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Action 2 Resolution for Fire Impact
Report compiled on June 18, 2008 Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Andrew Epple, Planning Director Chris Kukulski, City Manager SUBJECT: Fire/EMS impact fee study update, MEETING DATE: Monday, June 23, 2008 RECOMMENDATION: Conduct public hearing and direct preparation of a Resolution to adopt the new fire/EMS impact fee study to coincide with Ordinance 1746. BACKGROUND: The City adopted an impact fee program in 1996 through ordinance. The ordinance was codified as Chapter 3.24 of the Bozeman Municipal Code. The Legislature passed a law in 2005 specifically authorizing impact fees and establishing criteria and guidelines for their development and utilization. The City satisfies part of the required criteria and guidelines through Chapter 3.24. The revised study uses a different methodology than the original study. The new study relies upon actual service calls to allocate demand between residential and non-residential uses. This level of detail was not readily available in 1996 when the fire impact fee was first developed. The new methodology allows the fee to take account of transitory occupants of the City. The fee study is based upon the Fire Master Plan and associated standards adopted by the City Commission through Resolution 3972. The plan depicts future demand and corresponding required increase in service facilities. The Impact Fee Advisory Committee reviewed the draft study at their May 22nd and June 12th meetings and recommend favorably. UNRESOLVED ISSUES: Does the Commission wish to adopt the updated study as presented. FISCAL EFFECTS: Impact fees affect the City’s ability to finance infrastructure and continue to support growth and public safety. ALTERNATIVES: As suggested by the City Commission. CONTACT: Please feel free to email Chris Saunders at csaunders@bozeman.net if you have questions prior to the public hearing on June 23rd. Respectfully submitted, Andrew Epple, Planning Director Chris Kukulski, City Manager Attachments: April 2008 draft of the Fire/EMS impact fee cost of service study. Impact Fee Advisory Committee draft minutes Memos to the IFAC from Staff City of Bozeman Draft Report Impact Fees for Fire and EMS Services April 2008 Prepared by HDR Engineering, Inc. 1001 SW Fifth Avenue Phone: (503) 423-3700 Suite 1800 Fax: (503) 423-3737 Portland, OR 97204-1134 www.hdrinc.com April 2008 Mr. Chris Saunders City of Bozeman 20 E Olive Street Bozeman, MT 59715 Subject: Draft Report Impact Fees for Fire and EMS Services Dear Mr. Saunders: HDR Engineering, Inc. (HDR) was retained by the City of Bozeman (City) to determine impact fees for fire and EMS services for new development. To that end, please find attached our draft report detailing the findings, conclusions, and recommendations of the review undertaken by HDR for the determination of cost-based impact fees for the City’s fire and EMS services. Please review this draft report. Any appropriate comments and changes will be incorporated into the final report. HDR recommends that the City have the charges set forth in this report reviewed by its legal counsel to assure compliance with Montana law. We appreciate the opportunity to provide this technical report to the City. Should you have any questions, please call. It has been a pleasure working with you on this project. We look forward to the opportunity to continue to provide assistance to the City. Sincerely yours, HDR Engineering, Inc. Randall P. Goff Project Principal Attachment Table of Contents i City of Bozeman, Montana Contents 1 Introduction and Overview of the Study 1.1 Introduction..........................................................................................................1-1 1.2 Overview of the Study.........................................................................................1-1 1.3 Disclaimer............................................................................................................1-1 1.4 Summary..............................................................................................................1-1 2 Legal Considerations in Establishing Impact Fees for the City 2.1 Introduction..........................................................................................................2-1 2.2 Requirements under Montana Law......................................................................2-1 2.3 Summary..............................................................................................................2-3 3 Determination of the City’s Fire and EMS Impact Fees 3.1 Introduction..........................................................................................................3-1 3.2 Present Fire and EMS Impact Fees......................................................................3-1 3.3 Calculation of the City’s Fire and EMS Impact Fees..........................................3-2 3.4 Key Assumptions.................................................................................................3-5 3.5 Implementation of the Impact Fees......................................................................3-6 3.6 Consultant Recommendations .............................................................................3-6 3.7 Summary..............................................................................................................3-6 Tables 3-1 2008 Fire and EMS Impact Fees..........................................................................3-2 3-2 Allowable Fire Impact Fees.................................................................................3-5 Appendix – Fire Impact Fee Exhibits Exhibit 1: A) Montana Code Annotated 2005 and B) NFPA 1710 Exhibit 2: Incident Distribution by Occupancy Exhibit 3: Fire Suppression Asset Costs Exhibit 4: Present and Future Land Use Classifications Exhibit 5: Allowable Residential Impact Fees Exhibit 6: Allowable Commercial and Industrial Impact Fees Exhibit 7: Compliance with MCA Requirements Introduction and Overview of the Study 1-1 City of Bozeman, Montana “The objective of this report is to properly place in context the purpose of impact fees, and to determine cost based impact fees for fire service that complies with Montana law.” Section 1 Introduction and Overview of the Study 1.1 Introduction HDR Engineering, Inc. was retained by the City of Bozeman, Montana (City) to update and determine cost-based impact fees for the City’s fire services that comply with SB 185 (Montana Code 7-6-1601 to 7-6-1604). This report provides details of the development of cost based impact fees for the City’s fire and EMS 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 and new customers. The portion of future capital improvements that will provide service to new customers is included in the impact fees. In contrast to this, the City’s future capital projects and equipment requirements that are related to curing existing deficiencies in fire and EMS services are excluded. These costs must be funded by other sources and are not included within the impact fee. By establishing cost-based impact fees, the City will equitably ensure that “growth pays for growth” and existing residents and businesses will be sheltered from the negative 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 fire services is provided in Section 3. 1.3 Disclaimer HDR, in its determination of impact fees presented in this report, has used “generally accepted” planning and accounting principles. This should not be construed as a legal opinion with respect to Montana law. HDR recommends the City have its legal counsel review the methodology as discussed herein to ensure compliance with Montana law. Prior to adoption of this study, the City conducted a legal analysis of its impact fee program, including this study, and concluded that the program conforms to all legal requirements. 1.4 Summary This section of the report has provided an overview of the report developed for the City concerning impact fees. The next section of the report will discuss the legal requirement for impact fees under Montana law. Legal Considerations in Establishing Impact Fees for the City 2-1 City of Bozeman, Montana “The laws for the enactment of impact fees in Montana are found in 7-6-1601 to 7-6-1604 of the Montana Code.” Section 2 Legal Considerations in Establishing Impact Fees for the City 2.1 Introduction In January 1996, the City Commission of the City of Bozeman voted to establish impact fees in order to prevent the lack of infrastructure from stopping new development and to more equitably balance cost burdens of new infrastructure. 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. Because of this, 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. The discussion within this section of the report is intended to be a summary of our understanding of the relevant Montana law as it relates to establishing impact fee. It in no way constitutes a legal interpretation of Montana law by HDR. 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 the establishment, calculation, and implementation of impact fees. The main objective of most state laws is to ensure these charges are established in such a manner that they are fair, equitable, and cost-based. In other cases, state legislation may have been needed to provide the legislative powers to the utility to establish the charges. The Montana law enabling legislation for impact fees was enacted in 2005 via Senate Bill 185. This was comprehensive legislation allowing public entities in the State of Montana to enact impact fees for various services. The legal basis for the enactment of impact fees is found in Title 7, Chapter 6, and Part 1601 to 1604 of the Montana Code. A summary of the Montana Code is provided below. A copy of the full code is provided in Exhibit 1A of the Appendix. A summary of the requirements under Montana law is as follows: “7-6-1601. Definitions. As used in this part, the following definitions apply:... …5) (a) "Impact fee" means any charge imposed upon development by a governmental entity as part of the development approval process to fund the additional service capacity required by the development from which it is collected. An impact fee may include a fee for the administration of the impact fee Legal Considerations in Establishing Impact Fees for the City 2-2 City of Bozeman, Montana not to exceed 5% of the total impact fee collected. (b)The term does not include: (i) a charge or fee to pay for administration, plan review, or inspection costs associated with a permit required for development; (ii) a connection charge; (iii) any other fee authorized by law, including but not limited to user fees, special improvement district assessments, fees authorized under Title 7 for county, municipal, and consolidated government sewer and water districts and systems, and costs of ongoing maintenance; or (iv) onsite or offsite improvements necessary for new development to meet the safety, level of service, and other minimum development standards that have been adopted by the governmental entity. 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirements for impact fees. (1) For each public facility for which an impact fee is imposed, the governmental entity shall prepare and approve documentation that: (a) describes existing conditions of the facility; (b) establishes level of service standards; (c) forecasts future additional needs for service for a defined period of time; (d) identifies capital improvements necessary to meet future needs for service; (e) identifies those capital improvements needed for continued operation and maintenance of the facility; (f) makes a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits; (g) makes a determination as to whether one service area or more than one service area for transportation facilities is needed to establish a correlation between impact fees and benefits; (h) establishes the methodology and time period over which the governmental entity will assign the proportionate share of capital costs for expansion of the facility to provide service to new development within each service area; (i) establishes the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee; (j) establishes the amount of the impact fee that will be imposed for each unit of increased service demand; and (k) has a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact fees for construction of the capital improvements; and (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years. Legal Considerations in Establishing Impact Fees for the City 2-3 City of Bozeman, Montana ….5) An impact fee must meet the following requirements: (a) The amount of the impact fee must be reasonably related to and reasonably attributable to the development's share of the cost of infrastructure improvements made necessary by the new development. (b) The impact fees imposed may not exceed a proportionate share of the costs incurred or to be incurred by the governmental entity in accommodating the development. The following factors must be considered in determining a proportionate share of public facilities capital improvements costs: (i) the need for public facilities capital improvements required to serve new development; and (ii) consideration of payments for system improvements reasonably anticipated to be made by or as a result of the development in the form of user fees, debt service payments, taxes, and other available sources of funding the system improvements. (c) Costs for correction of existing deficiencies in a public facility may not be included in the impact fee. (d) New development may not be held to a higher level of service than existing users unless there is a mechanism in place for the existing users to make improvements to the existing system to match the higher level of service. (e) Impact fees may not include expenses for operations and maintenance of the facility. 7-6-1603. Collection and expenditure of impact fees -- refunds or credits -- mechanism for appeal required…. …(3) A governmental entity may recoup costs of excess capacity in existing capital facilities, when the excess capacity has been provided in anticipation of the needs of new development, by requiring impact fees for that portion of the facilities constructed for future users. The need to recoup costs for excess capacity must have been documented pursuant to 7-6-1602 in a manner that demonstrates the need for the excess capacity. This part does not prevent a governmental entity from continuing to assess an impact fee that recoups costs for excess capacity in an existing facility. The impact fees imposed to recoup the costs to provide the excess capacity must be based on the governmental entity's actual cost of acquiring, constructing, or upgrading the facility and must be no more than a proportionate share of the costs to provide the excess capacity.” The use of the methodology discussed in Section 3 should ensure the proportional share standard is met and impact fees are in compliance with Montana law. 2.3 Summary This section of the report has reviewed the legal basis for establishing impact fees in Montana. HDR concludes that the City has the authority to establish cost-based impact fees and the methodology used ensures compliance with Montana law. Determination of the City’s Fire and EMS Impact Fees 3-1 City of Bozeman, Montana Section 3 Determination of the City’s Fire and EMS Impact Fees 3.1 Introduction This section of the report presents the development of the fire and EMS impact fees. The calculation of the fire and EMS impact fees presented in this section is based on the City’s planning criteria and future capital improvements as identified in the “City of Bozeman Fire Protection Master Plan” (the “Fire Master Plan”), prepared by Emergency Services Consulting, Inc. in August 2006. 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 and EMS Impact Fees The City currently assesses an impact fee for the fire and EMS services. A summary of the 2008 fire impact fees is provided in Table 3-1. These fees were based on a 1997 study prepared for the City. The study allocated fire and EMS costs to various land use categories based on fire flow and other factors (i.e., building proximity), which resulted in different fees for various land use categories. Determination of the City’s Fire and EMS Impact Fees 3-2 City of Bozeman, Montana Table 3-1 City of Bozeman, Montana 2008 Fire and EMS Impact Fees* Development Type 2008 Fire Impact Fee RESIDENTIAL Per Dwelling Unit Single-family, Detached $246.26 Single-family, Attached $206.81 Duplex $155.10 Multi-family $112.93 Mobile home $112.93 OFFICE/INSTITUTIONAL Per 1,000 sq. ft. Under 10,000 sq. ft. $125.17 Between 10,000 and 49,999 sq. ft. $240.82 50,000 sq. ft. and over $483.00 COMMERCIAL/HOTEL Per 1,000 sq. ft. Under 10,000 sq. ft. $240.82 Between 10,000 and 49,999 sq. ft. $367.35 Between 50,000 and 99,999 sq. ft. $608.17 100,000 sq. ft. and over $723.82 INDUSTRIAL Per 1,000 sq. ft. Under 10,000 sq. ft. $240.82 Between 10,000 and 49,999 sq. ft. $483.00 50,000 sq. ft. and over $723.82 *Bozeman Fire Impact Fee Schedule, Effective January 1, 2008 3.3 Calculation of the City’s Fire and EMS Impact Fees The process of calculating impact fees is based on a multistep process. In summary, these steps were to determine the following: Fire and EMS impact fee zones Planning standards Building and equipment costs Credits Fire and EMS impact fees for residential and commercial development The methodology used in the determination of the fire and EMS impact fees in this report is different that the methodology used to establish the current fire and EMS impact fees. While the basic approach is the same, the main difference is in the allocation of fire and EMS costs to various land use categories. Based on the Fire Master Plan and discussions with the City and the Impact Fee Advisory Committee (IFAC), it was determined that the number of calls was a better representation of the costs imposed by each land use category. The use of this approach apportions the costs based on the use of the fire and EMS services. At the time of the previous study, this data was not available. Each of these areas is discussed in more detail below. Determination of the City’s Fire and EMS Impact Fees 3-3 City of Bozeman, Montana Fire and EMS Impact Fee Zones Pursuant to MCA 7-6-1602(1) (f), the following must be considered: “…makes a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits;” The City operates fire and EMS services as a single integrated service. While a first response time period is established for each fire and EMS station, the other stations provide backup and additional fire and EMS support within prescribed time frames. An example is the deployment of a ladder truck within nine minutes. Based on these factors and a knowledge of the fire and EMS services provided by the City, the City and IFAC determined that, for the purpose of calculating and imposing Fire and EMS Impact Fees, the entire City would be treated as a single service area pursuant to MCA 7-6- 1602(1) (f). Planning Standards The Fire Master Plan states that “the Fire Department has established a six-minute response time (two minutes preparation and four minutes of travel) as a level of service (LOS) standard” (p. 13). The Fire Master Plan made the recommendation that “the City Commission of the City of Bozeman adopt and maintain a time objective for Bozeman FD emergency response in accordance with appropriate NFPA Standards” (p. 81). The LOS standard was adopted as part of the Fire Master Plan by Commission Resolution 3972. 