HomeMy WebLinkAboutFS 2008-09-23 Item 2A - Ordinance - Fire Master Plan INFORMATION MEMORANDUM
To: Finance and Safeq Committee
CC: Mayor Haggerton
Rhonda Berry
FROM: Lisa Verner, Mayor's Office
Nick Olivas, Fire Chief
DATE: August 19, 2008
RE: Fire Master Plan, Administration Responses to Plan Recommendations and LOS
Goal
ISSUE
Adopt the new Fire Master Plan, adopt the Administration responses to the Plan's
recommendations, and adopt a Level of Service goal for fire services.
BACKGROUND
The Fire Department does not have a Master Plan. A proposed Master Plan has been
developed by consultants, ESCi, as the first phase of a joint agreement with the City of SeaTac
to evaluate whether or not the two cities' fire departments should be merged, form a separate
fire district, or look for other opportunities for cooperation and coordination. It is ready for
review and adoption by the City.
The Administration is evaluating new sources of revenue for the City. One such source is
"impact fees" through which new development helps to pay for capital facilities necessitated
due to the new growth. Mayor Haggerton's goal is to analyze options and to adopt impact fees
by the end of 2008.
The Growth Management Act allows impact fees for parks services and for fire services, in
addition to the traffic impact fees the City has already enacted. In order to consider and adopt
impact fees, the City needs to have adopted a Fire Master Plan and identified a level of service
goal for fire services.
DISCUSSION
The new Fire Master Plan evaluates the current state of the Fire Department and makes
recommendations concerning a variety of issues: personnel and staffing, facilities, apparatus,
and management. It shows area coverage from each of the stations, includes an inventory of
Page 2 of 3
equipment and stations, and discusses the kinds of service provided by the Department. The
proposed Fire Master Plan is attached as Exhibit A.
The Administration has evaluated the recommendations contained in the Fire Master Plan. The
recommendations can be divided into "short term" and "long term" items; both include capital
facilities and operations maintenance. The short term items are needed to make up existing
deficiencies which the Fire Master Plan fmds make it hard for the Fire Department to maintain
the existing LOS. The Administration has evaluated these based on prudent use of equipment,
cost, and sustainability. These items can be phased in over the next several years and support
the existing LOS. The long term items will be needed due to growth over the next 15 years; the
long term capital facilities items can be funded in part by impact fees.
The Administration's response to the recommendations contained in the Fire Master Plan is
attached as Exhibit B. A worksheet summarizing how the Administration would accomplish
the recommendations over the next 6 years is attached as Exhibit C.
The level of service goal that the Administration recommends is described in the Fire Master
Plan as:
"5 minutes 33 seconds response 90% of the time"
4 stations distributed throughout the City
Provision of the following services: prevention, suppression, aid, rescue, haz mat
response, and public education
Equipment level of 3 front line engines, 1 front line aerial, and 1 front line aid car
Personnel level of 3 shifts of professional firefighters per day
This level of service should be provided by the Fire Department and maintained as a goal as
growth occurs over the next 15 years.
As mentioned, the Mayor's goal is to analyze options and to adopt impact fees by the end of
2008. There are two steps that need to be done before impact fees can be considered. The first
step is to have LOS standards for both Parks and Fire. The adoption of the Fire Master Plan
and Fire LOS goals as recommended below will accomplish this first step for Fire. The
Community Affairs and Parks Committee is addressing adoption of LOS for Parks. Both of
these items will come to COW on August 25 for discussion and public hearings.
The second step needed before impact fees can be considered is an emergency Comprehensive
Plan amendment to add "Fire" and the adopted LOS for Fire and Parks to the Capital Facilities
Element of the Plan. The Community Affairs Parks Committee will review the
Comprehensive Plan amendment on September 22, with a courtesy review by Finance Safety
on October 7.
After these two steps are complete, then a review and discussion of impact fees will begin.
Staff will have a draft impact fee Ordinance and bring it to Finance Safety Committee for a
recommendation (October 21) and to Community Affairs Parks Committee for a courtesy
review (October 27). The draft impact fee Ordinance is scheduled for a COW review and
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public hearing on November 10 with a Council decision to adopt or not adopt anticipated on
November 17
RECOMMENDATION
Adopt an Ordinance which
adopts the Fire Master Plan,
adopts the Administration's responses to the Plan's recommendations, and
establishes a level of service goal for fire services.
