... 3.3.34 Rescue Intergovernmental Agreement Definition......................................................... 3.3.45 Definition......................................................... 3.3.35 -S- -L- Shall Life Support Definition........................................................... 3.2.3 Advanced Life Support (ALS) Should Definition.................................................... 3.3.36.1 Definition ........................................................... 3.2.4 Basic Life Support (BLS) Special Operations Definition ....................................... 3.3.36.2, A.3.3.36.2 Definition......................................................... 3.3.46 Definition......................................................... 3.3.36 Specialized Apparatus Definition......................................................... 3.3.47 -M- Staff Aide Marine Rescue and Fire Fighting Definition ............................................... 3.3.48, A.3.3.48 Definition......................................................... 3.3.37 Standard MemberDefinition ........................................................... 3.2.5 Definition ............................................... 3.3.38, A.3.3.38 Standard Operating Procedure Mutual And Definition......................................................... 3.3.49 Definition......................................................... 3.3.39 Structural Fire Fighting Definition......................................................... 3.3.50 Supervisory Chief Officer -O- Definition......................................................... 3.3.51 Officer Systems............................................................. Chap. 6 Company Officer Communications Systems ........................................... 6.4 Definition ....................................... 3.3.40.1, A.3.3.40.1 Incident Management System ............................... 6.2, A.6.2 Definition......................................................... 3.3.40 Pre -Incident Planning........................................ 6.5,A.6.5 Incident Safety Officer Safety and Health System ........................................... 6.1 Definition.................................................... 3.3.40.2 Training Systems..................................................... 6.3 2010 Edition x Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. 1710-24 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS -T- Initiating Action/Intervention Time Team Definition ....................................... 3.3.53.5, A.3.3.53.5 Definition ......................................................... Total Response Time 3.3.52 Time Definition ....................................... 3.3.53.6, A.3.3.53.6 Travel Time Alarm Answering Time Definition.................................................... 3.3.53.7 Definition.................................................... 3.3.53.1 Turnout Time Alarm Handling Time Definition.................................................... 3.3.53.8 Definition.................................................... 3.3.53.2 Total Response Time Alarm Processing Time Definition......................................................... 3.3.54 Definition.................................................... 3.3.53.3 Travel Time Alarm Transfer Time Definition......................................................... 3.3.55 Definition.................................................... 3.3.53.4 Turnout Time Definition......................................................... 3.3.53 Definition......................................................... 