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 establishes a response time for first-arriving fire apparatus at 5 minutes or less, 90 percent of the time (see Exhibit 1B). This refers to the time after dispatch, including turnout and response time. Although the 4 minute response time is not a legal requirement, it is a useful benchmark against which to measure a fire department’s performance. Analysis of the current geographic-based coverage of Bozeman’s two fire stations found that “the four-minute response footprint is slightly larger than the 1.5 mile travel zone used by the ISO for optimum community fire protection scoring in engine company distribution” (p. 54). The Fire Master Plan found that 61.5% of the projected service demand can be reached within four minutes of travel time with the current facility deployment (p. 126). However, only 28% of the projected future geographic area was found to be covered within four minutes response time by the current facility deployment. NFPA 1710 establishes a response time objective of 90% of calls within four minutes of travel time for the first due agency (NFPA 1710-4.1.2.1.2). The Fire Master Plan determined that five additional fire stations would need to be constructed to meet future residential and commercial development needs and maintain compliance with NFPA 1710. These are Fire Station Nos. 3, 4, 5, 6, and 7. These stations collectively provide service to cover the adopted LOS standard throughout the service area as established in the Fire Master Plan. In addition, Fire Station No. 2 is planned for replacement at its current location. The population in Bozeman in 2007 was projected to be 37,775 (Fire Master Plan, p. 114). In 2024, Determination of the City’s Fire and EMS Impact Fees 3-4 City of Bozeman, Montana it is estimated that the population will increase to 49,400, an increase of approximately 11,625 people from 2007. Population and geographic distribution are from the Bozeman 2020 Community Plan, which was adopted by Commission resolution 3486 and the Fire Master Plan. Building and Equipment Costs The next step of the analysis is to review each major functional component of providing fire and EMS service and determine the impact fee for that component. In calculating the fire and EMS impact fee for the City, only planned future capital improvement projects were included within the calculation. The components of the City’s fire and EMS service that were reviewed for purposes of calculating impact fee were: New fire stations and equipment Administration costs of the fire and EMS impact fee 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 Master Plan identified five new stations plus equipment necessary to maintain the service standards under NFPA 1710 within the City (Fire Master Plan). The total cost for Fire Station Number 3 was reduced by the amount of fire impact fees that have been collected by the City for financing of this station ($2,428,672). For Fire Stations 4, 5, 6, and 7 the cost allocated to new development was only that amount of new development that would occur in the planning horizon to 2020. Based on residential and commercial development, this resulted in 48% of the costs of these facilities allocated to the fire and EMS impact fee. The costs of development of new fire and EMS stations as developed in the Fire Master Plan did not include land purchase costs. The cost of land purchase was added based on the current cost of land procurement as provided by the City. These costs were then allocated to residential and commercial development based on the number of calls initiated by each type of development over the period 2004-2006 (Exhibit 2). The result was a total cost of 7,198,626 of which $3,696,660 is attributable to residential development and $3,501,965 is attributable to commercial development. Details of the calculations are provided in Exhibit 3. ADMINISTRATIVE CHARGE – Under Montana statute, an impact fee may include a fee for the administration of the impact not to exceed 5% of the impact fee collected; therefore, the City has included a fire impact fee administrative charge of 5% of the impact fee collected. Credits The City currently pays for operation of the Fire and EMS stations through taxes from the general fund. The City also passed a new levy in November 2007 to pay for replacement of equipment not eligible for inclusion in the impact fee (asset life less than 10 years) and operation of Station No. 4; therefore, no credit is required in the calculation of the Fire and EMS Impact Fee. Net Allowable Fire and EMS Impact Fees by Development Type Based on the sum of the component costs calculated above, the net allowable fire and EMS impact fee can be determined. “Net” refers to the “gross” impact fee, less any credits. “Allowable” refers to the concept that the calculated impact fee shown in the following tables are Determination of the City’s Fire and EMS Impact Fees 3-5 City of Bozeman, Montana 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 proportionality test of a cost-based impact fee. Residential fire and EMS impact fees were developed based on population projections from 2006 to 2024 in the City of Bozeman 2020 Community Plan and Fire Master Plan. To determine the residential development fire and EMS 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 multiplied by the number of persons per dwelling type to determine a fire and EMS impact fee by residential development type. For commercial development, the allocated fire service costs are divided by the estimated amount of new commercial building space (per 1,000 sq. ft.) that will be developed over the planning horizon. Commercial fire impact fees were developed based on land use data provided in the Bozeman 2020 Community Plan (pages 6-14 and 6-20) and referenced in the Fire Master Plan. Analysis of data provided in the Community Plan indicated that approximately 574 acres of land zoned for commercial or industrial use would be developed between 2007 and 2020 (Exhibit 4). This represents 48% of the land available for development consistent with the allocation of fire and EMS costs. The fire and EMS impact fee calculation for commercial/industrial development assumes an average building density of 37,070 sq. ft. gross building area per acre. Calculations of the residential and commercial/industrial development impact fees are included in Exhibits 5 and 6, respectively. A summary of the calculated net allowable fire impact fees by development type are shown in Table 3-2. Table 3-2 City of Bozeman, Montana Allowable Fire Impact Fees Development Type Impact Fee Calculation Results Detached residential per unit $754.60 Attached residential, per unit $643.39 Commercial/Industrial/Institutional per 1,000 sq. ft. of building space $172.98 The total impact fee as shown for a detached residential unit is $754.60 per unit and for an attached residential unit is $643.39. The fire and EMS impact fee for commercial development was calculated at $172.98 per 1,000 sq. ft. of building space. The details of the net allowable impact fees are shown in Exhibit 5 and Exhibit 6 of the Appendix. 3.4 Key Assumptions In the development of the impact fees for the City’s fire and EMS system, a number of key assumptions were utilized: The City’s capital improvements and costs were used in the calculation. The number of calls by development type was based on historical call records. Determination of the City’s Fire and EMS Impact Fees 3-6 City of Bozeman, Montana Population and land development projections were used based on those developed in the Bozeman 2020 Community Plan and Fire Master Plan. The amount of commercial land projected to be developed in 2020 was provided by the City. The average building size per acre for commercial development was based on historical development records. 3.5 Implementation of the Impact Fees The methodology used to calculate the impact fees takes into account the cost of money or interest charges and inflation. Therefore, HDR recommends the City adjust the impact fees each year by an escalation factor to reflect the cost of interest and inflation. The most frequently used source to escalate impact fees is the ENR index, which tracks changes in construction costs for municipal projects. This method of escalating the City’s impact fee should be used for no more than a two-year period. After this time period, City should update the charges based on the actual cost of infrastructure and any new planned facilities that would be contained in an updated master plan or capital improvement plan. 3.6 Consultant Recommendations Based on HDR’s review and analysis of the City’s fire and EMS service, the following recommendations: The City should implement impact fees for fire and EMS service that are no greater than the impact fees as set forth in this report. The City should routinely 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 as required by Montana law. 3.7 Summary The fire impact fees developed and presented in this section of the report are based on the planning of the City’s service, future capital improvements, and “generally accepted” rate- making principles. Adoption of the proposed impact fees will provide multiple benefits to the City and create equitable and cost-based charges for new customers. TECHNICAL APPENDIX FIRE IMPACT FEE Exhibit 1 Exhibit 1A Montana Code Annotated 2005 Exhibit 1B 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 7-6-1601. Definitions. As used in this part, the following definitions apply: (1) (a) "Capital improvements" means improvements, land, and equipment with a useful life of 10 years or more that increase or improve the service capacity of a public facility. (b) The term does not include consumable supplies. (2) "Connection charge" means the actual cost of connecting a property to a public utility system and is limited to the labor, materials, and overhead involved in making connections and installing meters. (3) "Development" means construction, renovation, or installation of a building or structure, a change in use of a building or structure, or a change in the use of land when the construction, installation, or other action creates additional demand for public facilities. (4) "Governmental entity" means a county, city, town, or consolidated government. (5) (a) "Impact fee" means any charge imposed upon development by a governmental entity as part of the development approval process to fund the additional service capacity required by the development from which it is collected. An impact fee may include a fee for the administration of the impact fee not to exceed 5% of the total impact fee collected. (b) The term does not include: (i) a charge or fee to pay for administration, plan review, or inspection costs associated with a permit required for development; (ii) a connection charge; (iii) any other fee authorized by law, including but not limited to user fees, special improvement district assessments, fees authorized under Title 7 for county, municipal, and consolidated government sewer and water districts and systems, and costs of ongoing maintenance; or (iv) onsite or offsite improvements necessary for new development to meet the safety, level of service, and other minimum development standards that have been adopted by the governmental entity. (6) "Proportionate share" means that portion of the cost of capital system improvements that reasonably relates to the service demands and needs of the project. A proportionate share must take into account the limitations provided in 7-6-1602. (7) "Public facilities" means: (a) a water supply production, treatment, storage, or distribution facility; (b) a wastewater collection, treatment, or disposal facility; (c) a transportation facility, including roads, streets, bridges, rights-of-way, traffic signals, and landscaping; (d) a storm water collection, retention, detention, treatment, or disposal facility or a flood control facility; (e) a police, emergency medical rescue, or fire protection facility; and (f) other facilities for which documentation is prepared as provided in 7-6-1602 that have been approved as part of an impact fee ordinance or resolution by: (i) a two-thirds majority of the governing body of an incorporated city, town, or consolidated local government; or (ii) a unanimous vote of the board of county commissioners of a county government. History: En. Sec. 1, Ch. 299, L. 2005. Page 1 of 17-6-1601. Definitions. 1/4/2006http://data.opi.state.mt.us/bills/mca/7/6/7-6-1601.htm 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirements for impact fees. (1) For each public facility for which an impact fee is imposed, the governmental entity shall prepare and approve documentation that: (a) describes existing conditions of the facility; (b) establishes level of service standards; (c) forecasts future additional needs for service for a defined period of time; (d) identifies capital improvements necessary to meet future needs for service; (e) identifies those capital improvements needed for continued operation and maintenance of the facility; (f) makes a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits; (g) makes a determination as to whether one service area or more than one service area for transportation facilities is needed to establish a correlation between impact fees and benefits; (h) establishes the methodology and time period over which the governmental entity will assign the proportionate share of capital costs for expansion of the facility to provide service to new development within each service area; (i) establishes the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee; (j) establishes the amount of the impact fee that will be imposed for each unit of increased service demand; and (k) has a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact fees for construction of the capital improvements; and (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years. (2) The data sources and methodology supporting adoption and calculation of an impact fee must be available to the public upon request. (3) The amount of each impact fee imposed must be based upon the actual cost of public facility expansion or improvements or reasonable estimates of the cost to be incurred by the governmental entity as a result of new development. The calculation of each impact fee must be in accordance with generally accepted accounting principles. (4) The ordinance or resolution adopting the impact fee must include a time schedule for periodically updating the documentation required under subsection (1). (5) An impact fee must meet the following requirements: (a) The amount of the impact fee must be reasonably related to and reasonably attributable to the development's share of the cost of infrastructure improvements made necessary by the new development. (b) The impact fees imposed may not exceed a proportionate share of the costs incurred or to be incurred by the governmental entity in accommodating the development. The following factors must be considered in determining a proportionate share of public facilities capital improvements costs: (i) the need for public facilities capital improvements required to serve new development; and (ii) consideration of payments for system improvements reasonably anticipated to be made by or as a result of the development in the form of user fees, debt service payments, taxes, and other available sources of funding the system improvements. (c) Costs for correction of existing deficiencies in a public facility may not be included in the impact fee. (d) New development may not be held to a higher level of service than existing users unless there is a mechanism in place for the existing users to make improvements to the existing system to match the higher level of service. (e) Impact fees may not include expenses for operations and maintenance of the facility. History: En. Sec. 2, Ch. 299, L. 2005. Page 1 of 17-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirement... 1/4/2006http://data.opi.state.mt.us/bills/mca/7/6/7-6-1602.htm 7-6-1603. Collection and expenditure of impact fees -- refunds or credits -- mechanism for appeal required. (1) The collection and expenditure of impact fees must comply with this part. The collection and expenditure of impact fees must be reasonably related to the benefits accruing to the development paying the impact fees. The ordinance or resolution adopted by the governmental entity must include the following requirements: (a) Upon collection, impact fees must be deposited in a special proprietary fund, which must be invested with all interest accruing to the fund. (b) A governmental entity may impose impact fees on behalf of local districts. (c) If the impact fees are not collected or spent in accordance with the impact fee ordinance or resolution or in accordance with 7-6-1602, any impact fees that were collected must be refunded to the person who owned the property at the time that the refund was due. (2) All impact fees imposed pursuant to the authority granted in this part must be paid no earlier than the date of issuance of a building permit if a building permit is required for the development or no earlier than the time of wastewater or water service connection or well or septic permitting. (3) A governmental entity may recoup costs of excess capacity in existing capital facilities, when the excess capacity has been provided in anticipation of the needs of new development, by requiring impact fees for that portion of the facilities constructed for future users. The need to recoup costs for excess capacity must have been documented pursuant to 7-6-1602 in a manner that demonstrates the need for the excess capacity. This part does not prevent a governmental entity from continuing to assess an impact fee that recoups costs for excess capacity in an existing facility. The impact fees imposed to recoup the costs to provide the excess capacity must be based on the governmental entity's actual cost of acquiring, constructing, or upgrading the facility and must be no more than a proportionate share of the costs to provide the excess capacity. (4) Governmental entities may accept the dedication of land or the construction of public facilities in lieu of payment of impact fees if: (a) the need for the dedication or construction is clearly documented pursuant to 7-6-1602; (b) the land proposed for dedication for the public facilities to be constructed is determined to be appropriate for the proposed use by the governmental entity; (c) formulas or procedures for determining the worth of proposed dedications or constructions are established as part of the impact fee ordinance or resolution; and (d) a means to establish credits against future impact fee revenue has been created as part of the adopting ordinance or resolution if the dedication of land or construction of public facilities is of worth in excess of the impact fee due from an individual development. (5) Impact fees may not be imposed for remodeling, rehabilitation, or other improvements to an existing structure or for rebuilding a damaged structure unless there is an increase in units that increase service demand as described in 7-6- 1602(1)(j). 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. Page 1 of 17-6-1603. Collection and expenditure of impact fees -- refunds or credits -- mechanism for appeal requir... 1/4/2006http://data.opi.state.mt.us/bills/mca/7/6/7-6-1603.htm 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. Page 1 of 17-6-1604. Impact fee advisory committee. 1/4/2006http://data.opi.state.mt.us/bills/mca/7/6/7-6-1604.htm NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition NFPA, 1 Batterymarch Park, PO Box 9101, Quincy, MA 02269-9101 An International Codes and Standards Organization NFPA License Agreement This document is copyrighted by the National Fire Protection Association (NFPA), 1 Batterymarch Park, Quincy, MA 02269-9101 USA. All rights reserved. NFPA grants you a license as follows: The right to download an electronic file of this NFPA document for temporary storage on one computer for purposes of viewing and/or printing one copy of the NFPA document for individual use. Neither the electronic file nor the hard copy print may be reproduced in any way. 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Copyright © 2001, National Fire Protection Association, All Rights Reserved NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition This edition of NFPA 1710,Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Depart- ments,was prepared by the Technical Committee on Fire and Emergency Service Organiza- tion and Deployment — Career and acted on by NFPAat its MayAssociation Technical Meet- ing held May 13–17, 2001, inAnaheim, CA. It was issued by the Standards Council on July 13, 2001, with an effective date of August 2, 2001. This edition of NFPA 1710 was approved as an American National Standard on August 2, 2001. Origin and Development of NFPA 1710 The development of this benchmark standard is the result of a considerable amount of hard work and tenacity by Technical Committee members and the organizations they repre- sent. In the case of this standard, their work is the first organized approach to defining levels of service, deployment capabilities, and staffing levels for those “substantially” career fire departments. Research work and empirical studies in North America were used by the Committee as a basis for developing response times and resource capabilities for those services being pro- vided, as identified by the fire department. Committee members have collectively well over 1000 years of fire-fighting experience in small, medium, and metro fire departments. The work done by the Committee provides the user with a template for developing an implementation plan on the standard. Most importantly, it will provide the body politic and the citizens a true picture of the risks in their community, and the fire department’s capabili- ties to respond to and manage those risks. 1710–1 Technical Committee on Fire and Emergency Service Organization and Deployment — Career Alan V. Brunacini,Chair City of Phoenix Fire Department, AZ [E] Richard M. Duffy,Secretary International Association of Fire Fighters, DC [L] (Alt. to IAFF Reps.) Terry Allen,City of Cambridge, Ontario, Canada [E] Rep. NFPA Fire Service Section and OAFC Robert C. Barr,Firescope, Inc., MA [SE] Wayne Bernard,City of Surrey Fire Department, British Columbia, Canada [E] Rep. Fire Chiefs’Association of British Columbia William L. Bingham,City of Boynton Beach, FL [U] Rep. International Fire Marshals Association Diane Breedlove,City of Sugar Land, TX [C] Kenneth E. Buzzell,United Firefighters of LA City, CA [L] Rep. International Association of Fire Fighters Ross Chadwick,City of Denton, TX [E] Welling S. Clark,ITT Industries, CO [RT] John L. Cochran,U.S. Fire Administration, MD [SE] Dennis R. Compton,Mesa Fire Department, AZ [E] Rep. International Association of Fire Chiefs Don R. Forrest,United Firefighters of Los Angeles City, CA [L] Lawrence D. Garcia,City of Wichita, KS [E] Rep. International Association of Fire Chiefs Harold B. Hairston,City of Philadelphia Fire Department, PA [E] Rep. Metropolitan Fire Chiefs Patrick K. Hughes,North Richland Hills Fire Department, TX [U] Rep. International Fire Service Accreditation Congress William D. Killen,U.S. Department of the Navy, DC [U] John K. King,City of Detroit Fire Department, MI [L] Cortez Lawrence,Auburn Public Safety Department, AL [E] Jim Lee,Toronto Professional Fire Fighters’Association, Ontario, Canada [L] Rep. International Association of Fire Fighters Valerie Lemmie,City of Dayton, OH [C] David McCormack,International Association of Fire Fighters, DC [L] Larry Mullikin,Stillwater Fire Department, OK [M] Christopher E. Platten,Wylie, McBride, Jesinger, Sure & Platten, CA [SE] Franklin D. Pratt,Los Angeles County Fire Department, CA [SE] Gary Rainey,Miami Dade Fire Rescue, FL [L] Ken Riddle,City of Las Vegas Fire Department, NV [U] Nick Russo,Department of Fire/Rescue & Emergency Services, MA [E] Rep. International Association of Fire Chiefs Mark A. Sanders,Cincinnati Fire Fighters Union, OH [L] Patrick Smith,U.S. Department of Energy, ID [U] Charles C. Soros,Spencer Safety Products Co., WA [M] Rep. Fire Department Safety Officers Association Edward L. Stinnette,Fairfax County Fire and Rescue Department, VA [E] Alternates Ricky Black,City of Southlake, TX [E] (Alt. to C. Lawrence) Sallie Clark,Colorado Springs, CO [RT] (Alt. to W. S. Clark) Brian D. Johnson,International Association of Fire Chiefs, CO [E] (Alt. to D. R. Compton, L. D. Garcia, N. Russo) Steve Kreis,City of Phoenix Fire Department, AZ [E] (Alt. to A. V. Brunacini) Don N. Whittaker,Bechtel BWXT Idaho, LLC (BBWI), ID [U] (Alt. to P. Smith) Milt Wilson,City of Oshawa, ON [E] Rep. NFPA Fire Service Section/OAFC (Alt. to T. Allen) Stephen N. Foley,NFPA Staff Liaison Committee Scope:This Committee shall have primary responsibility for documents on the organization, operation, deployment, and evaluation of substantially all career public fire protection and emergency medi- cal services. This list represents the membership at the time the Committee was balloted on the final text of this edition. Since that time, changes in the membership may have occurred. A key to classifications is found at the back of the document. NOTE: Membership on a committee shall not in and of itself constitute an endorsement of theAssociation or any document developed by the committee on which the member serves. 