Attachments: Exhibit A Fire Master Plan
Exhibit B Administration's Responses on Fire Master Plan
Recommendations
Exhibit C Worksheet for Administration's Responses on Fire Master Plan
Recommendations
EXHIBIT 13
City of Tukwila Administration Responses to Fire Master Plan Recommendations
8-19-08
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
Staff /Personnel Issues
1.
Provide a full time Public
Educator/Public Information Officer
(PIO) position to oversee the public
aspects of education and dissemination
of information.
Move existing (funded, unfilled,
civilian) CERT /PE position from
PW to Fire
$80,000 /yr +
VEHICLE ($40,000) +
OFFICE SPACE
Year 1
2009
Move CERT/PE position to
Fire (no financial impact)
2.
Establish a pro - active public education
program within the city.
See #1
See #1
3.
Add a full time public educator in the
Fire Marshal's office to oversee public
education and also act as the TFD
public information officer.
See #1
See #1
4.
Add a Training Captain to work
under guidance of Battalion Chief of
Training. Add an additional training
_position to the Training Division
Add an Assistant Chief position for
logistics and strategic planning.
Add a Deputy Fire Marshal, working
under the guidance of the Battalion
Chief Fire Marshal.
Support. Internal promotion; hire
entry level position to back fill
Defer. Already use battalion
chiefs for management. Internal
promotion with replacement
Use contract system or need on
ongoing basis? UNION, FULL
TIME Promote internally;
backfill
$100,000 /yr +
VEHICLE + ($40,000)
+ OFFICE SPACE and
$80,000 /yr
$120,000/yr +
VEHICLE + OFFIICE
and $80,000 /yr
$105,000 /yr +
VEHICLE ($40,000) +
OFFICE SPACE and
$80,000 /yr
Year 1
2009
Year 3
2011
Year 1
2009
Promote Training Captain
Hire replacement firefighter
($13,000 and $80,000
financial imp act
Promote 2ii1 Assistant Chief
Hire replacement firefighter
($14,000 and $80,000
financial impact)
Promote Deputy Fire
Marshal.
($10,000 financial impact)
5.
6.
7.
Add two civilian inspector positions
for code enforcement and inspection
work.
Support. Help supplement
annual inspections ( #10)
$160,000 /yr + 2
VEHICLES ($80,000)
+ OFFICE SPACE
Year 1
2009
Hire 2 civilian inspectors
($160,000 financial impact)
8.
Staff a full time aid car. An additional
7.8 firefighters would be needed in
order to staff an aid car with 2 FTEs
Run Aid Car 8:00 AM -8:00 PM.
Explore 12 -hour shifts for Aid
Car staff. 3 PEOPLE (1 PER
$430,000 /YR +
OVERTIME OR
$643,000/YR
Year 1
2009
Put aid car in service; hire 3
personnel (experienced)
($240,00 financial impact;
EXHIBIT B
Administration Responses — Fire Master Plan Recommendations 8 -19 -08
Page 2 of 8
FIRE MASTER PLAN
DISCUSSION
COSTS
YEAR
ADMINISTRATION
9.
RECOMMENDATIONS
Support when necessitated by
growth (long term).
$1.44M /YR OR
$1.92M /YR
Year 4
2012
POSITION
daily.
SHIFT) = 30 -50 %; 6 PEOPLE =
80 %; 9 PEOPLE = ALMOST
100%
Year 2
2010
Year 3
2011
new will be less)
Hire 3 aid car staff
(experienced) ($240,000
financial impact; new will be
less)
Evaluate need for additional
3 aid car personnel
($240,000financial impact)
9.
Place an engine company at Station 54
when the ladder truck is reassigned to
Station 51; this would call for 18 -24
firefighters, depending on daily
coverage patterns.
Support when necessitated by
growth (long term).
$1.44M /YR OR
$1.92M /YR
Year 4
2012
Evaluate; decision based on
growth
10.
Take steps to increase commercial
inspection frequency to an annual or
semi- annual inspection cycle.
Support. Use civilian inspectors
( #7)
See #7
11.
Review to practice of having line - level.
crew conduct moderate and high risk
inspections and verify their training
and capability to perform all risk level
inspections.
Support. More training for
personnel so companies have
capacity; tied to #4. LEAVE
EASIER INSPECTIONS TO
CREWS
See #4
12.