3.3.56 x.. 2010 Edition 09 10 11 12 6 5 4 3 2 1 Cou/D Copyright 2014 National Fire Protection Association (NFPA). Licensed, by agreement, for individual use and single download via NFCSS All Access on January 2, 2014 to DAVE DEDMAN for designated user Dave Dedman. No other reproduction or transmission in any form permitted without written permission of NFPA. For inquires or to report unauthorized use, contact licensing@nfpa.org. This NFCSS All Access subscription expires on 07/31/2014. Sequence of Events Leading to Issuance of an NFPA Committee Document Step 1: Call for Proposals *Proposed new Document or new edition of an existing Document is entered into one of two yearly revision cy- cles, and a Call for Proposals is published. Step 2: Report on Proposals (ROP) 'Committee meets to act on Proposals, to develop its own Proposals, and to prepare its Report. •Committee votes by written ballot on Proposals. If two- thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee. *Report on Proposals (ROP) is published for public re- view and comment. Step 3: Report on Comments (ROC) *Committee meets to act on Public Comments to develop its own Comments, and to prepare its report. 'Committee votes by written ballot on Comments. If two- thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee. *Report on Comments (ROC) is published for public re- view. Step 4: Technical Report Session •"Notices of intent to make a motion" are filed, are reviewed, and valid motions are certified for presentation at the Technical Report Session. (`Consent Documents" that have no certified motions bypass the Technical Report Session and proceed to the Standards Council for issu- ance.) *NFPA membership meets each June at the Annual Meet- ing Technical Report Session and acts on Technical Committee Reports (ROP and ROC) for Documents with "certified amending motions." •Commil.tee(s) vote on any amendments to Report ap- proved at NFPA Annual Membership Meefing. Step 5: Standards Council Issuance *Notification of intent to file an appeal to the Standards Council on Association action must be filed within 20 days of the NFPA Annual Membership Meeting. *Standards Council decides, based on all evidence, whether or not to issue Document or to take other ac- tion, including hearing any appeals. Committee MembershiClassifications The following classifications apply to Technical Commit- tee members and represent their principal interest in the activity of the committee. M Manufacturer: A representative of a maker or mar- keter of a product, assembly, or system, or portion thereof, that is affected by the standard. U User: A representative of an entity that is subject to the provisions of the standard or that voluntarily uses the standard. I/M Installer/Lhfain.tainer: A representative of an entity that is in the business of installing or maintaining a product, assembly, or system affected by the stan- dard. L Labor: A labor representative or employee con- cerned with safety in the workplace. R/T Applied Research/Testing Laborato7y: A representative of an independent testing laboratory or indepen- dent applied research organization that promul- gates and/or enforces standards. E Enforcing Authority: A representative of an agency or an organization that promulgates and/or en- forces standards. I Insurance: A representative of an insurance com- pany, broker, agent, bureau, or inspection agency. C C.onsnmer: A person who is, or represents, the ul timaLe purchaser of a product, system, or service affected by the standard, but who is not included in the User classification. SE Special Expert: A person not representing any of the previous classifications, but who has a special expertise in the scope of the standard or portion thereof. NOTES; 1. "Standard" connotes code, standard, recommended practice, or guide. 2. A representative includes an employee. 3. While these classifications will be used by the Standards Council to achieve a balance for Technical Committees, the Standards Council may determine that new classifi- cations of members or unique interests need representa- tion in order to foster the best possible committee delib- erations on any project. In this connection, the Standards Council may make appointments as it deems appropriate in the public interest, such as the classification of "Utili- ties" in the National Electrical Code Committee. 