1710–2 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition Contents Chapter 1 Administration ...............................1710–4 1.1 Scope ................................................1710–4 1.2 Purpose .............................................1710–4 1.3 Equivalency ........................................1710–4 Chapter 2 Referenced Publications ..................1710–4 2.1 General .............................................1710–4 Chapter 3 Definitions ....................................1710–4 3.1 General .............................................1710–4 3.2 NFPA Official Definitions .......................1710–4 3.3 General Definitions ..............................1710–4 Chapter 4 Organization .................................1710–6 4.1 Fire Department Organizational Statement ...........................................1710–6 4.2 Fire Suppression Services .......................1710–7 4.3 Emergency Medical Services ...................1710–7 4.4 Special Operations ...............................1710–7 4.5 Airport Rescue and Fire-Fighting Services ..1710–7 4.6 Marine Rescue and Fire-Fighting Services ..1710–7 4.7 Wildland Fire Suppression Services ...........1710–7 4.8 Intercommunity Organization .................1710–7 Chapter 5 Fire Department Services .................1710–7 5.1 Purpose .............................................1710–7 5.2 Fire Suppression Services .......................1710–7 5.3 Emergency Medical Services ...................1710–9 5.4 Special Operations Response ..................1710–9 5.5 Airport Rescue and Fire-Fighting Services ..1710–10 5.6 Marine Rescue and Fire-Fighting (MRFF) Services .............................................1710–10 5.7 Wildland Fire Suppression Services ..........1710–11 Chapter 6 Systems ........................................1710–12 6.1 Safety and Health System .......................1710–12 6.2 Incident Management System .................1710–12 6.3 Training Systems ..................................1710–12 6.4 Communications Systems .......................1710–12 6.5 Pre-Incident Planning ...........................1710–12 Annex A Explanatory Material .........................1710–12 Annex B Informational References ..................1710–16 Index ...........................................................1710–18 1710–3CONTENTS 2001 Edition NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 2001 Edition NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A. Areference in brackets [ ] following a section or paragraph indicates material that has been extracted from another NFPA document. The complete title and edition of the document the material is extracted from is found in Annex B. Editorial changes to extracted material consist of revising references to an appropriate division in this document or the inclusion of the document number with the division number when the reference is to the original document. Requests for interpreta- tions or revisions of extracted text shall be sent to the appro- priate technical committee. Information on referenced publications can be found in Chapter 2 and Annex B. Chapter 1 Administration 1.1* Scope. 1.1.1 This standard contains minimum requirements relat- ing to the organization and deployment of fire suppression operations, emergency medical operations, and special opera- tions to the public by substantially all career fire departments. 1.1.2 The requirements address functions and objectives of fire department emergency service delivery, response capabili- ties, and resources. 1.1.3 This standard also contains minimum requirements for managing resources and systems, such as health and safety, incident management, training, communications, and pre- incident planning. 1.1.4 This standard addresses the strategic and system issues involving the organization, operation, and deployment of a fire department and does not address tactical operations at a specific emergency incident. 1.2 Purpose. 1.2.1*The purpose of this standard is to specify the minimum criteria addressing the effectiveness and efficiency of the ca- reer public fire suppression operations, emergency medical service, and special operations delivery in protecting the citi- zens of the jurisdiction and the occupational safety and health of fire department employees. 1.2.2 Nothing herein is intended to restrict any jurisdiction from exceeding these minimum requirements. 1.3 Equivalency.Nothing in this standard is intended to pro- hibit the use of systems, methods, or approaches of equivalent or superior performance to those prescribed in this standard. Technical documentation shall be submitted to the Authority Having Jurisdiction to demonstrate equivalency. Chapter 2 Referenced Publications 2.1 General.The documents or portions thereof listed in this chapter are referenced within this standard and shall be con- sidered part of the requirements of this document. 2.1.1 NFPA Publications.National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA 02269- 1901. NFPA 295,Standard for Wildfire Control,1998 edition. NFPA 403,Standard for Aircraft Rescue and Fire-Fighting Ser- vices at Airports,1998 edition. NFPA472,Standard forProfessional Competence of Responders to Hazardous Materials Incidents,1997 edition. NFPA1221,StandardfortheInstallation,Maintenance,andUse of Emergency Services Communications Systems,1999 edition. NFPA 1500,Standard on Fire Department Occupational Safety and Health Program,1997 edition. NFPA 1561,Standard on Emergency Services Incident Manage- ment System,2000 edition. NFPA1670,Standard on Operations and Training for Technical Rescue Incidents,1999 edition. 2.1.2 Other Publications. 2.1.2.1 U.S.GovernmentPublications.U.S.GovernmentPrint- ing Office, Washington, DC 20402. Title 29,Code of Federal Regulations, Part 1910.120,“Hazard- ous Waste Operations and Emergency Response,”1986. Title 29,Code of Federal Regulations, Part 1910.146,“Permit- Required Confined Space.” Chapter 3 Definitions 3.1 General.The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not included, common usage of the terms shall apply. 3.2 NFPA Official Definitions. 3.2.1* Approved.Acceptable to the authority having jurisdic- tion. 3.2.2* Authority Having Jurisdiction.The organization, of- fice, or individual responsible for approving equipment, ma- terials, an installation, or a procedure. 3.2.3 Shall.Indicates a mandatory requirement. 3.2.4 Should.Indicates a recommendation or that which is advised but not required. 3.3 General Definitions. 3.3.1 Aid. 3.3.1.1* Automatic Aid.A plan developed between two or more fire departments for immediate joint response on first alarms. [1142:1.4] 1710–4 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition 3.3.1.2* Mutual Aid.Reciprocal assistance by emergency ser- vices under a prearranged plan. [402:1.4] 3.3.2* Aircraft Rescue and Fire Fighting.The fire-fighting actions taken to rescue persons and to control or extinguish fire involving or adjacent to aircraft on the ground. [1500:1.5] 3.3.3* Aircraft Rescue and Fire-Fighting (ARFF) Vehicle.A vehicle intended to carry rescue and fire-fighting equipment for rescuing occupants and combating fires in aircraft at, or in the vicinity of, an airport. [1002:1.4] 3.3.4* Airport Fire Department Personnel.Personnel under the operational jurisdiction of the chief of the airport fire de- partment assigned to aircraft rescue and fire fighting or other emergency response activities. [403:1.3] 3.3.5* Alarm.A signal or message from a person or device indicating the existence of a fire, medical emergency, or other situation that requires fire department action. [1221:1.4] 3.3.6*Apparatus.Amotor-drivenvehicleorgroupofvehicles designed and constructed for the purpose of fighting fires. [295:1.3] 3.3.6.1 Fire Apparatus.Afire department emergency vehicle used for rescue, fire suppression, or other specialized func- tions. [1404:1.4] 3.3.6.2 Quint Apparatus.A fire department emergency ve- hicle with a permanently mounted fire pump, a water tank, a hose storage area, an aerial device with a permanently mounted waterway, and a complement of ground ladders. 3.3.6.3 Specialized Apparatus.Afire department emergency vehicle that provides support services at emergency scenes, including command vehicles, rescue vehicles, hazardous ma- terial containment vehicles, air supply vehicles, electrical gen- eration and lighting vehicles, or vehicles used to transport equipment and personnel. 3.3.7 Attack. 3.3.7.1 Initial Attack.Fire-fighting efforts and activities that occur in the time increment between the arrival of the fire department on the scene of a fire and the tactical decision by the incident commander that the resources dispatched on the original response will be insufficient to control and extinguish the fire, or that the fire is extinguished. 3.3.7.2 Sustained Attack.The activities of fire confinement, control, and extinguishment that are beyond those assigned to the initial responding companies. 3.3.8* Company.A group of members: (1) Under the direct supervision of an officer; (2) Trained and equipped to per- form assigned tasks; (3) Usually organized and identified as engine companies, ladder companies, rescue companies, squad companies, or multi-functional companies; (4) Operat- ing with one piece of fire apparatus (engine, ladder truck, elevating platform, quint, rescue, squad, ambulance) except where multiple apparatus are assigned that are dispatched and arrive together, continuously operate together, and are managed by a single company officer; (5) Arriving at the inci- dent scene on fire apparatus. 3.3.9 Emergency Incident.A specific emergency operation. [1500:1.5] 3.3.10 Emergency Medical Care.The provision of treatment to patients, including first aid, cardiopulmonary resuscitation, basic life support (EMT level), advanced life support (Para- medic level), and other medical procedures that occur prior to arrival at a hospital or other health care facility. [1581:1.3] 3.3.11 Emergency Operations.Activities of the fire depart- ment relating to rescue, fire suppression, emergency medical care, and special operations, including response to the scene of the incident and all functions performed at the scene. [1500:1.5] 3.3.12 Fire Chief.The highest ranking officer in charge of a fire department. [1201:1.7] 3.3.13 Fire Department Member.See 3.3.29 Member. [1500:1.5] 3.3.14 Fire Department Vehicle.Any vehicle, including fire apparatus, operated by a fire department. [1002:1.4] 3.3.15 Fire Protection.Methods of providing for fire control or fire extinguishment. [801:1.5] 3.3.16* Fire Suppression.The activities involved in control- ling and extinguishing fires. [1500:1.5] 3.3.17* First Responder (EMS).Functional provision of ini- tial assessment (i.e., airway, breathing, and circulatory sys- tems) and basic first-aid intervention, including CPR and au- tomatic external defibrillator (AED) capability. 3.3.18 Forcible Entry.Techniques used by fire personnel to gain entry into buildings, vehicles, aircraft, or other areas of confinement when normal means of entry are locked or blocked. 3.3.19* Hazard.The potential for harm or damage to people, property, or the environment. [1500:1.5] 3.3.20 Hazardous Material.A substance that presents an un- usual danger to persons due to properties of toxicity, chemical reactivity, or decomposition, corrosivity, explosion or detona- tion, etiological hazards, or similar properties. [1500:1.5] 3.3.21* High Hazard Occupancy.Building that has high haz- ard materials, processes, or contents. 3.3.22 Incident Commander.The fire department member in overall command of an emergency incident. [1500:1.5] 3.3.23* Incident Management System (IMS).An organized system of roles, responsibilities, and standard operating proce- dures used to manage emergency operations. [1021:1.4] 3.3.24 Incident Safety Officer.An individual appointed to respond or assigned at an incident scene by the incident com- mander to perform the duties and responsibilities of that po- sition as part of the command staff. 3.3.25 Initial Full Alarm Assignment.Those personnel, equipment, and resources ordinarily dispatched upon notifi- cation of a structural fire. 3.3.26 InitialRapidInterventionCrew(IRIC).Twomembers of the initial attack crew who are assigned for rapid deploy- ment to rescue lost or trapped members. 3.3.27 Life Support. 3.3.27.1 Advanced Life Support (ALS).Functional provision of advanced airway management, including intubation, ad- vanced cardiac monitoring, manual defibrillation, establish- ment and maintenance of intravenous access, and drug therapy. 1710–5DEFINITIONS 2001 Edition 3.3.27.2* Basic Life Support (BLS).Functional provision of patient assessment, including basic airway management; oxygen therapy; stabilization of spinal, musculo-skeletal, soft tissue, and shock injuries; stabilization of bleeding; and stabilization and in- tervention for sudden illness, poisoning and heat/cold injuries, childbirth, CPR, and automatic external defibrillator (AED) capability. 3.3.28* Marine Rescue and Fire Fighting.The fire-fighting action taken to prevent, control, or extinguish fire involved in or adjacent to a marine vessel and the rescue actions for occu- pants using normal and emergency routes for egress. 3.3.29* Member.Aperson involved in performing the duties and responsibilities of a fire department under the auspices of the organization. [1500:1.5] 3.3.30 Officer. 3.3.30.1* Company Officer.Asupervisor of a crew/company of personnel. 3.3.30.2* Supervisory Chief Officer.A member whose re- sponsibilityistoassumecommandthroughaformalizedtrans- fer of command process and to allow company officers to di- rectly supervise personnel assigned to them. 3.3.31* Public Fire Department.An organization providing rescue, fire suppression, emergency medical services, and re- lated activities to the public. 3.3.32 Public Safety Answering Point (PSAP).Any facility where 911 calls are answered, either directly or through re- routing. [1221:1.4] 3.3.33* Rapid Intervention Crew (RIC).A dedicated crew of fire fighters who are assigned for rapid deployment to rescue lost or trapped members. 3.3.34 Related Activities.Any and all functions that fire de- partment members can be called upon to perform in the per- formance of their duties. [1500:1.5] 3.3.35 Rescue.Those activities directed at locating endan- gered persons at an emergency incident, removing those per- sons from danger, treating the injured, and providing for transport to an appropriate health care facility. [1410:1.3] 3.3.36* Special Operations.Those emergency incidents to which the fire department responds that require specific and advanced training and specialized tools and equipment. [1561:1.3] 3.3.37* Staff Aide.A fire fighter or fire officer assigned to a supervisory chief officer to assist with the logistical, tactical, and accountability functions of incident, division, or sector command. 3.3.38 Standard Operating Procedure.An organizational di- rective that establishes a standard course of action. 3.3.39 Structural Fire Fighting.The activities of rescue, fire suppression, and property conservation in buildings, enclosed structures, aircraft interiors, vehicles, vessels, aircraft, or like properties that are involved in a fire or emergency situation. [1500:1.5] 3.3.40 Tactical Considerations.Specific fire-fighting objec- tives that will present an unusually significant fire or life safety hazard when they are conducted in a fire or other emergency. 3.3.41 Team.Two or more individuals who have been as- signed a common task and are in communication with each other, coordinate their activities as a work group, and support the safety of one another. 3.3.42 Time. 3.3.42.1 Alarm Time.The point of receipt of the emergency alarm at the public safety answering point to the point where sufficient information is known to the dispatcher to deploy applicable units to the emergency. 3.3.42.2 Call Processing Time.See 3.3.42.3 Dispatch Time. 3.3.42.3* Dispatch Time.The point of receipt of the emer- gency alarm at the public safety answering point to the point where sufficient information is known to the dispatcher and applicable units are notified of the emergency. 3.3.42.4 Response Time.The time that begins when units are en route to the emergency incident and ends when units arrive at the scene. 3.3.42.5 Turnout Time.The time beginning when units ac- knowledge notification of the emergency to the beginning point of response time. Chapter 4 Organization 4.1 Fire Department Organizational Statement. 4.1.1*The authority having jurisdiction shall maintain a writ- ten statement or policy that establishes the following: (1) Existence of the fire department (2) Services that the fire department is required to provide (3) Basic organizational structure (4) Expected number of fire department members (5) Functions that fire department members are expected to perform 4.1.2*The fire department organizational statement shall in- clude service delivery objectives. 4.1.2.1 These objectives shall include specific response time objectives for each major service component (i.e., fire sup- pression, EMS, special operations, aircraft rescue and fire fighting, marine rescue and fire fighting, and/or wildland fire fighting) and objectives for the percentage of responses that meet the response time objectives. 4.1.2.1.1 The fire department shall establish the following time objectives: (1) One minute (60 seconds) for turnout time (2)*Four minutes (240 seconds) or less for the arrival of the first arriving engine company at a fire suppression inci- dent and/or 8 minutes (480 seconds) or less for the de- ployment of a full first alarm assignment at a fire suppres- sion incident (3) Four minutes (240 seconds) or less for the arrival of a unit with first responder or higher level capability at an emer- gency medical incident (4) Eight minutes (480 seconds) or less for the arrival of an advanced life support unit at an emergency medical inci- dent, where this service is provided by the fire department 4.1.2.1.2 The fire department shall establish a performance objective of not less than 90 percent for the achievement of each response time objective specified in 4.1.2.1.1. 4.1.2.1.3 The fire department shall evaluate its level of ser- vice and deployment delivery and response time objectives on 1710–6 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition an annual basis. The evaluations shall be based on data relat- ing to level of service, deployment, and the achievement of each response time objective in each geographic area within the jurisdiction of the fire department. 4.1.2.1.4 The fire department shall provide the authority hav- ing jurisdiction with a written report, quadrennially, which shall be based on the annual evaluations required by 4.1.2.1.3. 4.1.2.1.4.1 The quadrennial report shall define the geo- graphic areas and/or circumstances in which the require- ments of this standard are not being met. 4.1.2.1.4.2 This report shall explain the predictable conse- quences of these deficiencies and address the steps that are necessary to achieve compliance. 4.2 Fire Suppression Services.The fire department organiza- tional statement shall set forth the criteria for the various types of fire suppression incidents to which the fire department is required to respond. 4.3 Emergency Medical Services. 4.3.1 The fire department organizational statement shall set forth the criteria for the various types of emergency medical incidents to which the fire department is required and/or ex- pected to respond. 4.3.2 The fire department organizational statement shall en- sure that the fire department’s emergency medical response capability includes personnel, equipment, and resources to deploy at the first responder level with automatic external defibrillator (AED) or higher treatment level. 4.3.2.1 Where emergency medical services beyond the first responder with automatic defibrillator level are provided by another agency or private organization, the authority hav- ing jurisdiction, based upon recommendations from the fire department, shall include the minimum staffing, de- ployment and response criteria as required in Section 5.3 in the following: (1) The fire department organizational statement (2) Any contract, service agreement, governmental agree- ment,ormemorandumofunderstandingbetweentheau- thority having jurisdiction and the other agency or private organization 4.4 Special Operations. 4.4.1 The fire department organizational statement shall set forth the criteria for the various types of special operations response and mitigation activities to which the fire depart- ment is required and/or expected to respond. 4.4.2*The fire department organizational statement shall en- sure that the fire department’s hazardous materials response capability includes personnel, equipment, and resources to deploy at the first responder operational level as required by 29 CFR 1910.120. 4.4.3 The fire department organizational statement shall en- sure that the fire department’s confined space response capa- bility includes personnel, equipment, and resources to deploy at the confined space operational level as required by 29 CFR 1910.146. 4.4.4 The fire department organizational statement shall set forth the criteria for the various types of fire department re- sponse during natural disasters or terrorism incidents, weap- ons of mass destruction incidents, or large scale or mass casu- 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. 4.8 Intercommunity Organization. 4.8.1*Mutual aid, automatic aid, and fire protection agree- ments shall be in writing and shall address such issues as liabil- ity for injuries and deaths, disability retirements, cost of ser- vice, authorization to respond, staffing, and equipment, including the resources to be made available and the designa- tion of the incident commander. 4.8.2 Procedures and training of personnel for all fire depart- ments in mutual aid, automatic aid, and fire protection agree- ment plans shall be comprehensive to produce an effective fire force and to ensure uniform operations. 4.8.3 Companies responding to mutual aid incidents shall be equipped with communications equipment that allow person- nel to communicate with incident commander and division supervisors, group supervisors, or sector officers. Chapter 5 Fire Department Services 5.1 Purpose. 5.1.1 The services provided by the fire department shall in- clude those activities as required by Chapter 4. 5.1.2 The procedures involved in these services, including operations and deployment, shall be established through writ- ten administrative regulations, standard operating proce- dures, and departmental orders. 5.2* Fire Suppression Services.Fire suppression operations shall be organized to ensure that the fire department’s fire suppression capability includes personnel, equipment, and re- sources to deploy the initial arriving company, the full initial alarm assignment, and additional alarm assignments. The fire department shall be permitted to use established automatic mutual aid and mutual aid agreements to comply with the requirements of Section 5.2. 5.2.1 Staffing. 5.2.1.1*On-duty fire suppression personnel shall be com- prised of the numbers necessary for fire-fighting performance relative to the expected fire-fighting conditions. These num- bers shall be determined through task analyses that take the following factors into consideration: (1) Life hazard to the populace protected 1710–7FIRE DEPARTMENT SERVICES 2001 Edition (2) Provisions of safe and effective fire-fighting performance conditions for the fire fighters (3) Potential property loss (4) Nature, configuration, hazards, and internal protection of the properties involved (5) Types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene 5.2.1.2*On-duty personnel assigned to fire suppression shall be organized into company units and shall have appropriate apparatus and equipment assigned to such companies. 