Increase the number of inspectors in
the prevention section, limit company
inspections to less complex
occupancies, and ensure all company
level personnel are trained to the level
in which they function.
See #11. SAME AS #7. TRAIN
CIVILIAN INSPECTORS TO
DO HIGHER LEVEL
INSPECTIONS (FLAMMABLE,
ETC) Do permit inspections (Fire
and Bldg codes) plus critical site
inspections (120 per month est.)
See #7
13.
Consider the use of contract fire and
life safety plan review services to take
the load off during busy times.
Support. (example: Mall, where
developer pays) LIKE MALL
Support.
EXHIBIT B
Administration Responses — Fire Master Plan Recommendations 8 -19 -08
Page 3 of 8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
Use of Ladder Truck as an Aid Car
Issue; Apparatus Issues
1.
Continually review and evaluate
current fire apparatus conditions and
determine life expectancy and
replacement based on current
conditions.
Support. Both Fire and Finance
to do this.
Year 1
2009
Support
2.
Adopt and fund a long range apparatus
replacement plan to meet the projected
replacement schedule.
See #1.
Year 1
2009
See #1
3.
Limit the use of the ladder truck
apparatus to truck company related
calls. Staff a full time 24 -hour aid car
at Station 54 for medical related calls.
Support. See #8 in "Personnel ".
Review hours of need (need 24
hrs ?)
Year 1
2009
Place aid car in 24 -hr service
some of the time with 3
additional personnel;
increase service in Year 2;
evaluate add'! service needs
in Year 3
4.
Relocate the ladder truck from Station
54 to Station 51, if the southern
annexation occurs along with the
relocation of Station 51 to the south.
If move ladder truck to Station 51
now; move Engine 51 to Station
54? Reduce use of ladder truck
when bring aid car into service
Year 1
2009
Year 3
2011
Bring aid car into service;
reduce use of ladder truck
Evaluate moving ladder
truck based on growth needs
5.
Relocating the ladder truck will require
an additional staffed engine company
to be housed at Station 54.
Defer until growth occurs.
Year 3
2011
Evaluate moving ladder
truck based on growth needs
Station Facilities Issues
Start and complete a thorough space
needs assessment of TFD facilities, and
begin a long term funding strategy for
improvements to facilities.
Support. Hire architect /space
planner now.
Year
2010
Support. Do in conjunction
with evaluation of City
facilities
2.
Conduct a thorough review of the
condition and projected service life of
the existing fire stations.
See #1.
See #1
EXHIBIT B
Administration Responses — Fire Master Plan Recommendations 8 -19 -08
Page 4 of 8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
3.
Develop a capital facilities replacement
plan and determine funding
mechanisms.
See #1.
See #1
4.
Remodel Fire Station 51, including
seismic upgrades.
Wait until decision on Tukwila
South; growth, TS dictates •
Year 4
2012
Evaluate based on growth
5.
Relocate Fire Station 51 when the
south annexation occurs
See #4.
$10M (2005$) +
LAND
Year 4
2012
Evaluate based on growth
6.
Replace Fire Station 52
Defer.
Year 5
2013
Evaluate based on growth.
7.
Relocate Fire Station 52 if Station 51 is
relocated.
' Defer until Tukwila South.
decided. Add another engine to
Station 51 instead of relocation?
Year 5
2013
Evaluate based on growth.
8.
Seismic and energy evaluations and
possible upgrades for Station 53
Support, in conjunction with
seismic /energy upgrades to all
other stations.
Year 2
2010
Evaluate seismic upgrades to
all City facilities
9.
Relocate Station 53 when north
annexation occurs
Defer.
No. No plans for north
annexation
10.
Replace Station 54
Defer.
Year 3
2011
Evaluate need in Year 3
Department Management Issues;
Department Implementation
OK; should be standard operating
procedure.
Year I
2009
In process; implement by
Fire Department
management
1.
Plan and implement a method of
regularly meeting with rank and file
workers by Fire Chief and /or other
executive staff officers
2.
Prominently display and incorporate
the department mission statement into
department documents as appropriate.
OK; should be standard operating
procedure.
OK; should be standard operating
procedure.
Year 1
2009
Year 1
2009
In process; implement by
Fire Department
management
In process; implement by
Fire :Department
management
3.
Audit all policies and procedures for
gaps between practice and policy
EXHIBIT B
Administration Responses -- Fire Master Plan Recommendations 8 -19 -08
Page 5 of 8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
4.