4. Representatives of subsidiaries of any group are gener- ally considered to have the same classification as the par- ent organization. Exhibit B-2 Memorandum Planning Department 201 111 Avenue East Kalispell, MT 59901 Phone: (406) 758-7940 Fax: (406) 758-7739 wwwAalis ell.com lannin MEMORANDUM To: Susie Turner, Public Works Director From: Tom Jentz, Planning Director Date: October 17, 2014 Subject: Construction Trends/Projections for Commercial Development I have attached a worksheet showing commercial construction development trends in Kalispell along with projections through the year 2035. In brief this office anticipates that there will be approximately 290 additional acres of commercial development within the Kalispell city limits from 2015-2035. This projection utilizes commercial growth trends from 2006-2013 and add a 2% per year growth rate based on the projected Kalispell population growth rate. The commercial construction figures used for the above estimates are based on building permits issued from 2006 — 2013 within the city of Kalispell. Over this 8 year period the city has seen an average of 222,628 square feet of commercial development occur per year. Commercial development is generally described as non-residential uses including retail, office, medical, governmental, churches, schools and industrial uses. This office utilizes a ratio of 20,000 square feet of constructed area per gross acre of developed land. In other words a 20,000 square foot building along with the associated required parking, landscaping and setbacks would consume one acre of land. Using the above number of 222,628 square feet of constructed area per year, it is estimated that that this would equate to 11.13 acres of commercial land per year over the past 8 years. For comparison purposes inside the city of Kalispell in 2013 there were 1,200 acres of commercially developed land which again includes retail, office, medical, governmental, churches, schools and industrial uses. Outside the city but within the annexation boundary there are another 723 acres of commercially developed land. This would then total 1,923 acres of commercially developed land within the Kalispell annexation boundary as adopted by the city council by resolution 5404A on March 7, 2011. 2006-2013 Kalispell Annual Square Footage New Construction Kalispell Planning and Building Dept. Commercial 2006 - 95,748 2007 - 82,049 2008 - 33,334 2009 - 10,717 2010 - 201,725 2011 - 10,750 2012 - 196,598 2013 - 367,777 998,698 (125,000 sq. ft./yr. - 6 % acres/yr.) Office 14,472 4,781 6,912 22,683 39,265 69,309 157,418 (19,500 sq. ft./Yr. - 1 acre/yr.) Industrial 1,720 18,841 129,498 150,059 (18,750 sq. ft./yr - 1 Acre/yr.) Gov.. Public, church, etc. 60,539 160,855 43,168 12,599 14,050 78,098 105,541 474,850 (59,250 sq. ft./yr. - 3 Acre/yr.) TOTAL 1,781/025 (222,628sq. ft./yr. - 11.13 acre/yr) Notes: 8 years of building permit data from 2006 - 2013, assumes city limits only, 20,000 square feet of structure/acre. PROJECTIONS SHOWING COMMERCIAL (NON-RESIDENTIAL) DEVEOPMENT IN KALISPELL 2015-2035 Option A Using a multiplier equal to population growth (2%/yr-2015-2035) 2015 -11.3 2016 -11.5 2017 -11.7 2018 - 11.9 2019 - 12.2 2015 - 2019 - 58.6 ac. 2020- 12.4 2021-12.7 2022 -12.9 2023 -13.2 2024 -13.4 2020 - 2024 - 64.6 ac. 2025 --13.7 2026 --14.0 2027 -14.3 2028 -14.6 2029 -14.8 2025 - 2029 - 71.4 ac. 2030 -15.1 2031-15.4 2032 -15.7 2033 -16.1 2034 -16.4 2030 - 2034 - 78.7 ac. 2035 -16.7 2035 - 16.7 ac. Total - 290.0 acres Option B Straight line projection using 11.13acres/yr. based on 2006 - 2013 historical construction 21 Years x 11.13acres/yr = 234 acres. 