5.2.1.2.1*The fire department shall identify minimum com- pany staffing levels as necessary to meet the deployment crite- ria required in 5.2.3 to ensure that a sufficient number of members are assigned, on duty, and available to safely and effectively respond with each company. 5.2.1.2.2 Eachcompanyshallbeledbyanofficerwhoshallbe considered a part of the company. 5.2.1.2.3*Supervisory chief officers shall be dispatched or no- tified to respond to all full alarm assignments. 5.2.1.2.4 The supervisory chief officer shall ensure that the incident management system is established as required in Sec- tion 6.2. 5.2.1.2.5*Supervisory chief officers shall have staff aides de- ployed to them for purposes of incident management and ac- countability at emergency incidents. 5.2.2 Operating Units.Fire company staffing requirements shall be based on minimum levels for emergency operations for safety, effectiveness, and efficiency. 5.2.2.1 Fire companies whose primary functions are to pump and deliver water and perform basic fire fighting at fires, including search and rescue, shall be known as engine companies. 5.2.2.1.1 These companies shall be staffed with a minimum of four on-duty personnel. 5.2.2.1.2 In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restric- tions, or other pertinent factors as identified by the authority having jurisdiction, these companies shall be staffed with a minimum of five or six on-duty members. 5.2.2.2 Fire companies whose primary functions are to per- form the variety of services associated with truck work, such as forcibleentry,ventilation,searchandrescue,aerialoperations for water delivery and rescue, utility control, illumination, overhaul, and salvage work, shall be known as ladder or truck companies. 5.2.2.2.1 These companies shall be staffed with a minimum of four on-duty personnel. 5.2.2.2.2 In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restric- tions, or other pertinent factors as identified by the authority having jurisdiction, these companies shall be staffed with a minimum of five or six on-duty personnel. 5.2.2.3 Other types of companies equipped with specialized apparatus and equipment shall be provided to assist engine and ladder companies where deemed necessary as part of es- tablished practice. 5.2.2.3.1 These companies shall be staffed with a minimum number of on-duty personnel as required by the tactical haz- ards, high hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors as identi- fied by the authority having jurisdition. 5.2.2.4 Fire companies that deploy with quint apparatus, de- signed to operate as either an engine company or a ladder company, shall be staffed as specified in 5.2.2. If the company is expected to perform multiple roles simultaneously, addi- tional staffing, above the levels specified in 5.2.2, shall be pro- vided to ensure that those operations can be performed safely, effectively, and efficiently. 5.2.3 Deployment. 5.2.3.1 Initial Arriving Company. 5.2.3.1.1 The fire department’s fire suppression resources shall be deployed to provide for the arrival of an engine com- pany within a 4-minute response time and/or the initial full alarm assignment within an 8-minute response time to 90 per- cent of the incidents as established in Chapter 4. 5.2.3.1.2*Personnel assigned to the initial arriving company shall have the capability to implement an initial rapid inter- vention crew (IRIC). 5.2.3.2 Initial Full Alarm Assignment Capability. 5.2.3.2.1*The fire department shall have the capability to de- ploy an initial full alarm assignment within an 8-minute re- sponse time to 90 percent of the incidents as established in Chapter 4. 5.2.3.2.2 The initial full alarm assignment shall provide for the following: (1) Establishment of incident command outside of the haz- ard area for the overall coordination and direction of the initial full alarm assignment. A minimum of one indi- vidual shall be dedicated to this task. (2) Establishment of an uninterrupted water supply of a mini- mum 1480 L/min (400 gpm) for 30 minutes. Supply line(s) shall be maintained by an operator who shall en- sure uninterrupted water flow application. (3) Establishment of an effective water flow application rate of 1110 L/min (300 gpm) from two handlines, each of which shall have a minimum of 370 L/min (100 gpm). Attack and backup lines shall be operated by a minimum of two personnel each to effectively and safely maintain the line. (4) Provision of one support person for each attack and backup line deployed to provide hydrant hookup and to assist in line lays, utility control, and forcible entry. (5) Aminimum of one victim search and rescue team shall be part of the initial full alarm assignment. Each search and rescue team shall consist of a minimum of two personnel. (6) A minimum of one ventilation team shall be part of the initial full alarm assignment. Each ventilation team shall consist of a minimum of two personnel. (7) If an aerial device is used in operations, one person shall function as an aerial operator who shall maintain primary control of the aerial device at all times. (8) Establishment of an IRIC that shall consist of a minimum of two properly equipped and trained personnel. 5.2.3.3 Additional Alarm Assignments. 5.2.3.3.1 The fire department shall have the capability for additional alarm assignments that can provide for additional 1710–8 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition personnel and additional services, including the application of water to the fire; engagement in search and rescue, forcible entry, ventilation, and preservation of property; accountability for personnel; and provision of support activities for those situations that are beyond the capability of the initial full alarm assignment. 5.2.3.3.2 When an incident escalates beyond an initial full alarm assignment or when significant risk is present to fire fighters due to the magnitude of the incident, the incident commander shall upgrade the IRIC to a full rapid interven- tion crew(s) (RIC) that consists of four fully equipped and trained fire fighters. 5.2.3.3.3 An incident safety officer shall be deployed to all incidents that escalate beyond an initial full alarm assignment or when significant risk is present to fire fighters.The incident safety officer shall ensure that the safety and health system is established as required in Section 6.1. 5.3* Emergency Medical Services. 5.3.1 Purpose.EMS operations shall be organized to ensure that the fire department’s emergency medical capability in- cludes personnel, equipment, and resources to deploy the ini- tial arriving company and additional alarm assignments. The fire department shall be permitted to use established auto- matic mutual aid or mutual aid agreements to comply with the requirements of Section 5.3. 5.3.1.1 The purpose of this section shall be to provide stan- dards for the delivery of EMS by fire departments. 5.3.1.2 The fire department shall clearly document its role, responsibilities, functions, and objectives for the delivery of EMS. 5.3.2* System Components. 5.3.2.1 The basic treatment levels within an EMS system, for the purposes of this standard, shall be categorized as first re- sponder, basic life support (BLS), and advanced life support (ALS). The specific patient treatment capabilities associated with each level shall be determined by the authority having jurisdiction for the approval and licensing of EMS providers within each state and province. 5.3.2.2 The minimal level of training for all fire fighters that respond to emergency incidents shall be to the first responder/ AED level. The authority having jurisdiction shall determine if further training is required. 5.3.3 EMS System Functions. 5.3.3.1 The five basic functions within a career fire depart- ment EMS system shall be as follows: (1) Initial response to provide medical treatment at the loca- tion of the emergency (first responder with AED capabil- ity or higher) (2) BLS response (3) ALS response (4) Patient transport in an ambulance or alternative vehicle designed to provide for uninterrupted patient care at the ALS or BLS level while en route to a medical facility (5) Assurance of response and medical care through a quality management program 5.3.3.2 The fire department shall be involved in providing any or all of the functions as identified in 5.3.3.1(1) through 5.3.3.1(5). 5.3.3.3 Staffing. 5.3.3.3.1 On-duty EMS units shall be staffed with the mini- mum numbers of personnel necessary for emergency medi- cal care relative to the level of EMS provided by the fire department. 5.3.3.3.2 EMS staffing requirements shall be based on the minimum levels needed to provide patient care and member safety. 5.3.3.3.2.1 Units that provide emergency medical care shall be staffed at a minimum with personnel that are trained to the first responder/AED level. 5.3.3.3.2.2 Units that provide BLS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing emergency medical services licensing. 5.3.3.3.2.3 Units that provide ALS transport shall be staffed and trained at the level prescribed by the state or provincial agency responsible for providing emergency medical services licensing. 5.3.3.4 Service Delivery Deployment. 5.3.3.4.1 The fire department shall adopt service delivery ob- jectives based on time standards for the deployment of each service component for which it is responsible. 5.3.3.4.2 The fire department’s EMS for providing first re- sponder with AED shall be deployed to provide for the arrival of a first responder with AED company within a 4-minute re- sponse time to 90 percent of the incidents as established in Chapter 4. 5.3.3.4.3*When provided, the fire department’s EMS for pro- viding ALS shall be deployed to provide for the arrival of an ALS company within an 8-minute response time to 90 percent of the incidents as established in Chapter 4. 5.3.3.4.4 Personnel deployed to ALS emergency responses shall include a minimum of two members trained at the emer- gency medical technician –paramedic level and two members trained at the emergency medical technician –basic level ar- riving on scene within the established response time. 5.3.4 Quality Management. 5.3.4.1 The fire department shall institute a quality manage- ment program to ensure that the service has appropriate re- sponse times as required in 4.1.2.1.1 for all medical responses. 5.3.4.2 All first responder and BLS medical care provided by the fire department shall be reviewed by the fire department medical personnel. This review process shall be documented. 5.3.4.3 All fire departments with ALS services shall have a named medical director with the responsibility to oversee and ensure quality medical care in accordance with state or provincial laws or regulations. This review process shall be documented. 5.3.4.4 Fire departments providingALS services shall provide a mechanism for immediate communications with EMS super- vision and medical oversight. 5.4 Special Operations Response. 5.4.1 Special operations shall be organized to ensure that the fire department’s special operations capability includes per- sonnel,equipment,andresourcestodeploytheinitialarriving 1710–9FIRE DEPARTMENT SERVICES 2001 Edition company and additional alarm assignments providing such services. The fire department shall be permitted to use estab- lished automatic mutual aid or mutual aid agreements to com- ply with the requirements of Section 5.4. 5.4.2 The fire department shall adopt a special operations response plan and standard operating procedures that specify the role and responsibilities of the fire department and the authorized functions of members responding to hazardous materials emergency incidents. 5.4.3 All fire department members who are expected to re- spond to emergency incidents beyond the first responder op- erations level for hazardous materials response shall be trained to the applicable requirements of NFPA 472,Standard for Professional Competence of Responders to Hazardous Materials Incidents. 5.4.4 All fire department members who are expected to re- spond to emergency incidents beyond the confined space op- erations level for confined space operations shall be trained to the applicable requirements of NFPA 1670,Standard on Opera- tions and Training for Technical Rescue Incidents. 5.4.5 The fire department shall have the capacity to imple- ment an RIC during all special operations incidents that would subject fire fighters to immediate danger of injury, or in the event of equipment failure or other sudden events, as re- quired by NFPA 1500,Standard on Fire Department Occupational Safety and Health Program. 5.4.6 If a higher level of emergency response is needed be- yond the capability of the fire department for special opera- tions, the fire department shall determine the availability of outside resources that deploy these capabilities and the proce- dures for initiating their response. The fire department shall belimitedtoperformingonlythosespecificspecialoperations functions for which its personnel have been trained and are properly equipped. 5.5 Airport Rescue and Fire-Fighting Services. 5.5.1 Airport fire departments shall adopt operations re- sponse plan and standard operating procedures (SOPs) that specify the roles and responsibilities for non-aircraft incidents as required by 5.1.2. 5.5.2 Airport rescue and fire-fighting operations shall be or- ganized to ensure that the fire department’s capability in- cludes personnel, equipment, and resources to deploy the ini- tial arriving company, the full initial alarm assignment, and additional alarm assignments as required in 5.2.3. 5.5.3 Airport fire departments shall have access to special tools, equipment, supplies, personal protective equipment (PPE), and other airport resources that are required to per- form operations safely and effectively in their assigned roles and responsibilities. 5.5.4 Deployment. 5.5.4.1 The airport fire department’s ARFF resources shall deploy the required number of vehicles as required for the airport assigned category as established by NFPA403,Standard forAircraft Rescue and Fire-Fighting Services at Airports. 5.5.4.2 Airport fire department companies equipped with specialized apparatus and equipment shall be provided to as- sist ARFF companies where deemed necessary as identified in 5.5.1. 5.5.4.3 Airport fire department companies that deploy to structural incidents on airport property shall meet the re- sponse time requirements of 4.1.2.1.1. 5.5.4.4 Airport fire department companies that deploy to emergency medical incidents on airport property shall meet the response time requirements of 5.3.3.4. 5.5.4.5 The airport fire department shall be permitted to use established automatic mutual aid or mutual aid agreements to comply with the requirements of Section 5.5. 5.5.5 Staffing. 5.5.5.1 Airport fire department ARFF companies shall be staffed as required by NFPA403,Standard forAircraft Rescue and Fire-Fighting Services at Airports. 5.5.5.2 Airport fire department companies that deploy to structural incidents on airport property shall meet the staffing requirements of 5.2.1. 5.5.5.3 Airport fire department companies that deploy to emergency medical incidents on airport property shall meet the staffing requirements of 5.3.3.3. 5.5.6 Emergency Operations. 5.5.6.1 At all emergency scene operations, an Incident Man- agement System shall be used that meets the requirements of Section 6.2. 5.5.6.2*Incident command shall be established outside of the hazard area for the overall coordination and direction of the initial full alarm assignment. 5.5.6.3 An individual shall be dedicated to this task of Inci- dent Commander. 5.5.6.4 An incident safety officer shall be deployed to all inci- dents that escalate beyond a full alarm assignment or when there is a significant risk to fire fighters. The incident safety officer shall ensure that the safety and health system is estab- lished as required in Section 6.1. 5.6* Marine Rescue and Fire-Fighting (MRFF) Services. 5.6.1 MRFF operations shall be organized to ensure that the fire department’s marine capability includes personnel, equipment, and resources to deploy to the alarm assignments associated with a marine emergency incident. 5.6.2 The fire department shall adopt a marine operations response plan and SOPs that specify the roles and responsibili- ties of the fire department and the authorized functions of members responding to marine emergencies. 5.6.2.1 Fire department marine SOPs shall be coordinated with the applicable agencies, such as the port or harbor au- thority and supporting agencies. 5.6.3 Marine fire departments shall have access to special tools, equipment, supplies, PPE, and other marine resources that are required to perform operations safely and effectively in their assigned roles and responsibilities. 5.6.4 Staffing. 5.6.4.1 On-duty marine personnel shall be comprised of the numbers necessary for safe and effective fire-fighting perfor- mance relative to the expected MRFF conditions. 5.6.4.1.1 These numbers shall be determined through task analyses as required for types of marine vessels and through 1710–10 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition additional task analyses that take the following factors into consideration: (1) Life hazard to the populace protected (2) Provisions of safe and effective fire-fighting performance conditions for the fire fighters (3) Potential property loss (4) Nature, configuration, hazards, and internal protection of the properties involved (5) Types of tactics and evolutions employed as standard pro- cedure, type of marine vessel used, and results expected to be obtained at the fire scene (6) Requirements of the regulatory authorities having juris- diction over navigable waters, ports, and harbors 5.6.4.2 On-duty personnel assigned to marine fire fighting shall be organized into company units and shall have appro- priate vessels and equipment assigned to such companies. 5.6.4.2.1 Each marine company shall be led by an officer who shall be considered a part of the company. 5.6.5 Operating Units. 5.6.5.1*Fire companies whose primary function is to deliver and pump water and extinguishing agents at the scene of a marine incident shall be known as marine companies. 5.6.5.2 These companies shall be staffed with a minimum number of on-duty personnel as required by the tactical and occupancy hazards to which the marine vessel responds and by the regulatory authorities having jurisdiction over navi- gable waters, ports, and harbors. 5.7 Wildland Fire Suppression Services. 5.7.1 Wildland fire suppression operations shall be organized to ensure that the fire department’s wildland fire suppression capability includes personnel, equipment, and resources to deploy wildland direct operations that can address marginal situations before they get out of control and wildland indirect fire-fighting operations that can be assembled and placed into operation against major wildland fires. 5.7.2 Fire departments performing wildland operations shall adopt a wildland fire-fighting operations response plan and SOPs that specify the roles and responsibilities of the fire de- partment and the authorized functions of members respond- ing to wildland fire emergencies. 5.7.2.1 All wildland fire suppression operations shall be orga- nized to ensure compliance with NFPA 295,Standard for Wild- fire Control. 5.7.3 Fire departments performing wildland operations shall have access to special tools, equipment, supplies, PPE, and other wildland resources that are required to perform operations safely and effectively in their assigned roles and responsibilities. 5.7.4 Staffing. 5.7.4.1 On-duty wildland fire-fighting personnel shall be comprised of the numbers necessary for safe and effective fire- fighting performance relative to the expected wildland fire- fighting conditions. 5.7.4.1.1 These numbers shall be determined through task analyses that take the following factors into consideration: (1) Life hazard to the populace protected (2) Provisions of safe and effective fire-fighting performance conditions for the fire fighters (3) The number of trained response personnel available to the department including mutual aid resources (4) Potential property loss (5) Nature, configuration, hazards, and internal protection of the properties involved (6) Types of wildland tactics and evolutions employed as stan- dard procedure, type of apparatus used, and results ex- pected to be obtained at the fire scene (7) Topography, vegetation, and terrain in the response area(s) 5.7.4.2 On-duty personnel assigned to wildland operations shall be organized into company units and shall have appro- priate apparatus and equipment assigned to such companies. 5.7.4.2.1 The fire department shall identify minimum com- pany staffing levels as necessary to meet the deployment crite- ria to ensure that a sufficient number of members are as- signed, on duty, and available to safely and effectively respond with each company. 5.7.4.2.2 Eachcompanyshallbeledbyanofficerwhoshallbe considered a part of the company. 5.7.4.2.3 Supervisory chief officers shall be dispatched or no- tified to respond to all full alarm assignments.The supervisory chief officer shall ensure that the incident management sys- tem is established as required in Section 6.2. 5.7.5 Operating Units. 5.7.5.1 Fire companies whose primary function is to deliver and pump water and extinguishing agents at the scene of a wildland fire shall be known as wildland companies. 5.7.5.1.1 These companies shall be staffed with a minimum of four on-duty personnel. 5.7.5.2 Engine and ladder (truck) companies that respond to wildland fire-fighting and/or urban interface wildland fire- fighting incidents shall be staffed as required by 5.2.2. 5.7.5.3 Other types of companies equipped with special- ized apparatus and equipment for wildland fire fighting, including aircraft, heavy equipment, mini pumpers, and fast attack vehicles, shall be provided to assist wildland en- gine and ladder companies where deemed necessary as part of established practice. 5.7.5.3.1 These companies shall be staffed with a minimum number of on-duty personnel as required by the tactical, topo- graphical, environmental, fuel (vegetation), and occupancy hazards. 5.7.6 Deployment. 5.7.6.1 Required Number of Vehicles.The fire department’s wildland resources shall deploy the required number of ve- hicles as required for a direct and/or an indirect attack. 5.7.6.1.1*Prior to the initiation of any wildland fire attack, the fire department shall have the capacity to establish a look- out(s), communications with all crew members, escape route(s), and safety zone(s) for vehicles and personnel. 5.7.6.2 Direct Attack. 5.7.6.2.1 The fire department shall have the capability to safely initiate a direct wildland attack within 10 minutes after arrival of the initial company or crew at the fire scene. 1710–11FIRE DEPARTMENT SERVICES 2001 Edition 5.7.6.2.2 One individual in the first arriving company or crew shall be assigned as the incident commander for the overall coordination and direction of the direct attack activities. 