Review and revise all policies and
procedures as needed.
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
5.
Establish a regular time schedule for
review of SOPs (Standard Operating
Procedures)
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
6.
Establish a founding policy document
that describes: 1) the purpose and
intent of the policy manual, 2)how the
manual is to be organized, 3) when a
policy is to be reviewed, and 4)
definitions and explicit descriptions of
key words
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
7.
Establish a method and responsible
person to insure the Department is
meeting all legal mandates.
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
8.
Formally adopt a decision - making
process that solicits input vertically and
horizontally from the appropriate
levels of the organization and create a
policy that reflects this new format.
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
9.
Work with local law enforcement and
develop a plan for ongoing security of
the fire stations. Specifically obtain
their advice on perimeter fencing,
security cameras, and updated access
controls.
OK; should be standard operating
procedure. Don't anticipate law
enforcement having time
Year 1
2009
In process of evaluation
10.
Provide theft deterrent systems for all
vehicles.
OK; should be standard operating
procedure.
Year 1
2009
.In process; implement by
Fire Department
management
11.
Establish a method. and schedule to
What does this take? IT Dep't
Year 1
In process; implement by
EXHIBIT B
Administration Responses - Fire Master Plan Recommendations 8 -19 -08
Page 6of8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
incorporate pre -fire plans into the
mobile data technology.
involvement?
2009
Fire Department
management
12.
Coordinate with King County DEM for
hazard information and update pre -fire
plans accordingly.
OK
Year 1
2009
In process; implement by
Fire Department
management
13.
Review the city emergency plan and
update as necessary.
Work with City's Emergency
Management Coordinator
Year 1
2009
In process; implement by
Fire Department
management
14.
Formalize the intervention process for
employees with drug /alcohol problems.
OK; should be standard operating
procedure.
Year 1
2009
In process; implement by
Fire Department
management
15.
Establish a model "last chance"
agreement approved by both labor and
management for employees with
drug /alcohol problems.
Conduct credit checks in addition to
background checks on all applicants.
' O:K; should be standard operating
procedure.
OK; should be standard operating
procedure.
Year 1
2009
Year 1
2009
Year 1
2009
Year 1
2009
In process; implement by
Fire Department
management
In process; implement by
Fire Department
management
New Training Captain will
address
New Training Captain will
address
16.
17.
Undertake a process of defining goals
and objectives for the training program
OK; should be standard operating
procedure
OK; should be standard operating
procedure; do with new Training
Captain
18.
Establish annual training requirements
in the form, of hours or competencies
19.
Develop a system of quarterly or
annual skills competency testing
See #18.
Year 1
2009.
New Training Captain will
address
20.
Provide additional and focused training
and management courses, such as the
National Fire Academy program for
personnel in the Training Division
See #18.
Year 1
2009
New Training Captain will
address
21.
Develop a department training manual
that details the operation, standards and
See #18
Year 1
2009
New Training Captain will
address
EXHIBIT 13
Administration Responses — Fire Master Plan Recommendations 8 -19 -08
Page 7of8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR
ADMINISTRATION
POSITION
New Training Captain will
address
New Training Captain will
address
New Training Captain will
address
New Training Captain will
address
Being done now; some issues
remain to be resolved
New Training Captain will
address
Implement by Fire
Department management
Restructure with committee
of departments chaired by
Mayor's Office to lead 303
Fund (and. CIP)
Put on Tuknet
Delegate to Human
Resources
requirements of the training program
22.
Review and improve training data
recording practice.
See #18
Year 1
2009
23.
Implement use of the Fire RMS
training program module.
See #18
Year 1
2009
24.
Enhance the level of training for line
staff in initial fire scene evaluation and
evidence preservation.
See #18
Year 1
2009
25.
Increase fire investigation training for
command staff and line officers.
See #18
Year 1
2009
26.
Consider the development of a Zone 3
(South end) Fire Investigation Team.
Defer
Year 1
2009
27.
Continue with and expand the pre-
incident planning efforts. Additional
resources and expertise will be
required within the prevention/
inspection division to provide support
and continuity of the pre -plan process
and keep pace with the additional.
workload requirements.
Do with new Training Captain +
2 civilian inspectors; See #18
above and #7 in Staff section
Year 1
2009
Other Issues; City Implementation
1.
Develop a comprehensive long range
financial plan for the department.