2015 - 2019 - 55.65 acres 2020 - 2024 - 55.65 acres 2025 - 2029 - 55.65 acres 2030 - 2034 - 55.65 acres 2035 - 11.13 acres Total - 234 acres Kalispell Population Projections Prepared by Kalispell Planning Department October 20, 2014 2000 (census) - 14,223 2010 (census) - 19,927 2013 (census est) - 20,972 2015 (est.) - 21,800 2220 - 24,000 2025 - 26,600 2030 - 29,400 2035 - 32,400 Projections based on an assumed growth rate of 2%a/year after 2013 which will compound for a 21.9% growth rate /decade. Exhibit B-3 Population Projections City of Kalispell Fire Impact Fees Population Projections Exhibit B-3 Year Population' Yearly Population Growth ERU Census 2013 20,972 2014 21,391 419 168 2015 21,819 428 171 2016 22,256 436 175 2017 22,701 445 178 2018 23,155 454 182 2019 23,618 463 185 2020 24,090 472 189 2021 24,572 482 193 2022 25,063 491 197 2023 25,565 501 201 2024 26,076 511 205 2025 26,598 522 209 2026 27,130 532 213 2027 27,672 543 217 2028 28,226 553 221 2029 28,790 565 226 2030 29,366 576 230 2031 29,953 587 235 2032 30,552 599 240 2033 31,163 611 244 2034 31,787 623 249 2035 32,422 636 254 TOTAL 11,450 4,580 1) These population projections are forecasts for a growth rate of 2%. Exhibit B-4 Capital Improvement Plan C FL r.+ AC W N Q CL V/ L_ 0 .� ++ Q Y Q m O +�+ .0 Q .t U ii 0 w LL N o 0 0 In o 0 0 0 m O 0 0 0 0 m LO 0 rn CVO N LU >- O O N Oc-1 O O v -a �? 0 O O 0 O O 4O O M mco O co LO I-- N v� E Ef3 LU >- O O O N O CD0 O O O U 00 -a N CD O CD O O O CD N CD O L.0 O LO Ln N m 4-CN Ln W UL O N CD O 0 O 0 -a N O 0 0 CD O Ln +O m N O LO � m E 41 CN Ef) U, W N O O O 0 c-I O CDO O O O -a N CD00 O O O O O O O N e O O Li +' N N w C 0A O C MI -a c ) — — — U — — — U Cl) o I= .� N ~ o U c c co co a _a L I_ O L a "a a "a Cl) U coU LO u L co L co L O 0 L CDC 0 Q E a)C c Q E N c Q E Q E p a LL LL Q' LL LL LL LL LL O U Co 0 N N U m a O O O O O O O O O O O O 0 0 0 0 0 0 O O O O O O O O O O O O o o Ln m o Ln o Co o o Ln �t m N m 4-0' N m N i/� m N to C M LO N N N M M O O O O O N N N N N O M I- O N N N CO M O O O O O N N N N N C 7 O C O (6 C E O U U N O U Co 0 Exhibit B-5 Fire Suppression Asset Costs O O O O O O O O O O 000 000 000 000 O � � -* -* O Ln Ln Ln 01 N CO CO N N O O O I� .* M M 00 00 r-1 c-I c-I c-I M r-I r-I r-I r-I r-I r-I O O O O O O O O O O o mmm �Lnmm L.DL.Dn 1� 1� rf mrr-I rr-I r-I r-I r-I r-I O O O O O O O O O O Ln Ln Ln Ln I� N N N On N N O O Ln Ln 0 0 Ol M M M 1p N O O O O I� O O O lD r-I 00 00 00 00 M M M M r-I I� M M N N (N (N 0 0 0 0 0 0 0 0 0 0 Ln Ln Ln Ln Ln Ln Ln Ln Ln Ln 000 0000000 a) a) a) O O O O O O O r-I r-I r-I r-I r-I r-I r-I 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L6 0 L6 L6 0 0 0 0 0 0 I\ LO 00 00 0 0 LO LLB LLB LLB — I— V V N AROMMMI, v v c c W .W c c LU LU c c L L v v \ L J U \ cC L lH U cC lH L L C C C C c c a 16 c 16 a a a a Ir co co co LL LL D D L.L LL LL C C C C C C C v v v v v v v m Ln E E E E E E E a a a a a a a Ls Ls Ls Ls Ls Ls Ls LU LU LU LU LU LU LU O LO L<7 O N 0 v M L<7 to ER? O O O O 0) CD ER) O O O L<7 IT to O 0 0 0 N LO L6 C N N ry O m N U rN^ vJ m NQ) i N O i U > Q i N .r o W 3 rrQ^) ' vJ 3 � � U � � O � c UN 3 Q O 3 � O s; i :3 L(o LL m N Cl) Exhibit B-6 Impact Fee Cost Review KALISPELL FIRE DEPARTMENT Dave Dedman — Fire Chief PO Box 1997 Jon Campbell —Assistant Fire Chief ��� 312 First Avenue East Cec Lee — Executive Secretary Kalispell, Montana 59901 Phone: (406) 758-7760 FAX: (406) 758-7777 Thursday, January 29, 2015 TO: Impact Fee Committee FROM: Dave Dedman, Fire Chief RE: Impact fee cost review The Kalispell Fire Department has reviewed the number of calls between residential and commercial type occupancies. Using the latest call date for the calendar years 2011 through 2013 we have found the total documented calls for service to be 8205. Residential equated to 4303 total calls for service (52%) and commercial equated to 3902 calls for service (48%). All data was derived from calls for service records through the National Fire Incident Reporting System (NFIRS). If you have any questions regarding this information, please don't hesitate to ask. Dave