5.7.6.2.3 The direct wildland attack shall include the follow- ing: (1) Establishment of an effective water flow application rate of 111 L/min (30 gpm) from at least two 150 m (500 ft) 11⁄2 in. diameter attack handlines from two engines. Each attack handline shall be operated by a minimum of two personnel to effectively and safely deploy and maintain the line. (2) Provision of one operator who shall remain with each fire apparatus supplying water flow to ensure uninterrupted water flow application. (3) Provision of a wildland crew leader or company officer with each crew who shall be responsible for overall super- vision of each of the crew and for maintaining personnel accountability and crew safety. 5.7.6.3 Indirect Attack. 5.7.6.3.1 The fire department providing wildland fire sup- pression operations shall have the capability to deploy an indi- rect attack, including application of water to the fire, engage- ment in search and rescue and preservation of property, accountability for personnel, and provision of support activi- ties for those situations that are beyond the capability of the direct attack. 5.7.6.3.2 An incident safety officer shall be deployed to all incidents that escalate beyond a direct attack alarm assign- ment or when there is a significant risk to fire fighters. 5.7.7 Nonwildland Emergencies. 5.7.7.1 Wildland companies that deploy to structural inci- dents shall meet the response time requirements of 4.1.2.1.1. 5.7.7.2 Wildland companies that deploy to emergency medi- cal incidents shall meet the response time requirements of 4.1.2.1.1. Chapter 6 Systems 6.1 Safety and Health System.A fire-fighter occupational safety and health program shall be provided in accordance with NFPA1500,Standard on Fire Department Occupational Safety and Health Program. 6.2* Incident Management System. 6.2.1 An incident management system shall be provided in accordance with NFPA 1561,Standard on Emergency Services In- cident Management System, to form the basic structure of all emergency operations of the fire department, regardless of the scale of the department or the emergency. 6.2.2*An effective incident management system shall be de- signed to manage incidents of different types, including struc- ture fires, wildland fires, hazardous materials incidents, emer- gency medical operations, and other types of emergencies that could be handled by the department. 6.3 Training Systems.The fire department shall have a train- ing program and policy that ensures that personnel are trained and competency is maintained to execute all responsi- bilities consistent with the department’s organization and de- ployment as addressed in Chapters 4 and 5. 6.4 Communications Systems. 6.4.1 The fire department shall have a reliable communica- tions system to facilitate prompt delivery of public fire sup- pression, emergency medical services, and special operations. 6.4.2 All communications facilities, equipment, staffing, and operating procedures shall comply with NFPA 1221,Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. 6.4.3 Operating procedures for radio communications shall provide for the use of standard protocols and terminology at all types of incidents. 6.4.3.1 Standard terminology, in compliance with NFPA 1561, Standard on Emergency Services Incident Management System, shall be es- tablished to transmit information, including strategic modes of op- eration, situation reports, and emergency notifications of imminent hazards. 6.5*Pre-IncidentPlanning.Thefiredepartmentshallsetforth operational requirements to conduct pre-incident planning. Particular attention shall be provided to all target hazards. Annex A Explanatory Material Annex A is not a part of the requirements of this NFPA document but is included for informational purposes only. This annex contains explanatory material, numbered to correspond with the applicable text paragraphs. A.1.1 The standard includes minimum requirements that are intended to provide effective, efficient, and safe protective ser- vices that operate on a sound basis to prevent fires and reduce risktolivesandproperty,todealwithincidentsthatoccur,and to prepare for anticipated incidents. It sets minimum stan- dards considered necessary for the provision of public fire protection by career fire departments. It addresses the struc- ture and operation of organizations providing such services, including fire suppression and other assigned emergency re- sponse responsibilities, which include emergency medical ser- vices and special operations. A.1.2.1 A fundamental concept of fire risk is associated with modern society. Public fire service organizations are expected to reduce the risk within their areas of jurisdiction by taking measures to prevent the outbreak of fires, to limit the extent and severity of fires, to provide for the removal or rescue of endangered persons, to control and extinguish fires that occur within the jurisdiction, and to perform other emergency response operations and delivery of emer- gency medical services. The cumulative effects of preventive efforts, risk reduction and control, and fire suppression capabilities result in variable levels of risk to the jurisdictions and their residents. Theriskremainingafterdeductingthecumulativeeffectof the public fire service organization’s efforts is the responsibil- ity of each individual, including owners, operators, occupants, and casual visitors to properties. It should be noted that fire risk cannot be completely avoided or eliminated. A.3.2.1 Approved.The National Fire Protection Association does not approve, inspect, or certify any installations, proce- dures, equipment, or materials; nor does it approve or evalu- 1710–12 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition ate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the author- ity having jurisdiction may base acceptance on compliance with NFPA or other appropriate standards. In the absence of such standards, said authority may require evidence of proper installation, procedure, or use. The authority having jurisdic- tion may also refer to the listings or labeling practices of an organization that is concerned with product evaluations and is thus in a position to determine compliance with appropriate standards for the current production of listed items. A.3.2.2 Authority Having Jurisdiction.The phrase “authority having jurisdiction”is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where public safety is primary, the au- thority having jurisdiction may be a federal, state, local, or other regional department or individual such as a fire chief; fire marshal; chief of a fire prevention bureau, labor depart- ment, or health department; building official; electrical in- spector; or others having statutory authority. For insurance purposes, an insurance inspection department, rating bureau, or other insurance company representative may be the au- thority having jurisdiction. In many circumstances, the prop- erty owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or departmental official may be the authority having jurisdiction. A.3.3.1.1 Automatic Aid.The capabilities of personnel and equipment for a predetermined response to a neighboring jurisdiction upon receipt of an alarm, this process is accom- plished through simultaneous dispatch, is documented in writing, and is included as part of a communication center’s dispatch protocols. A.3.3.1.2 Mutual Aid.A written policy or contract that allows for the deployment of personnel and equipment to respond to an alarm in another jurisdiction, this is part of the written deployment criteria for response to alarms as dispatched by a communication center.(See also 3.3.1.1.) A.3.3.2 Aircraft Rescue and Fire Fighting.Such rescue and fire-fighting actions are performed both inside and outside of the aircraft. A.3.3.3 AircraftRescueandFire-Fighting(ARFF)Vehicle.The apparatus is typically equipped with a large water tank (com- mencing at 1000 gal and extending to over 6000 gal); a supply of fire-fighting extinguishing agents; remote-controlled large roof turret(s), extendable turret nozzle(s), and bumper turret(s) (ground sweep nozzles) that are used for the discharge of extin- guishing agent; and pre-connected handlines. A.3.3.4 Airport Fire Department Personnel.These individuals can also be responsible for additional fire protection and sup- pression, emergency medical, and other emergency response within the boundaries of the airport facility. A.3.3.5 Alarm.In some jurisdictions this is referred to as an incident or call for service. A.3.3.6 Apparatus.Examples include fire engines, water ten- ders, and ladder trucks. A.3.3.8 Company.For fire suppression, jurisdictions exist where the response capability of the initial arriving company is configured with the response of two apparatus. In some juris- dictions, apparatus is not configured with seated and belted positions for four personnel and therefore would respond with an additional vehicle in consort with the initial arriving engine to carry additional personnel. This response would be to ensure that a minimum of four personnel are assigned to and deployed as a company. The intent of this definition and the requirements in the standard are to ensure that these two (or more) pieces of apparatus would always be dispatched and respond together as a single company. Some examples of this include the following: (1) Engine and tanker/tender that would be responding out- side a municipal water district (2) Multiple-piececompanyassignment,specifiedinafirede- partment’s response SOPs, such as an engine company response with a pumper and a hose wagon (3) Engine with a vehicle personnel carrier (4) Engine with an ambulance or rescue unit “Company,”as used in this standard, is synonymous with company unit, response team, crew, and response group, rather than a synonym for a fire department. A.3.3.16 Fire Suppression.Fire suppression includes all activi- ties performed at the scene of a fire incident or training exer- cise that expose fire department members to the dangers of heat, flame, smoke, and other products of combustion, explo- sion, or structural collapse. A.3.3.17 First Responder (EMS).The first responder also as- sists higher level emergency medical service providers. A.3.3.19 Hazard.Hazards include the characteristics of fa- cilities, equipment systems, property, hardware, or other objects; and the actions and inactions of people that create such hazards. A.3.3.21 High Hazard Occupancy.Also included would be high-risk residential occupancies, neighborhoods with structures in close proximity to one another, special medi- cal occupancies, high-rise occupancies, and hazardous ma- terials occupancies. A.3.3.23 Incident Management System (IMS).Such systems are often referred to as incident command systems (ICS). A.3.3.27.2 Basic Life Support (BLS).Basic life support per- sonnel also assist higher level EMS providers. A.3.3.28 Marine Rescue and Fire Fighting.Marine companies can be utilized for special operations, including a platform for dive and scuba operations and for providing a secure water supply for land-based operations. A.3.3.29 Member.A fire department member can be a full- time or part-time employee or a paid or unpaid volunteer, can occupy any position or rank within the fire department, and can engage in emergency operations. A.3.3.30.1 Company Officer.This person can be someone ap- pointed in an acting capacity. The rank structure could be either sergeant, lieutenant, or captain. A.3.3.30.2 Supervisory Chief Officer.A supervisory chief of- ficer is above that of a company officer, who responds auto- matically and/or is dispatched to an alarm beyond the initial alarm capabilities, or other special calls. In some jurisdictions this is the rank of battalion chief, district chief, deputy chief, assistant chief, or senior divisional officer (UK fire service). A.3.3.31 Public Fire Department.The term fire department in- cludes any public, governmental, private, or military organiza- tion engaging in this type of activity. 1710–13ANNEX A 2001 Edition A.3.3.33 Rapid Intervention Crew (RIC).The RIC report di- rectly to the incident commander or operations chief. This dedicated crew is not to be confused with the IRIC. A.3.3.36 Special Operations.Special operations include wa- ter rescue, extrication, hazardous materials, confined space entry, high-angle rescue, aircraft rescue and fire fighting, and other operations requiring specialized training. A.3.3.37 Staff Aide.This member is assigned to a supervisory chief officer who assists at incident scene operations, which can include personnel accountability, communications, and other logistical and administrative support. In addition, this member can assist in coordinating training activities, respond to citizen inquiries, coordinate staffing issues and sick leave follow-up, and resource allocations for facilities and apparatus under the supervisory chief officer’s jurisdiction. Staff aides can be known as field incident technician, staff assistant, bat- talion fire fighter, or battalion adjutant. A.3.3.42.3 Dispatch Time.Dispatch times are addressed in NFPA1221,Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. These include call- taking and call-processing requirements. A.4.1.1 The authority having jurisdiction generally has the responsibility to determine the following: (1) Scopeandlevelofserviceprovidedbythefiredepartment (2) Necessary level of funding (3) Necessary level of personnel and resources, including facilities In order to provide service, the authority having jurisdic- tion should have the power to levy taxes or solicit funding, to own property and equipment, and to cover personnel costs. The authority necessary is conveyed by law to a local jurisdiction. In addition, the governing body also should monitor the achievement of the management goals of the department, such as fire prevention, community life safety education, fire suppression, employee training, communications, mainte- nance, and department administration. The organizational statement is a very important basis for many of the provisions of this standard. The statement sets forth the legal basis for operating a fire department, the orga- nizational structure of the fire department, number of mem- bers, training requirements, expected functions, and authori- ties and responsibilities of various members or defined positions. A key point is to clearly set out the specific services the fire department is authorized and expected to perform. Most fire departments are responsible to a governing body. The govern- ing body has the right and should assert its authority to set the specific services and the limits of the services the fire depart- ment will provide, and it has the responsibility to furnish the necessary resources for delivery of the designated services. The fire department should provide its governing body with a specific description of each service with options or alternatives and an accurate analysis of the costs and resources needed for each service. Such services could include structural fire fighting, wild- land fire fighting, airport/aircraft fire fighting, emergency medical services, hazardous materials response, high angle rescue, heavy rescue, and others. Spelling out the specific parameters of services to be pro- vided allows the fire department to plan, staff, equip, train, and deploy members to perform these duties. It also gives the governing body an accounting of the costs of services and al- lows it to select those services they can afford to provide. Like- wise, the governing body should identify services it cannot af- ford to provide and cannot authorize the fire department to deliver, or it should assign those services to another agency. The fire department should be no different than any other government agency that has the parameters of its authority and services clearly defined by the governing body. Legal counsel should be used to ensure that any statutory services and responsibilities are being met. The majority of public fire departments are established under the charter provisions of their governing body or through the adoption of statutes. These acts define the le- gal basis for operating a fire department, the mission of the organization, the duties that are authorized and expected to be performed, and the authority and responsibilities that are assigned to certain individuals to direct the operations of the fire department. The documents that officially establish the fire department as an identifiable organization are necessary to determine spe- cific responsibilities and to determine the parties responsible for compliance with the provisions of this standard. In many cases, these documents can be part of state laws, a municipal charter, or an annual budget. In such cases, it would be appropriate to make these existing documents part of the organizational statement, if applicable. A.4.1.2 There can be incidents or areas where the response criteria are impacted by circumstances such as response per- sonnel who are not on duty, nonstaffed fire station facilities, natural barriers, traffic congestion, insufficient water supply, and density of population or property. The reduced level of service should be documented in the written organizational statement by the percentage of incidents and geographical areas for which the response time criteria are achieved. A.4.1.2.1.1(2)This service delivery requirement is intended to have a fire department plan and situate its resources to consistently meet a 4-minute initial company fire suppression response and an 8-minute full alarm fire response assignment. However, it is recognized that while on some occasions (for example, a company is out of service for training) the initial company response may not be met in the 4-minute require- ment, the 8-minute criterion must always be met. A.4.4.2 Occupational Safety and Health Administration (OSHA) regulations require that all fire departments be trained to respond to hazardous materials incidents at the first responder operations level. Title III of the Superfund Amendments and Reauthoriza- tion Act of 1986 (SARA), known as the Emergency Planning and Right-to-Know Act, established requirements for federal, state, and local governments and industrial facilities regarding emergency planning for spills or other releases, and commu- nity right-to-know reporting of hazardous and toxic chemicals. The Emergency Planning and Right-to-KnowAct of 1986 cov- ersthefollowingfourmajorareasthatwillprovidethefireservice and communities with a broad perspective on the chemical haz- ards within the local area and those at individual facilities: (1) Sections 301 through 303 —emergency planning (2) Section 304 —emergency release notification (3) Sections 311 and 312 —community right-to-know report- ing requirements (4) Section 313 —toxic chemical release inventory 1710–14 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition A.4.8.1 Where appropriate, the mutual aid agreement shouldincludeautomaticresponsesonfirstalarms(automatic aid). This concept contemplates joint response of designated apparatus and personnel on a predetermined running assign- ment basis. Mutual aid concepts should be considered on a regional basis. In an effective mutual aid arrangement, each fire de- partment should retain reserves of personnel and apparatus. Traditionally and legally, overall command of the incident is vested with the senior officer of the jurisdiction experiencing the emergency. Some areas use consolidated dispatching to coordinate the response of fire companies to assist an outside fire department. The management of responses can be made easier by utilizing computerization,“running cards,”and other advance planning. A.5.2 Suppression capability is an expression of how much fire-fighting power can be put into action when there is a fire. It includes the amount of apparatus, equipment, and person- nel available; the time needed to respond and place equip- ment in action; the water supply; the application of strategy and tactics; the level of training; and all of the components that add up to effective fireground operations. A.5.2.1.1 For more information, see NFPA1250,Recommended Practice in Emergency Service Organization Risk Management; FEMA, National Fire Academy,“Fire Risk Analysis: A Systems Approach”; Phoenix, AZ Fire Department,“Fire Department Evaluation System (FIREDAP).” A.5.2.1.2 For further information on companies, see 3.3.8 and A.3.3.8. A.5.2.1.2.1 An early aggressive and offensive primary interior attack on a working fire, where feasible, is usually the most effective strategy to reduce loss of lives and property damage. In FigureA.5.2.1.2.1 the line represents a rate of fire propaga- tion, which combines temperature rise and time. It roughly corresponds to the percentage of property destruction. At ap- proximately 10 minutes into the fire sequence, the hypotheti- cal room of origin flashes over. Extension outside the room begins at this point. Consequently,giventhattheprogressionofastructuralfireto 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 Today,“Reduced Staffing: At What Cost,”and NIST,“Hazard I Fire Hazard Assessment Method.”Also, refer to National Fire Academy,“Fire Risk Analy- sis:ASystemsApproach,”and Office of the Ontario Fire Marshal, ShapingtheFutureofFireGroundStaffingandDeliverySystemswithina Comprehensive Fire Safety Effectiveness Model. The ability of adequate fire suppression forces to greatly influence the outcome of a structural fire is undeniable and predictable. Data generated by NFPA provides empirical data that rapid and aggressive interior attack can substantially re- duce the human and property losses associated with structural fires (see Table A.5.2.1.2.1). A.5.2.1.2.3 The assignment of specific response districts to command officers should be based on the number of compa- nies, workload, and response distances. Department adminis- trative procedures should indicate clearly the jurisdiction of command officers. A.5.2.1.2.5 For further information on staff aides, see 3.3.37. A.5.2.3.1.2 NFPA 1500,Standard on Fire Department Occupa- tional Safety and Health Program;29 CFR 1910.134; and U.S. Department of Labor, Occupational Safety & HealthAdminis- tration,Memorandum for RegionalAdministration and State Desig- nees; Response to IDLH or Potential IDLH Atmospheres. The initial rapid intervention crew (IRIC) and the rapid intervention crew (RIC) members are equipped with the fire fighters’protective ensemble, including protective clothing and equipment as required by NFPA 1500. A.5.2.3.2.1 For the purposes of this standard, the initial full alarm assignment capability is for a response to a structural fire in a typical 264 m 2 (2000 ft 2), two-story, single-family occu- pancy without a basement and with no exposures (detached home). All communities respond to fire incidents in this type 0 13 14 15 16121110987654321 Room of origin Beyond room of origin Minutes 0 10 20 30 40 50 60 70 80 90 100 Percent of property destructionFIGURE A.5.2.1.2.1 Fire propagation curve. Table A.5.2.1.2.1 Fire Extension in Residential Structures 1994–1998 Rate per 1000 Fires Extension Civilian Deaths Civilian Injuries Dollar Loss per Fire Confined to the room of origin 2.32 35.19 3,185 Beyond the room but confined to the floor of origin 19.68 96.86 22,720 Beyond the floor of origin 26.54 63.48 31,912 Note: Residential structures include dwellings, duplexes, manufac- tured homes (also called mobile homes), apartments, row houses, townhouses, hotels and motels, dormitories, and barracks. Source:NFPA Annual Fire Experience Survey and National Fire Incident Reporting System. 