Work with Finance.
Year 1
2009
2.
Review the 303 Facility Fund and
consider revising how the fund is •
administered as related to the Fire
Department.
Have a committee of departments
chaired by Mayor's Office lead
303 Fund (and CIP)
Year 1
2009
3.
Provide copies of the HR manuals as
all fire stations. •
Delegate to Human Resources
Year 1
2009
4.
Establish a process to regularly review
and update HR policies..
Delegate to Human Resources
Year 1
2009
New Training Captain will
address
New Training Captain will
address
New Training Captain will
address
New Training Captain will
address
Being done now; some issues
remain to be resolved
New Training Captain will
address
Implement by Fire
Department management
Restructure with committee
of departments chaired by
Mayor's Office to lead 303
Fund (and. CIP)
Put on Tuknet
Delegate to Human
Resources
EXHIBIT B
Administration. Responses Fire Master Plan .Recommendations 8 -19 -08
Page 8 of 8
FIRE MASTER PLAN
RECOMMENDATIONS
DISCUSSION
COSTS
YEAR ADMINISTRATION
POSITION
5.
Develop and implement a retention
plan for HR policies.
Delegate to Human Resources
Year 1
2009
Delegate to Human
Resources
CITY LEVEL OF SERVICE (LOS)
ISSUES
1.
Continue and adopt existing informal
level of service of 5 minutes and 33
seconds response time 90% of the time
throughout the City.
Agree. (Work with City Attorney
on expanded definition of LOS)
Year 1
2009
Adopt broader definition of
LOS (including time,
services, personnel,
e_ qument, others)
2.
Improve toward target performance
objectives of National Fire Protection
Association 1719 standards as the
community grows.
Check on these standards
Evaluate the impacts of these
standards
3.
Base decisions on "effective"
population of 157,000, not census
_population
Recoup costs from existing
investments in capital facilities where
there is still capacity to serve growth
(more than needed for existing service)
Review
Explore whether can do
Year 1
2009
Year 1
2009
Evaluate impacts
Support; determine how this
could be done
4.
EXHIBIT C
8 -19 -08
WORKSHEET for Administration Responses on Fire Master Plan. Recommendations
SHORT TERM (2008 dollars)
Capital Facilities
Year 1 Place existing Aid Car in service
2009
Year 2
2010
Year 3
2011
Year 4
2012
Year 5
2013
Year 6
2014
Evaluate seismic upgrades to all
stations
Evaluate replace Station 54
M &O
Promote Training Captain
Hire replacement firefighter
Promote Deputy Fire Marshal
Add aid car personnel (3)
Move CERT /PE position to Fire
Add 2 civilian inspectors
Add aid car personnel (3)
Expense
$100,000 /yr + car + office
$80,000 /yr
$105,000 /yr + car + office
$240,000 /yr (experienced; new
will be less)
$80,000 /yr + car + office
$160,000 /yr + cars + office
$240,000 /yr (experienced;
new will be less)
Funding
General Fund
(Differential of $13,000;
$80,000; $10,000;
$240,000;$160,000; for total
budget impact of $503,000)
Levy Lid. Lift
Evaluate remodel Station 51
Move ladder to Station 51
Purchase engine for Station 54
Evaluate replace Station 52
Evaluate replace Station 53
Promote 2°° Assistant Chief
Hire replacement firefighter
Evaluate need for 3 aid car personnel
18 -24 personnel for engine
$120,000 + car + office
($14,000 /yr differential)
$80,000 /yr
$240,000 /yr
$1.44M /yr or $1.92M /yr
Levy Lid Lift
Levy Lid Lift
Levy Lid Lift
Levy Lid Lift
LONG TERM (GROW
Funding
Impact fees %
City _ %, --
Impact fees _%
City %
Impact fees %
City %
Impact fees %
City __ %,
Impact fees %
City %
impact fees A
City %
Capital Facilities
M &O
Expense
Year 1
2009
Year 2
2010
Year 3
2011.
Purchase new aid car for Station 51
Year 4
2012
Evaluate relocate Station 51
Move ladder to Station 51?
Purchase engine for Station 54?
Evaluate relocate Station 52
Year 5
2013
Year 6
2014
Funding
Impact fees %
City _ %, --
Impact fees _%
City %
Impact fees %
City %
Impact fees %
City __ %,
Impact fees %
City %
impact fees A
City %