Dedman, Fire Chief "Protecting our community with the highest level ofprofessionalism." Exhibit B-7 Debt Service Credit City of Kalispell Fire Impact Fees Debt Service Credit Exhibit B-7 Fire Truck Year Debt Service 2015 70,079 2016 70,169 2017 70,151 2018 69,709 Fire Additional Total Impact Fee Debt Service Debt Service' Debt Service Revenue Credit Total - 70,079 147,692 $ - - 70,169 150,646 $ - - 70,151 153,659 $ - - 69,709 156,732 $ - Total Debt Service Credit ( $ per ERU ) $0.00 1 - No new debt service assumed. Exhibit B-8 Residential City of Kalispell Fire Impact Fees Allowable Residential Impact Fees Exhibit B-8 Residential Impact Fee Costs 1 $ 4,653,480 Residential Population Served 2 11,450 Cost per Person $ 406.41 Single Family Residential Single Family Dwelling Unit- 2.5 persons per Dwelling Unit $ 1,016.02 Debt Service Credit - Administration Fee 50.80 Net Single Family Impact Fee $ 1,066.82 Recommended ing a Family Fee 1,067 Multifamily Dwelling Unit Multifamily Dwelling Unit - 1.90 persons per Dwelling Unit $ 772.17 Debt Service Credit - Administration Fee 38.61 Net Multifamily Impact Fee $ 810.78 lRecommended Multifamily Fee $ 811 1 - From Exhibit B-5 2 - Based population growth from 2013 to 2035 -see Appendix B-3 City of Kalispell Growth projections Exhibit B-9 Commercial (n Q Q LL r.+ ii E cv •L Q N E Q LL O y � U Y Q . m 0 i O t U IL Q w O O O O N 0) O O Lr N O 00 Ln N Ln 0) N 0 U N N LLU m Q E 76 U a� E E O U O O O L Q L Q 0) .M� W N N O /Ln V Lr0 O U co (o O O 1 I-� co 61} M7 W 0 0 0 O O O -0 Q) U , CL Q) O LL a) U U) >_ Q E E 0 Q Go till r- cfi II E:} d d LL v m Q E N E O U d z N LL N N E O u d N m W Qi 'Q) 0 Exhibit B-10 Mapping KALISPELL FIRE DEPARTMENT Dave Dedman — Fire Chief Po Box 1997 Jon Campbell — Assistant Fire Chief 312 First Avenue East Cec Lee — Executive Secretary Kalispell, Montana 59901 . x Phone: (406) 758-7760 FAX: (406) 758-7777 3/31/2015 TO: Impact Fee Committee FROM: Dave Dedman, Fire Chief RE: Station planning and mapping As part of the planning efforts for the fire department the city has utilized its ability to map station distances and response time plans utilizing the in house GIS mapping systems and calculations. This system is not an actual response time analysis report as it uses the flood trace module which inputs two variables, speed of roadway and distance, and then produces the map that is referenced in the impact fee appendix B. This type of map works for general planning purposes however does not accurately portray actual response times for areas involved. Using actual drive time and historic response time data we concluded that the flood trace maps cover a larger area than what is accurate to daily operations. This constitutes an issue where one station coverage area intersects with another and may leave a response area outside of the timed response of 4 and 8 minute marks as outlined in NFPA 1710 even though covered on the map. If you have any questions regarding this information, please don't hesitate to ask. Dave Dedman, Fire Chief "Protecting our community with the highest level ofprofessionalism." 65 64 Kalispell Fire Station 63 Response Area Legend \ - Kalispell City Limits Annexation Policy Area Existing Fire Station Possible Future Fire Station Bir Gr—R Chu ch Dr Station 63 - 4 Minute Response Area ChurchDr Station 63 - 8 Minute Response Area Cher h°r O x m E °r 7 m 0 0.5 1 2 Miles Document Path: I:\FireDept\ResponseMapping\Station63Response.mxd Do Date: \ /26/2015 Rd Kalispell Fire Station 64 Response Area 14 lrl7 0 w w w H U a I CL s 3 O 0) 3 (D z s 3 O 0) LO M O N O aD s f a �o 00 N 0 C- O Q- N O � O • O O O O N Q Q O >. E � O Q U O U Q O 0 O N o Lo cn � O C'7 CT � N N .c- O n O Q O O E O O Q O O _O Q E O C) N O O _O Q E O 00 %lO • • ►WA O O O W U d Eq �E �E i 00 (Y) CN r n 01.1 V J W UN CD � � 0 W • O V O CY) LO O • 0 N M--� � =- pwo 4- N O �-. 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