1710–15ANNEX A 2001 Edition of structure on a regular basis and therefore the hazards pre- sented by this scenario are not unusual. Other occupancies and structures in the community that present greater hazards should be addressed by additional fire fighter functions and additional responding personnel on the initial full alarm assignment. For further information on the classification of hazards, see NFPA Fire Protection Handbook, 18th edition. A.5.3 An EMS is defined as a comprehensive, coordinated arrangement of resources and functions that are organized to respond in a timely, staged manner to medical emergencies, regardless of their cause. The term system can be applied lo- cally, at the state, province, or national level.The fundamental functions of an EMS system are the following: (1) System organization and management (2) Medical direction (3) Human resources and training (4) Communications (5) Emergency response (6) Transportation (7) Care facilities (8) Quality assurance (9) Public information and education (10) Disaster medical services (11) Research (12) Special populations A.5.3.2 The following four functions do not necessarily exist as separate elements in a particular system: (1) The first responding unit can be anALS ambulance that can provideALS treatment and ambulance transportation. (2) The first responding unit can be a fire suppression unit that can provide both initial and advanced level medical care. (3) ALS can be provided by the ambulance or by an addi- tional fire suppression unit or a unit that is dedicated to ALS response only. (4) The system may not haveALS treatment capability—only a fire apparatus with fire fighters trained as first re- sponder AED can respond. A.5.3.3.4.3 The American Heart Association recommends the minimum required personnel for an emergency cardiac care response. In those systems that have attained survival rates higher than 20 percent for patients with ventricular fibrillation, response teams include, as a minimum, twoALS providers and two BLS providers. See “Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care,”JAMA;“Basic Trauma Life Support for Paramedics and Other Providers,”ACEP;“Pre-Hospital Trauma Life Support,”ACS;“Pediatric Advanced Life Support,”AHA; and “Emergency Care and Transportation of the Sick and Injured,”AAOS. A.5.5.6.2 The U.S.Air Force has defined the areas involved in the emergency within 240 m (75 ft) 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,Guide for Land-Based Fire Fighters Who Respond to Marine Vessel Fires. A.5.6.5.1 For additional information on marine rescue and fire-fighting vessels, see NFPA 1925,Standard on Marine Fire- Fighting Vessels. A.5.7.6.1.1 A system developed by Chief Paul Gleason of the United States Forest Service addresses specific mandatory fire orders in a system termed 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 upon statutory recognition of the individual with the highest level of medical certification. It is recommended that departments adopt protocols that define the degree of both member and nonmember involvement in direct patient care based upon local standards, medical control, and statutory requirements. A.6.5 For additional information, see NFPA 1620,Recom- mended Practice for Pre-Incident Planning. Annex B Informational References B.1 Referenced Publications.The following documents or portions thereof are referenced within this standard for infor- mational purposes only and are thus not part of the require- ments of this document unless also listed in Chapter 2. B.1.1 NFPA Publications.National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA 02269- 9101. NFPA1221,StandardfortheInstallation,Maintenance,andUse of Emergency Services Communications Systems, 1999 edition. NFPA1250,Recommended Practice in Emergency Service Organi- zation Risk Management, 2000 edition. NFPA 1405,Guide for Land-Based Fire Fighters Who Respond to Marine Vessel Fires, 2001 edition. NFPA 1500,Standard on Fire Department Occupational Safety and Health Program, 1997 edition. NFPA 1620,Recommended Practice for Pre-Incident Planning, 1998 edition. NFPA1925,Standard on Marine Fire-Fighting Vessels, 1998 edi- tion. NFPAAnnual Fire Experience Survey and National Fire Incident Reporting System. Fire Protection Handbook, 18th edition, 1997. Fire Service Today, Gerard, J.C. and A.T. Jacobsen,“Reduced Staffing: At What Cost,”September 1981. B.1.2 Other Publications. B.1.2.1 AMA Publication.American Medical Association, 515 North State Street, Chicago, IL 60610. 1710–16 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition “Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care.”1992.Journal of theAmerican Medical Association,268(16) (October 28). B.1.2.2 CFAI Publication.Commission on Fire Accreditation International, 4500 Southgate Place, Suite 100, Chantilly, VA 20151. Fire and Emergency Service Self Assessment Manuals,National Fire Service Accreditation Program. B.1.2.3 FEMA Publication.Federal Emergency Management Agency, Washington, DC 20002. “Fire Risk Analysis: A Systems Approach,”NFA-SM-FRAS, National Emergency Training Center, National FireAcademy, July 20, 1984. B.1.2.4 NISTPublication.National Institute of Standards and Technology, Bldg. 820, Rm. 164, Gaithersburg, MD 20899. “Hazard I Fire Hazard Assessment Method,”U.S. Depart- ment of Commerce, June 1991. B.1.2.5 U.S. Government Publications.U.S. Government Printing Office, Washington, DC 20402. Memorandum forRegionalAdministration and State Designs; Re- sponse to IDLH or Potential IDLH Atmospheres, Department of Labor, Occupational Safety & Health Administration. Title 29,Code of Federal Regulations, Part 1910.134,“Respira- tory Protection,”1998. B.1.2.6 Other Publications. “Guidelines 2000 for Cardiopulmonary Resuscitation and Emergency Cardiac Care,”JAMA, August 2000. “BasicTrauma Life Support for Paramedics and Other Pro- viders,”American College of Emergency Physicians; John Campbell (ed); 1997. Office of the Ontario Fire Marshal,Shaping 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. B.2 Informational References.The following documents or portions thereof are listed here as informational resources only. They are not a part of the requirements of this document. B.2.1 IAFF Publications.International Association of Fire Fighters, 1750 New York Avenue, NW, Washington, DC 20006. Department of Research and LaborIssues,“Effectiveness of Fire- Based EMS,”1995. Department of Research and Labor Issues,“Safe Fire Fighting Staffing,”1993. B.2.2 U.S. Government Publications.U.S. Government Print- ing Office, Washington, D.C. 20402. Title 29,Code of Federal Regulations, Part 1910.120,“Hazard- ous Waste Operations and Emergency Response,”1986. Title 29,Code of Federal Regulations (OSHA), Part 1910.156, “Fire Protection; Means of Egress; Hazardous Materials.” B.3 References for Extracts.The following documents are listed here to provide reference information, including title and edition, for extracts given throughout this standard as indicated by a reference in brackets [ ] following a section or paragraph. These documents are not a part of the require- ments of this document unless also listed in Chapter 2 for other reasons. B.3.1 NFPA Publications.National Fire Protection Associa- tion, 1 Batterymarch Park, P.O. Box 9101, Quincy, MA02269– 9101. NFPA 295,Standard for Wildfire Control, 1998 edition. NFPA 402,Guide for Aircraft Rescue and Fire Fighting Opera- tions, 1996 edition. NFPA 403,Standard for Aircraft Rescue and Fire-Fighting Ser- vices at Airports, 1998 edition. NFPA 801,Standard for Fire Protection for Facilities Handling Radioactive Materials, 1998 edition. NFPA1002,Standard for FireApparatus Driver/Operator Profes- sional Qualifications, 1998 edition. NFPA1021,Standard forFire OfficerProfessional Qualifications, 1997 edition. NFPA1142,Standard onWaterSupplies forSuburban and Rural Fire Fighting, 2001 edition. NFPA 1201,Standard for Developing Fire Protection Services for the Public, 2000 edition. NFPA1221,StandardfortheInstallation,Maintenance,andUse of Emergency Services Communications Systems, 1999 edition. NFPA 1404,Standard for a Fire Department Self-Contained Breathing Apparatus Program, 1996 edition. NFPA 1410,Standard on Training for Initial Emergency Scene Operations, 2000 edition. NFPA 1500,Standard on Fire Department Occupational Safety and Health Program, 1997 edition. NFPA 1561,Standard on Emergency Services Incident Manage- ment System, 2000 edition. NFPA 1581,Standard on Fire Department Infection Control Pro- gram, 2000 edition. 1710–17ANNEX B 2001 Edition Index © 2001 National Fire Protection Association. All Rights Reserved. The copyright in this index is separate and distinct from the copyright in the document that it indexes.The licensing provisions set 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- Advanced life support (ALS) (definition).....................3.3.27.1 Aid Automatic Definition .........................................3.3.1.1, A.3.3.1.1 Intercommunity organization ..............................A.4.8.1 Definition ..........................................................3.3.1 Mutual Definition .........................................3.3.1.2, A.3.3.1.2 Intercommunity organization .......................4.8.1, A.4.8.1 Aircraft rescue and fire fighting (definition)............3.3.2, A.3.3.2 Aircraft rescue and fire-fighting vehicle (ARFF) (definition).........................3.3.3, A.3.3.3 Airport fire department personnel (definition).........3.3.4, A.3.3.4 Airport rescue and fire-fighting services Deployment .......................................................5.5.4 Organization ........................................................4.5 Response .............................................................5.5 Staffing .............................................................5.5.5 Alarm (definition)..........................................3.3.5, A.3.3.5 Alarm time (definition)..........................................3.3.42.1 Apparatus Definition ................................................3.3.6, A.3.3.6 Fire (definition)................................................3.3.6.1 Quint (definition)..............................................3.3.6.2 Specialized (definition)........................................3.3.6.3 Approved (definition)......................................3.2.1, A.3.2.1 Attack Definition ..........................................................3.3.7 Initial (definition)..............................................3.3.7.1 Sustained (definition)..........................................3.3.7.2 Authority having jurisdiction Definition ................................................3.2.2, A.3.2.2 Organizational statement ......................................A.4.1.1 Automatic aid Definition ............................................3.3.1.1, A.3.3.1.1 Intercommunity organization .................................A.4.8.1 Automatic external defibrillators (AED).................4.3.2, 4.3.2.1 -B- Basic life support (definition)......................3.3.27.2, A.3.3.27.2 -C- Call processing time (definition)...............................3.3.42.2 Communications systems .............................................6.4 Company (definition)......................................3.3.8, A.3.3.8 Company officer Definition ..........................................3.3.30.1, A.3.3.30.1 Staffing .........................................................5.2.1.2.2 -D- Definitions ........................................................Chap. 3 Deployment Airport rescue and fire-fighting services ........................5.5.4 Emergency medical services (EMS).............5.3.3.4, A.5.3.3.4.3 Fire department services .........................................5.2.3 Initial arriving company ..........................5.2.3.1, A.5.2.3.1.2 Initial full alarm assignment capability .........5.2.3.2, A.5.2.3.2.1 Dispatch time (definition)..........................3.3.42.3, A.3.3.42.3 -E- Emergency incident (definition)...................................3.3.9 Emergency medical care (definition).............................3.3.10 Emergency medical services (EMS)...........................5.3, A.5.3 Organization ........................................................4.3 Purpose ............................................................5.3.1 Quality management .............................................5.3.4 Service delivery deployment .....................5.3.3.4, A.5.3.3.4.3 System components .....................................5.3.2, A.5.3.2 System functions ..................................................5.3.3 System staffing ..................................................5.3.3.3 Emergency operations ...................................5.5.6, A.5.5.6.2 Definition ........................................................3.3.11 Engine companies .................................................5.2.2.1 -F- Fire apparatus (definition)........................................3.3.6.1 Fire chief (definition)..............................................3.3.12 Fire department Organization Airport rescue and fire-fighting services .......................4.5 Emergency medical services ....................................4.3 Fire suppression services ........................................4.2 Intercommunity ........................................4.8, A.4.8.1 Marine rescue and fire-fighting services .......................4.6 Special operations ......................................4.4, A.4.4.2 Wildland fire suppression services .............................4.7 Organizational statement ........................4.1, A.4.1.1, A.4.1.2 Services .........................................................Chap. 5 Deployment ....................................................5.2.3 Additional alarm assignment ............................5.2.3.3 Initial arriving company ....................5.2.3.1, A.5.2.3.1.2 Initial full alarm assignment capability .................5.2.3.2, A.5.2.3.2.1 Fire suppression ..........................................5.2, A.5.2 Operating units ................................................5.2.2 Purpose ...........................................................5.1 Staffing ..........................................................5.2.1 Staffing .................................................5.2.1, A.5.2.1.1 Fire department member (definition)............................3.3.13 Fire department vehicle (definition).............................3.3.14 Fire fighting Airport rescue .......................................................4.5 Definition ................................................3.3.2, A.3.3.2 Marine rescue .......................................................4.6 Wildland fire suppression ..........................................4.7 Fire protection (definition)........................................3.3.15 Fire suppression Definition ..............................................3.3.16, A.3.3.16 Services Deployment ....................................................5.2.3 Operating units ................................................5.2.2 Organization .....................................................4.2 Purpose ....................................................5.2, A.5.2 Staffing ................................5.2.1, 5.2.2, 5.2.3, A.5.2.1.2 Wildland fire .........................................................4.7 First responder (EMS) Definition ..............................................3.3.17, A.3.3.17 Organizational statement ...............................4.3.2, 4.3.2.1 Forcible entry (definition).........................................3.3.18 1710–18 ORGANIZATION AND DEPLOYMENT OF FIRE SUPPRESSION OPERATIONS BY CAREER FIRE DEPARTMENTS 2001 Edition -G- General terms (definition)............................................3.1 -H- Hazard (definition)......................................3.3.19, A.3.3.19 Hazardous materials Definition ........................................................3.3.20 Special operations requirements .............................A.4.4.2 High hazard occupancy (definition)...................3.3.21, A.3.3.21 -I- Incident commander (definition).................................3.3.22 Incident management systems .................................6.2, A.6.2 Definition ..............................................3.3.23, A.3.3.23 Incident safety officer Definition ........................................................3.3.24 Deployment ...................................................5.2.3.3.3 Initial attack (definition)..........................................3.3.7.1 Initial full alarm assignment Definition ........................................................3.3.25 Deployment ........................................5.2.3.2, A.5.2.3.2.1 Initial rapid intervention crew (IRIC) Definition ........................................................3.3.26 Deployment ...........................5.2.3.1.2, 5.2.3.3.2, A.5.2.3.1.2 Intercommunity organization ................................4.8, A.4.8.1 -L- Life support Advanced (definition)........................................3.3.27.1 Basic (definition).................................3.3.27.2, A.3.3.27.2 Definition ........................................................3.3.27 -M- Marine rescue and fire fighting (MRFF).....................5.6, A.5.6 Definition ..............................................3.3.28, A.3.3.28 Operating units ........................................5.6.5, A.5.6.5.1 Organization ........................................................4.6 Staffing .............................................................5.6.4 Member (definition)....................................3.3.29, A.3.3.29 Mutual aid Definition ............................................3.3.1.2, A.3.3.1.2 Intercommunity organization ..........................4.8.1, A.4.8.1 -O- Officers Company (definition)............................3.3.30.1, A.3.3.30.1 Definition ........................................................3.3.30 Staffing .....................5.2.1.2.2, 5.2.1.2.4, 5.2.1.2.5, A.5.2.1.2.5 Supervisory chief (definition)...................3.3.30.2, A.3.3.30.2 Organization ......................................................Chap. 4 Airport rescue and fire-fighting services ..........................4.5 Emergency medical services .......................................4.3 Fire department .....................................................4.1 Fire suppression services ...........................................4.2 Intercommunity ...........................................4.8, A.4.8.1 Marine rescue and fire-fighting services ..........................4.6 Special operations .........................................4.4, A.4.4.2 Wildland fire suppression services ................................4.7 -P- Pre-incident planning systems .................................6.5, A.6.5 Public fire department (definition)....................3.3.31, A.3.3.31 Public safety answering point (PSAP) (definition)..............3.3.32 Purpose of the standard .....................................1.2, A.1.2.1 -Q- Quint apparatus Definition ........................................................3.3.6.2 Staffing ...........................................................5.2.2.4 -R- Rapid intervention crew (RIC) Definition ..............................................3.3.33, A.3.3.33 Deployment ...................................................5.2.3.3.2 Referenced publications .............................Chap. 2, Annex B Related activities (definition).....................................3.3.34 Rescue (definition).................................................3.3.35 Response time Definition ......................................................3.3.42.4 Organizational statement ......................................4.1.2.1 Special operations ..................................................5.4 -S- Safety and health systems .............................................6.1 Scope of the standard ..........................................1.1, A.1.1 Shall (definition).....................................................3.2.3 Should (definition)..................................................3.2.4 Specialized apparatus (definition)...............................3.3.6.3 Special operations Definition ..............................................3.3.36, A.3.3.36 Organization ...............................................4.4, A.4.4.2 Response .............................................................5.4 Staff aide (definition)...................................3.3.37, A.3.3.37 Standard operating procedure (definition)......................3.3.38 Structural fire fighting (definition)...............................3.3.39 Supervisory chief officers Definition ..........................................3.3.30.2, A.3.3.30.2 Staffing .....................5.2.1.2.2, 5.2.1.2.4, 5.2.1.2.5, A.5.2.1.2.5 Sustained attack (definition).....................................3.3.7.2 Systems ............................................................Chap. 6 Communications ....................................................6.4 Incident management .............................6.2, A.6.2, A.6.2.2 Pre-incident planning .......................................6.5, A.6.5 Safety and health ....................................................6.1 Training ..............................................................6.3 -T- Tactical considerations (definition)..............................3.3.40 Team (definition)...................................................3.3.41 Time Alarm (definition)............................................3.3.42.1 Call processing (definition)..................................3.3.42.2 Definition ........................................................3.3.42 Dispatch (definition).............................3.3.42.3, A.3.3.42.3 Response Definition ...................................................3.3.42.4 Organizational statement ...................................4.1.2.1 Turnout Definition ...................................................3.3.42.5 Organizational statement ................4.1.2.1.1, A.4.1.2.1.1(2) Training systems .......................................................6.3 Turnout time Definition ......................................................3.3.42.5 Organizational statement ...................4.1.2.1.1, A.4.1.2.1.1(2) -V- Vehicles Aircraft rescue and fire-fighting (ARFF)..............3.3.3, A.3.3.3 Fire department (definition)...................................3.3.14 Wildland fire suppression services ............................5.7.6.1 -W- Wildland fire suppression Deployment ..........................................5.7.6, A.5.7.6.1.1 Direct attack .....................................................5.7.6.2 Indirect attack ...................................................5.7.6.3 Nonwildland emergencies .......................................5.7.7 Operating units ...................................................5.7.5 Organization ........................................................4.7 Services ...............................................................5.7 Staffing .............................................................5.7.4 1710–19INDEX 2001 EditionCou-W Exhibit 2 Incident Distribution by Occupancy Residential vs. Commercial (2004-2006) City of BozemanFire and EMS Impact FeesExhibit 2: Incident Distribution by Occupancy (Residental vs. Commercial)Residential Commercial Residential Commercial Residential Commercial Residential Commercial TotalVacant Lot7 6 14 15 9 3 30 24 54Sidewalk7 172353243754107161Open Land or Field16 12 11 9 18 12 45 33 78Street, Other16 32 15 39 20 38 51 109 160Buildings/Known Type875 728 899 906 951 845 2725 2479 5204Total 921 795 962 1022 1022 935 2905 2752 5657Percent 53.7% 46.3% 48.5% 51.5% 52.2% 47.8% 51.4% 48.6% 100%Total (2004-2006)Incident Distribution by Occupancy: Residential vs Commercial2004 2005 2006Occupancy Type1 City of BozemanFire and EMS Impact FeesExhibit 2A - Incident Distribution By OccupancyBuilding FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse CallsSub Total Residential Commercial UncategorizedDay care, in commercial propertyC111Eating, drinking places C 111Graded and cared-for plots of land C 111Health care, detention, & correction, other C 111Laboratory or science lababoratoryC111Mental retardation/development disability facilityC111Outbuilding or shedC111Outbuilding, protective shelter C 111Outside material storage area C111Pipeline, power line or other utility right of wayC111Preschool C111Amusement center: indoor/outdoorC1122Bowling alleyC222Bus stationC222Clubhouse C 1 122Clubs, other C 1 122Gas distribution, pipeline, gas distribution C 1 122Laundry, dry cleaningC222Movie theater C222Office: veterinary or researchC1122Personal service, including barber & beauty shopsC 222PlaygroundC222Professional supplies, services C 1 122Public or government, other C 1 122Railroad right of wayC1 122Storage, other C222BankC333Warehouse C333Household goods, sales, repairs C 2 1 144Outside or special property, other C 1 344Recreational, hobby, home repair sales, pet store C 2 244Service station, gas station C 2 244Variable use amusement, recreation places C 3 144Museum C 2 1 255Sports field ( Soccer, football etc. )C1 3 155Ballroom, gymnasiumC31266Church, mosque, synagogue, temple, chapel C 3 1 266Manufacturing, processingC1 1 2266Stadium, arena C 666Athletic/health club C 4 377Convenience store C 6 177Motor vehicle or boat sales, services, repair C 3 1 377Textile, wearing apparel sales C 3 1 377Clinics, Doctors offices, hemodialysis centers C 6 1 1 199Construction site C 2 2 3 299General retail, other C 6 1 299Mercantile, business, other C 2 1 699Specialty shopC311499Elementary school, including kindergarten C 5 1 41010Date Range: From 1/1/2004 To 12/31/2004Occupancy TypeOccupancy CategoryIncident Type Incident Distribution1 City of BozemanFire and EMS Impact FeesExhibit 2A - Incident Distribution By OccupancyBuilding FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse CallsSub Total Residential Commercial UncategorizedDate Range: From 1/1/2004 To 12/31/2004Occupancy TypeOccupancy CategoryIncident Type Incident DistributionDoctor, dentist or oral surgeon's office C 10 1 1 31515Department or discount store C 11 2 2 11616AlleyC 4 741111818Street or road in commercial area C 212121Business office C 1 1 10 2 2 72323Hospital - medical or psychiatric C 2 1 202323Adult education center, college classroom C 23 3 12727Bar or nightclub C 24 1 1 22828Barracks, dormitoryC2712828Jail, prison (not juvenile)C2823030Restaurant or cafeteria C 1 1 1 20 2 5303024-hour care Nursing homes, 4 or more persons C 27 43131Food and beverage sales, grocery storeC281213232Vehicle parking area C 5 31 5 3 14545Hotel/motel, commercial C 47 1 2 1 146565Highway or divided highwayC11915 3101101High school/junior high school/middle school C 10 11111Residential or self storage unitsR111Sorority house, fraternity houseR111Dormitory type residence, otherR888Independant adult retirement no nursing staffR33 13434Assisted living, part time nursing staffR40 5 24747Multifamily dwellingsR1 8 137 3 9 9 17184184Residential street, road or residential drivewayR7 160 20 1 8 11971971 or 2 family dwellingR2 19 302 29 10 22 19403403Vacant lot UCE 5 4 1 1 21313Sidewalk UCE 22 1 12424Open land or field UCE 6 8 1 2 9 22828Street, other UCE 2 44 1 24949Totals: 5 68 2 1,265 87 54 80 156 1,717 875 728 1142 City of BozemanFire and EMS Impact FeesExhibit 2B- Incident Distribution By OccupancyDate Range: From 1/1/2005 To 12/31/2005Building FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse Calls Sub Total Residential Commercial UncategorizedAlcohol or substance abuse recovery centerC1 11Bus stationC1 11Clubs, otherC1 11Day care, in residence, licensedC11 1Eating, drinking places C 1 1 1Educational, otherC11 1Gas distribution, pipeline, gas distributionC1 11Health care, detention, & correction, otherC1 11Laundry, dry cleaningC1 11Outside storage tankC111Personal service, including barber & beauty shopsC 1 1 1Places of worship, funeral parlorsC11 1Railroad right of wayC1 11Storage, otherC11 1Swimming facility: indoor or outdoorC1 11Textile, wearing apparel salesC111Utility or Distribution system, otherC111Variable use amusement, recreation places C 1 1 1Water utilityC111Amusement center: indoor/outdoorC2 22Athletic/health clubC2 22Fixed use recreation places, otherC2 22Household goods, sales, repairsC2 22Museum C 1 1 2 2Outbuilding, protective shelterC112 2PreschoolC1122Professional supplies, servicesC1122Assembly, otherC 1113 3Casino, gambling clubs C 2 1 3 3Clinic, clinic-type infirmaryC3 33Day care, in commercial propertyC123 3Outbuilding or shed C 2 133Outside material storage areaC2 1 3 3Police stationC2133Public or government, otherC2133Recreational, hobby, home repair sales, pet storeC1233Stadium, arena C 3 3 3Courthouse C 1 2 1 4 4Graded and cared-for plots of landC1 124 4Outside or special property, otherC 2 114 4Ballroom, gymnasiumC5 55Convenience store C 4 1 5 5LibraryC4155Manufacturing, processingC 1 135 5Motor vehicle or boat sales, services, repairC1 2 25 5Sports field ( Soccer, football etc. )C4155Warehouse C 2 1 1 1 5 5Clinics, Doctors offices, hemodialysis centersC5166Movie theaterC 4116 6Bank C 1 1 1 4 7 7Elementary school, including kindergartenC6288Incident DistributionIncident TypeOccupancy CategoryOccupancy Type1 City of BozemanFire and EMS Impact FeesExhibit 2B- Incident Distribution By OccupancyDate Range: From 1/1/2005 To 12/31/2005Building FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse Calls Sub Total Residential Commercial UncategorizedIncident DistributionIncident TypeOccupancy CategoryOccupancy TypeChurch, mosque, synagogue, temple, chapel C 7 1 1 9 9Construction site C 8 2 10 10General retail, otherC52121010Service station, gas stationC 1 7 3 11 11High school/junior high school/middle schoolC 912 315 15Specialty shopC72441717Mercantile, business, otherC 9111618 18Jail, prison (not juvenile)C16121919Adult education center, college classroomC1621112121Department or discount store C 15 1 1 2 2 21 21Doctor, dentist or oral surgeon's officeC 19 1 1 2 23 23Street or road in commercial area C 22 1 23 23AlleyC 6 16 5 27 27Business officeC 81351330 30Restaurant or cafeteriaC 2 22 2 1 3 30 30Hospital - medical or psychiatricC 93141633 33Food and beverage sales, grocery storeC 29 1 2 2 34 34Bar or nightclub C 38 1 2 41 41Vehicle parking areaC 6 29 3 2 7 1 48 48Assisted living, part time nursing staffC4015214949Hotel/motel, commercialC 35 2 11 23 71 7124-hour care Nursing homes, 4 or more persons C 67 3 3 4 77 77Highway or divided highwayC 2 112 10 2 4 130 130Residential board and care R 1 1 1Residential or self storage unitsR111Residential, otherR111Boarding/rooming house, residential hotelsR1122PlaygroundR2133Sorority house, fraternity houseR1 1 1 33Dormitory type residence, otherR11111313Barracks, dormitoryR19222323Independant adult retirement no nursing staff R 32 3 5 40 40Residential street, road or residential drivewayR 10 128 22 2 10 3 175 175Multifamily dwellingsR 5 1 135 6 11 3 22 183 1831 or 2 family dwelling R 5 28 2 335 19 31 17 17 454 454Open land or fieldUCE 9 8 3 20 20Vacant lotUCE 12 7 4 6 29 29Street, otherUCE 1 45 5 1 2 54 54SidewalkUCE 4 67 3 1 2 77 77Totals: 10 102 3 1,405 111 86 107 161 1,985 899 906 1802 City of BozemanFire and EMS Impact FeesExhibit 2C - Incident Distribution By OccupancyDate Range: From 1/1/2006 To 12/31/2006Building FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse CallsSub Total Residential Commercial UncategorizedBowling alleyC111Campsite with utilitiesC111Casino, gambling clubsC111Clubs, otherC111Convention center, exhibition hallC111Day care, in commercial propertyC111Eating, drinking placesC111Graded and cared-for plots of landC111Grain elevator, siloC11 1Health care, detention, & correction, otherC111Hemodialysis unitC111Laboratory or science lababoratoryC111Laundry, dry cleaningC111Movie theaterC111Outbuilding or shedC111Personal service, including barber & beauty shopsC111Recreational, hobby, home repair sales, pet storeC111Reformatory, juvenile detention centerC111Roller rink: indoor or outdoorC111Sanitation utilityC111Storage, otherC111Vehicle storage, otherC1 1 1Warehouse C 1 1 1Alcohol or substance abuse recovery centerC222Assembly, otherC222ClubhouseC222CourthouseC1122Educational, otherC222Flammable liquid distribution, pipeline, flammableC222Mental retardation/development disability facilityC222Outside or special property, otherC1 1 2 2Police stationC1122Public or government, otherC1 1 2 2Railroad right of wayC1 1 2 2Stadium, arena C 2 2 2Swimming facility: indoor or outdoorC1122Variable use amusement, recreation placesC222Boarding/rooming house, residential hotelsC333Bus stationC333LibraryC2133Office: veterinary or researchC11133Outbuilding, protective shelterC1 1 13 3Sports field ( Soccer, football etc. )C2133Fixed use recreation places, otherC444Museum C 1 3 4 4Incident DistributionOccupancy TypeOccupancy CategoryIncident Type1 City of BozemanFire and EMS Impact FeesExhibit 2C - Incident Distribution By OccupancyDate Range: From 1/1/2006 To 12/31/2006Building FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse CallsSub Total Residential Commercial UncategorizedIncident DistributionOccupancy TypeOccupancy CategoryIncident TypePlaygroundC1 2 14 4Household goods, sales, repairsC31155Professional supplies, servicesC22155Ballroom, gymnasiumC4266BankC311166Convenience storeC41166Construction siteC2 21117 7General retail, otherC1 6 7 7Athletic/health clubC888Motor vehicle or boat sales, services, repairC212388Church, mosque, synagogue, temple, chapelC999Service station, gas stationC611199Elementary school, including kindergartenC1 31 510 10High school/junior high school/middle schoolC2 61110 10Clinics, Doctors offices, hemodialysis centersC111111Textile, wearing apparel salesC41241111Adult education center, college classroomC11111313Manufacturing, processingC22 12 1513 13Specialty shopC 1 4 2 3 4 14 14Jail, prison (not juvenile)C 14 1 15 15Mercantile, business, otherC1 5 2715 15Hospital - medical or psychiatricC3132101919Doctor, dentist or oral surgeon's officeC 14 1 1 4 20 20Street or road in commercial areaC 1 19 1 21 21AlleyC 5 13 4 22 22Department or discount storeC 1 19 2 22 22Barracks, dormitoryC 2 21 2 1 26 26Bar or nightclubC 1 24 2 1 2 30 30Business office C 1 6 1 1 5 16 30 30Food and beverage sales, grocery storeC 27 2 1 1 31 31Restaurant or cafeteriaC 2 26 1 2 4 6 41 41Vehicle parking areaC17 27214354 5424-hour care Nursing homes, 4 or more persons C 55 2 6 63 63Hotel/motel, commercialC 1 54 1 2 1 7 66 66Highway or divided highwayC 4 108 10 1 7 1 131 131Residential board and careR11 1Residential or self storage unitsR111Residential, otherR1122Sorority house, fraternity houseR1122Dormitory type residence, otherR 1 9 1 11 11Independant adult retirement no nursing staffR 24 5 2 2 33 33Assisted living, part time nursing staffR 45 4 1 2 52 52Residential street, road or residential drivewayR 1 1 113 17 11 11 6 160 160Multifamily dwellingsR 2 4 126 4 15 6 13 170 1701 or 2 family dwellingR 7 36 353 24 45 30 24 519 5192 City of BozemanFire and EMS Impact FeesExhibit 2C - Incident Distribution By OccupancyDate Range: From 1/1/2006 To 12/31/2006Building FiresOther FiresOverpressure RuptureMedical Rescue Hazard CondService CallsGood IntentFalse CallsSub Total Residential Commercial UncategorizedIncident DistributionOccupancy TypeOccupancy CategoryIncident TypeLake, river, streamUCE 1 1 1Vacant lotUCE 8 3 1 12 12Open land or fieldUCE 13 7 2 7 29 29Street, otherUCE 1 1 51 3 2 58 58SidewalkUCE 1 57 1 1 1 61 61Totals: 15 112 2 1,367 93 108 105 155 1,957 951 845 1613 Exhibit 3 Fire Suppression Asset Costs City of BozemanFire and EMS Impact FeesFire Suppresion Asset CostsExhibit 3Land TotalCost 2Cost Total Residential CommercialFire Station 3 4Building 2,814,280$ 300,000$ 3,114,280$ 22% 685,608$ 352,076$ 333,532$ Fire Station 4Building 2,814,280 300,000 3,114,280 48% 1,350,854 693,695 657,160 Fire Station 5Building 2,814,280 300,000 3,114,280 48% 1,350,854 693,695 657,160 Fire Station 6Building 2,814,280 300,000 3,114,280 48% 1,350,854 693,695 657,160 Fire Station 7Building 2,814,280 300,000 3,114,280 48% 1,350,854 693,695 657,160 Replacement Fire Station 2 5Building 2,814,280 300,000 3,114,280 0% - - - Apparatus Acquisitions 65 New Engines 1,900,000 - 1,900,000 58% 1,109,600 569,805 539,795 Total Cost 18,785,680$ 1,800,000$ 20,585,680$ 7,198,626$ 3,696,660$ 3,501,965$ Notes:(1) Capital costs are based on 20-year projections in 2006 Bozeman Fire Protection Master Plan (p148, Figure 74).(2) Land costs assume 2 acres at $150,00 per acre(3) Based on the number of calls (see Exhibit A-2)(4) Percent Impact Fee-Related Percentage is reduced by the amount of funds already allocated toward Fire Station 3 due to previous collection of impact fees(5) Impact Fee is not imposed as the result of the replacement of Fire Station 2 as it is not associated with development(6) Impact Fee allocation is based on 100% for Fire Station 3 and 48% for Fire Stations 4, 5, 6 and 7.Impact Fee Cost 3Station Description Cost1Percent Impact Fee Related Exhibit 4 Present and Future Land Use Classifications City of Bozeman Fire and EMS Impact Fees Exhibit 4: Present and Future Land Use Classifications Existing and 2020 Land Use Designations 2000 1 2020 2 Industrial 992 1132 Commercial 1579 3277 Neighborhood Commercial 178 Community Commercial 965 Regional Commercial 564 Business Park 532 Public Institutions 1038 Residential 4405 18546 Residential 7497 Future Urban 7770 Suburban Residential 3279 Public Lands 1318 1557 Parks and Open Space 586 Other Public Lands 608 Golf Courses 363 Total 8294 24512 Summary of Land Development: 2007 to 2020 Land Use Category 2000 2020 20073 (Interpolation of 2000-2020) Change 2020- 2007 Commercial 1579 3277 2173 1104 Industrial 992 1132 1041 91 Total Commercial and Industrial 2571 4409 3214 1195 Residential 4405 18546 9354 9192 Notes: (1) Bozeman 2020 Community Plan, p. 6-14 (2) Bozeman 2020 Community Plan, p. 6-20 (3) Interpolation based on straight-line growth between 2000 and 2020 Total Acres Land Use Category Exhibit 5 Allowable Residential Impact Fees City of Bozeman Fire and EMS Impact Fees Allowable Residential Impact Fees Exhibit 5 Detached Residential Unit Density: 1 2.26 persons per unit Attached Residential Unit Density: 1 1.90 persons per unit Residential Impact Fee Costs 2 3,696,660$ Residential Population Served 3 11,625 (new population) Cost per Person 317.99$ Detached Residential Unit 718.66$ Administration Fee 35.93 Net Detached Residential Unit Impact Fee 754.60$ Attached Residential Unit 604.19$ Administration Fee 30.21 Net Attached Residential Unit Impact Fee 634.39$ Notes: (1) 2000 Census (2) From Exhibit 3. (3) See 2006 Fire Master Plan Exhibit 6 Allowable Commercial and Industrial Impact Fees City of Bozeman Fire and EMS Impact Fees Allowable Commercial and Industrial Impact Fees Exhibit 6 Commercial/Industrial Impact Fee Costs1 3,501,965$ Commercial Acres Designated for Development (2007 - 2020) 2 530 Industrial Acres Designated for Development (2007 - 2020) 2 44 1,000 sq ft of Gross Commercial Building Area per Acre 3 37.07 1,000 sq ft of Gross Industrial Building Area per Acre 4 37.07 Total Gross Commercial Building Area (1,000 sq ft) 19,639 Total Gross Industrial Building Area (1,000 sq ft) 1,619 Total Gross Building Area (1,000 sq ft) 21,258 Impact Fee per 1,000 sq ft of Gross Building Area 164.74$ Administration Fee 8.24$ Net Commercial Impact Fee 5 172.98$ (1) From Exhibit 3. (2) From Exhibit 4. Repesents only 48% based on assumed development (3) Based on historical City development records (4) Based on historical City development records (5) Per 1,000 sq. ft. of gross building area. Exhibit 7 Compliance with MCA Requirements 1 Exhibit 7 City of Bozeman, Montana Fire and EMS Impact Fees Compliance with MCA Requirements Section 7-6-1602 MCA establishes the requirements in state law for documentation for the development of an impact fee. The statute leaves to the judgment of each community where each piece of information is organized. The table below lists each element and shows where in the City of Bozeman documentation of facility planning and fee calculation the required item is provided. The listed section is a primary, but not exclusive, location where the subject is discussed. Collectively the Fire Master Plan, fee study, capital improvement program, and impact fee ordinance satisfy the required documentation. All referenced documents are available at the City offices. Documentation Item Document(s) Page or Section describes existing conditions of the facility Fire Master Plan Objective 7 establishes level of service standards Fire Master Plan and Fire and EMS Impact Fee Study Appendix A: Section 3 and Exhibit 1 forecasts future additional needs for service for a defined period of time Fire Master Plan Sections II identifies capital improvements necessary to meet future needs for service Fire Master Plan and Fire and EMS Impact Fee Study Section II ; Appendix identifies those capital improvements needed for continued operation and maintenance of the facility Fire Master Plan Objective 7 makes a determination as to whether one service area or more than one service area is necessary to establish a correlation between impact fees and benefits Fire and EMS Impact Fee Study Section 3.3 makes a determination as to whether one service area or more than one service area for transportation facilities is needed to establish a correlation between impact fees and benefits Not applicable to Fire and EMS Service NA establishes the methodology and time period over which the governmental entity will assign the proportionate share of capital costs for expansion of the facility to provide service to new development within each service area Fire and EMS Impact Fee Study Sections 3 and Appendix 2 Documentation Item Document(s) Page or Section establishes the methodology that the governmental entity will use to exclude operations and maintenance costs and correction of existing deficiencies from the impact fee Fire and EMS Impact Fee Study, Fire Section 3 and Appendix; establishes the amount of the impact fee that will be imposed for each unit of increased service demand Fire and EMS Impact Fee Study Section 3 and Appendix has a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact fees for construction of the capital improvements; and (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years Capital Improvements Program for Fire and EMS Services and Fire and EMS Capital Improvement Plan Entire Section for each fund The data sources and methodology supporting adoption and calculation of an impact fee must be available to the public upon request Fire Master Plan, Fire and EMS Impact Fee Study, Capital Improvements Program, impact fee ordinance Documents available on-line and in hard copy at City offices The ordinance or resolution adopting the impact fee must include a time schedule for periodically updating the documentation required under subsection (1) Chapter 3.24, BMC Section 3.24.110, additional specificity to be provided Impact Fee Advisory Committee Meeting– May 22, 2008 1 ** MINUTES ** THE CITY OF BOZEMAN IMPACT FEE ADVISORY COMMITTEE THURSDAY, MAY 22, 2008 6:00 P.M. ITEM 1. CALL TO ORDER AND ATTENDANCE Chair Tim Dean called the meeting to order at 6:05 p.m., in the Commission Room, Municipal Building, 411 East Main Street, Bozeman, Montana. Members Present Staff Present Tim Dean, Chair Chris Saunders, Assistant Planning Director Rick Hixson Tara Hastie, Recording Secretary James Nickelson Ron Kaiser Debra Becker Members Absent Anna Rosenberry Visitors Present Randy Goff Chuck Winn Chair Dean noted all were present with the exception of Ms. Rosenberry and City Engineer Hisxon would be her proxy for the meeting. ITEM 2. ELECTION OF OFFICERS MOTION: Chair Dean moved to nominate Vice Chair Kaiser as Chairperson to begin the next meeting of the IFAC, Ms. Becker seconded. The motion carried 5-0. MOITON: Vice Chairperson Kaiser moved to nominate Mr. Nickelson as Vice Chairperson to begin the next meeting of the IFAC, Ms. Becker seconded. The motion carried 5-0. Chairperson Dean noted vacancies for the IFAC included a CPA, Land Developer, and a citizen of Bozeman. ITEM 3. MINUTES OF NOVEMBER 27th, 2007 and APRIL 10, 2008. MOTION: Chair Dean moved, Ms. Becker seconded, to approve the minutes of November 27, 2007 as presented. The motion carried 5-0. MOTION: Chair Dean moved, Ms. Becker seconded, to approve the minutes of April 10, 2008 as presented. The motion carried 5-0. ITEM 4. PUBLIC COMMENT {Limited to any public matter within the jurisdiction of the Impact Fee Advisory Impact Fee Advisory Committee Meeting– May 22, 2008 2 Committee and not scheduled on this agenda. (Three-minute time limit per speaker.} There was no public comment forthcoming at this time. ITEM 5. CITY COMMISSION LIAISON {A standing item to be used as needed} No items were presented as Commissioner Bryson was not present. ITEM 6. REVIEW AND DISCUSSION A. Randy Goff presentation of Fire Impact Fee Study Assistant Director Saunders noted there would be revisions to the ordinance implementing the study on the next IFAC agenda. He stated the methodology used in the original study would be different from this study and Mr. Goff would explain. Mr. Goff stated the initial study used an approach that had water flow and proximity to buildings included and noted the planning criteria of the 2020 Community Plan had been modified. He stated the City of Bozeman operated the fire stations as a single, integrated fire system and the proposed study used a single fire zone. He stated allocations had been made for residential and commercial development by reviewing incident records kept by the fire station for the years 2004-2006; adding that roughly 51% of the calls were related to residential development and 49% were related to commercial development. He stated Fire Station #2 was excluded as it was to be removed and the current bid for Fire Station #3 would need to be calculated into the study as the information had not been available previously. He noted that the projected future cost amount for Fire Station #3 had been reduced by the amount of fire impact fees that had already been collected. He directed the IFAC to the land use availability for commercial and residential development for the purposes of the Fire Zone Master Plan; he noted the formula used to determine the fire impact fee amounts for residential development. He stated the amount of acres and gross building area per acre was used to determine the formula for commercial fire impact fees. Ms. Becker asked if there had been a reduction in square footage from 2006 to 2007. Assistant Director Saunders responded there had been a significant increase in square footage; adding if people had constructed smaller buildings, there would be a higher cost per square foot. Mr. Goff noted the cost per thousand square feet with administrative fees for commercial development. Assistant Director Saunders noted allocation of the cost had been prorated to allow for the future growth area of the City beyond 2020 and seven fire stations. He noted the expansion of population exceeded the increase in the size of the City of Bozeman. Mr. Goff noted it was a very straight forward approach. Chair Dean responded each consultant firm that had worked on the study had given a different population estimate; adding the higher the population estimate, the lower the fee. Mr. Goff responded the fire master plan worked directly from the 2020 plan in place and would offset the population in the calculation of fees. Assistant Director Saunders responded that if the City had thought all projected growth space would be filled, the amount would move in correlation with Impact Fee Advisory Committee Meeting– May 22, 2008 3 the population. Mr. Goff added that it would not change the calculation for individuals; adding there would need to be a method to allocate between residential and commercial and anticipated usage of those services based on historical incident records provided that method. Vice Chair Kaiser asked how the 48% calculation had been achieved. Mr. Goff responded the projected population and growth areas had been used to determine that calculation and noted the 48% figure would be all capacity allocated to growth expected over next 20 years with the 49% and 51% being the split between eligible and non-eligible costs. He noted there would still be available land to build around the service stations. Planner Saunders explained that projected density and growth had been used for the calculation; noting if growth occurred faster, money would be collected faster, and a fire station would be built faster. He noted the demand, cost, and revenues should move in sequence as long as there were periodic updates to the study. Chair Dean noted it was still based on future development. Ms. Becker asked if different types of incidents (traffic accidents, heart attacks, etc.) had been considered with regard to the study. Mr. Goff responded those incidents had been considered, but all the same equipment would be used for any of those situations. Mr. Winn responded the fire department was being looked at as one service area for the whole City and noted that the necessary equipment would never be doubled up on and added that future apparatus planning done by the fire department had been very responsible. Ms. Becker responded there may be more commercial or residential need in the future and the costs associated would not be properly allocated. Mr. Winn responded Ms. Becker would be surprised to learn that the same man power, ladder truck, and tools were required for all types of incidents; he noted the City of Billings, with a much larger population, had only one ladder truck. Ms. Becker asked if there were building requirements for fire suppression to help alleviate some incidents. Assistant Director Saunders responded there are fire suppression requirements. Mr. Winn responded the economy had a dramatic affect on incidents of fire and the population also seemed to be directly proportional. Chair Dean asked if the average for commercial development over five years would have been better. Assistant Planner Saunders responded the data could be pulled, but Planning Staff had observed that a series of costs were pressing the need for the impact fees. Chair Dean noted two years of historically high amounts of development should not have been used to determine the calculation and suggested a five year period should be used instead; he noted he thought the fee would be substantially less. Ms. Becker stated these impact fees would drive commercial development into the County. City Engineer Hixson noted a residence would be charged the same fee as a 4,000 sq. ft. business. Assistant Director Saunders explained that the costs of commercial street impact fees for most projects had reduced, but projects such as a drive-in bank had increased; noting the difference in fees would not likely be cause for the bank to withdraw their application. Vice Chair Kaiser noted the real gauge would be the 60% calculation. Mr. Goff noted the foundational basis would be supportable in a court of law if the City’s adopted 2020 Community Plan was the study’s supporting documentation; he noted the study would be updated along with the 202 Community Plan and Fire Protection Master Plan. Assistant Director Saunders added that it would be a constantly updated resource and would be thoroughly reviewed every three years with one year reviews to provide for inflation. He added that, by state law, a Growth Policy had to be updated every five years. Impact Fee Advisory Committee Meeting– May 22, 2008 4 Mr. Goff clarified that he and Assistant Director Saunders could look back at previous years to provide a more accurate calculation. Assistant Director Saunders concurred. Chair Dean asked if there would be a 306% change in fees. Mr. Goff responded Chair Dean was correct and he would include a comparison chart in the study. Ms. Becker asked if the City of Bozeman Fire Department had a cooperative agreement between the City and the County. Mr. Winn responded that they did have an agreement. Ms. Becker asked if the County was compensated for their assistance. Mr. Winn responded the County did not get compensation and would call if they ever needed assistance. He noted the City was roughly $1,000,000.00 short for construction of Fire Station #3 and that did not include the cost of a new fire truck. Chair Dean noted impact fees had funded Fire Station #3 at 43%. Assistant Director Saunders explained the current situation with the construction of Fire Station #3 and that there would be updated information from the County Attorney’s Office regarding the pending litigation with a former owner within the next six months. ITEM 7. OLD BUSINESS Chair Dean noted the IFAC would need to work on a definition of “eligible costs” and it would need to be an agenda item. He noted there had been controversy in the paper regarding the $300,000.00 in impact fees assessed for the new elementary school and noted the figure should have been $500,000.00 but was only 60% instead of the full amount; which had not appeared in the newspaper article. Assistant Director Saunders responded there had been some discussion on the topic and the 500 student middle school that exists would be an offset and would count toward the overall balance. Ms. Becker noted it was interesting that impact fees for individual developers had not been paid attention to, but the School District caused the community to be up in arms. Mr. Nickelson added that none of the articles mentioned there were two different tax bases and the school district encompassed more than just the city. ITEM 8. COMMITTEE COMMENTS No issues were raised under this agenda item. ITEM 9. ADJOURNMENT There being no further business to come before the Committee at this time, Chair Tim Dean adjourned the meeting at 7:25 p.m. _____________________________________ _____________________________________ Tim Dean, Chairperson Chris Saunders, Assistant Planning Director Impact Fee Advisory Committee Dept of Planning & Community Development City of Bozeman City of Bozeman Impact Fee Advisory Committee Meeting– June 12, 2008 1 ** MINUTES ** THE CITY OF BOZEMAN IMPACT FEE ADVISORY COMMITTEE THURSDAY, JUNE 12, 2008 6:00 P.M. ITEM 1. CALL TO ORDER AND ATTENDANCE Chair Ron Kaiser called the meeting to order at 6:05 p.m., in the Commission Room, Municipal Building, 411 East Main Street, Bozeman, Montana. Members Present Staff Present Tim Dean Chris Saunders, Assistant Planning Director Rick Hixson Tara Hastie, Recording Secretary James Nickelson, Vice Chair Ron Kaiser, Chair Debra Becker Anna Rosenberry Members Absent Visitors Present Randy Goff Chuck Winn ITEM 2. ELECTION OF OFFICERS The election of officers occurred at the meeting of the Committee on May 22, 2008 and the officers have assumed their positions at this meeting of the Committee. ITEM 3. MINUTES OF MAY 22, 2008. Chair Kaiser stated the second paragraph on page 2 needed to differentiate from the 48% being all capacity allocated to growth expected over next 20 years with the 49% and 51% being the split between eligible and non-eligible costs. He noted there would still be available land to build around the stations giving service. MOTION: Mr. Kaiser moved, Ms. Rosenberry seconded, to approve the minutes of May 22, 2008 with corrections. The motion carried 6-0. ITEM 4. PUBLIC COMMENT {Limited to any public matter within the jurisdiction of the Impact Fee Advisory Committee and not scheduled on this agenda. (Three-minute time limit per speaker.} There was no public comment forthcoming at this time. Impact Fee Advisory Committee Meeting– June 12, 2008 2 ITEM 5. CITY COMMISSION LIAISON {A standing item to be used as needed} Commissioner Bryson apologized for missing five of the previous IFAC meetings and thanked the Committee for inviting him to the current one. ITEM 6. REVIEW AND DISCUSSION A. Decision on recommendation to City Commission regarding Fire Impact Fee Study Assistant Director Saunders presented the Staff memo on floor area ratios for commercial Site Plans. He noted that when costs for commercial structures had been broken down, the FAR in each station area becomes an important item. He stated the Committee had requested additional years of data be presented and commercial construction data for the years 2004-2007 had been compiled; he directed the IFAC’s attention to the table he had provided that illustrated that data. He stated there were four values calculated for each year including the overall average for those areas inside and outside the B-3 District and the medians described illustrated that half were above and half were below median. Mr. Dean noted that if the average was used over a five year period the floor area ratio would be reduced; he added he thought it would just be funding the CIP. Assistant Director Saunders confirmed that only capital costs were considered. Since capital cost is fixed for station and engine, if more dense development is constructed it spreads the cost over more units of demand. He added that more efficiency would come from the system used by the study due to costs of the station already being paid as opposed to the money being used for operational expenses. Assistant Director Saunders directed the IFAC’s attention to a chart that depicted the split between the 49% and 51% and explained that future development would be allowed for in the study and the proposed method would be the fairest way of determining those fees. MOTION: Mr. Dean moved, Mr. Nickelson seconded, to forward a recommendation of approval to the City Commission for the Fire Impact Fee Study. The motion carried 6-0. B. Amendments to Chapter 3.24, “Impact Fees”; implementing the Fire Impact Fee Study update. Assistant Director Saunders explained that the ordinance would be modified to include the necessary language for implementing the Fire Impact Fee Study. He directed the IFAC to the section of the ordinance that would be formally amended and noted that amendment would occur in four locations (equal to roughly 10% of the entire ordinance). Ms. Becker asked if the City Commission would have the authority to allow less than one hundred percent of the impact fees be instituted at this time. Assistant Director Saunders responded there had not been a reference to a percentage of the impact fees, but the Commission could specifically dictate the amount that would be instituted at that time. Ms. Becker stated she would like to clarify that the IFAC might not recommend the institution of 100% of those fees, but would recommend the Fire Impact Fee Study itself; she noted she did not want the Commission saying the Committee had endorsed those numbers proposed by the Fire Impact Fee Impact Fee Advisory Committee Meeting– June 12, 2008 3 Study. Assistant Director Saunders suggested the Committee could endorse only the Study itself and its compliance with statute. MOTION: Ms. Becker moved, Ms. Rosenberry, to forward a recommendation of approval for Amendments to Chapter 3.24, “Impact Fees” implementing the Fire Impact Fee Study based upon the IFAC’s finding that the Study meets the requirements of the regulations of Montana. The motion carried 6-0. ITEM 7. OLD BUSINESS A. Definition of “eligible costs”. Assistant Director Saunders presented the Staff memo noting the language in the ordinance specifically included and excluded certain infrastructure costs; he noted the idea was to clarify the language and make it more specific. He explained possible changes to the existing language. He noted impact fees were not for personal convenience and some of the suggested language would be pertinent to situations of that type. He stated people would be put on notice via institution of language that excluded items that the developer was responsible for, those items that were purchased in error, change orders in contracts, and items which someone would claim to have known nothing about. He noted it would be impossible to foresee every item that could come up and those items would be reviewed on a case to case basis. He noted some expenses would need to be paid up front to demonstrate that the contractor was capable of providing the service being sought. Mr. Dean stated he thought the language included by the City Commission for roundabouts was unnecessary. Planner Saunders responded that Staff or consultants hired by the City would be doing the research if they had not required the applicant to do so. Mr. Dean asked if the costs associated with contracting an engineer would be included in eligible costs. Planner Saunders responded they would not. Ms. Becker asked if all applications for reimbursement would be reviewed by the IFAC or if only reimbursement requests that were in conflict with Staff recommendations. Assistant Director Saunders responded that reimbursement requests would be handled administratively unless there was a conflict. Ms. Becker asked how many reimbursement requests had been received. Assistant Director Saunders responded there were not many requests and added that the thought there were roughly 3-4 per year. Chair Kaiser asked if the ordinance spelled out eligible costs, it was straight forward, and what was being presented would be an administrative policy that did not need reviewed by the IFAC. Assistant Director Saunders responded Mr. Kaiser was correct as the overall policy had been decided by the IFAC and would just need implemented. He noted there had only been 30-35 impact fee reimbursement requests over the last twelve years. Ms. Becker asked if the reimbursement decision could be appealed. Assistant Director Saunders responded there was a two step appeal process that did not include the IFAC unless requested by the City Commission. Ms. Becker suggested it would be helpful for the applicants to have the administrative policy for use as a checklist; she added some of the items would be a matter of judgment. City Engineer Hixson added there was a range of quality of work among engineers Impact Fee Advisory Committee Meeting– June 12, 2008 4 and added he could foresee a day in the future where an applicant had gotten the okay from the City Engineer and the IFAC might disagree with that decision. Vice Chair Nickelson stated some of the items were subjective, but saw no other method by which to make them less subjective. Mr. Dean noted the impact fee pot was too easy to use and he did not want to see the City in trouble for using it in the wrong situation. Assistant Director Saunders responded there were procedures in place with regard to the professional standards of submittals and issues would be worked out in the beginning of the review process. He stated there were unforeseen items that just came up, such as unearthing railroad tracks that no one knew were there. Mr. Kaiser asked when the next meeting of the IFAC would be held. Assistant Director Saunders responded the law enforcement fee was in process, but currently on hold, so there was no definite date for the next meeting; he added it looked like there would be no meetings through the summer. Ms. Becker stated she did not know there was a law enforcement fee. Assistant Director Saunders responded the fee was authorized by statute and would be used for funding the expansion of the police department facilities. ITEM 8. COMMITTEE COMMENTS No issues were raised under this agenda item. ITEM 9. ADJOURNMENT There being no further business to come before the Committee at this time, Chair Ron Kaiser adjourned the meeting at 7:00 p.m. _____________________________________ _____________________________________ Ron Kaiser, Chairperson Chris Saunders, Assistant Planning Director Impact Fee Advisory Committee Dept of Planning & Community Development City of Bozeman City of Bozeman planning • zoning • subdivision review • annexation • historic preservation • housing • grant administration • neighborhood coordination CITY OF BOZEMAN DEPARTMENT OF PLANNING AND COMMUNITY DEVELOPME Alfred M. Stiff Professional Building 20 East Olive Street P.O. Box 1230 Bozeman, Montana 59771-1230 phone 406-582-2260 fax 406-582-2263 planning@bozeman.net www.bozeman.net MEMORANDUM ____________________________________________________________________________________ TO: Impact Fee Advisory Committee FROM: Chris Saunders DATE: June 4, 2008 RE: Fire and EMS Floor Area Ratio Report ____________________________________________________________________________________ As requested at the May 22nd meeting, Staff is providing the report upon which the estimated floor area ratio figure was determined. It was also requested to expand the data set upon which the floor area ratio was developed. The floor area ratio influences expectations for future commercial intensity of development. The report is based upon non-residential site plans submitted for review to the planning office. The data is for the period from 2004-2007. The initial report data set was from 2006-2007. As requested by the Committee, Staff has expanded the research to include a longer time period. The summary pages following this memo show the figures with both a mean and a median value. A floor area ratio (FAR) is a measure of the area of building to area of land. For example a 10,000 square foot building on a 40,000 square foot lot has a FAR of 0.25. A higher FAR represents more intensive development. This affects the fire and EMS impact fee since a more dense development has a higher number of calls for service within the area defined by the adopted response time standard. Since the capital cost of station and engines remains the same per geographic area, a more dense development has a lower cost per unit of building area. A lower density of development will require a higher fee per unit of development since a smaller total number of units of development are assigned to the same capital cost of station and engines. The calculation shows a breakout for the B-3, Central Business District. This is because the B-3 district is markedly different than most of the commercial development in town. The B-3 district had eight entries representing 8% of total non-residential applications 2004-2007. However, updated City policy encourages new development to be more like the downtown than has occurred prior to 2004. The updated study relied upon the more dominant trend of the non-B-3 mean (92% of applications) for considering future demand. This mean shows a clear trend towards intensification. There are some functional, economic, and regulatory limits to this trend which constrain the ability to project it forward. The general trend demonstrated by the data is an increasing intensity of commercial use overall. The data were obtained primarily from the site plans submitted to the Department of Planning and Community Development. Site plan submittal can precede actual construction by up to a year. 2004-2007 Floor Area Ratio for Non-Residential Site Plans Summarized by Year Annual Summary 2004 Overall Mean FAR - 26 sites 0.222 Non B-3 Mean FAR 0.222 B-3 Only Mean FAR - No sites 0.000 Median Value FAR 0.225 2005 Overall Mean FAR - 35 sites 0.365 Non B-3 Mean FAR 0.286 B-3 Only Mean FAR - 2 sites 1.668 Median Value FAR 0.242 2006 Overall Mean FAR - 15 sites 0.546 Non B-3 Mean FAR 0.378 B-3 Only Mean FAR - 2 sites 1.631 Median Value FAR 0.323 2007 Overall Mean FAR - 22 sites 0.999 Non B-3 Mean FAR 0.424 B-3 Only Mean FAR - 4 sites 3.588 Median Value FAR 0.431 Overall Summary 2004-2007 Overall Mean FAR - 98 sites 0.497 Non B-3 Mean FAR 0.308 B-3 Only Mean FAR - 8 sites 2.619 Median Value FAR 0.266 Prepared June 5, 2008 Bozeman Department of Planning and Community Development Data typically taken from site plans submitted to Bozeman Department of Planning and Community Development 0.60.70.80.91Floor Area Ratio Trends by Mean and Median 2004‐200700.10.20.30.40.52004 2005 2006 2007 04‐07Median FARMean FAR 2006-2007 Floor Area Ratio for Non-Residential Site Plans Summarized by Year 2006 Overall Mean FAR - 15 sites 0.546 Non B-3 Mean FAR 0.378 B-3 Only Mean FAR - 2 sites 1.631 Median Value FAR 0.323 2007 Overall Mean FAR - 22 sites 0.999 Non B-3 Mean FAR 0.424 B-3 Only Mean FAR - 4 sites 3.588 Median Value FAR 0.431 2006-2007 Overall Mean FAR - 37 sites 0.815 Non B-3 Mean FAR 0.405 B-3 Only Mean FAR - 6 sites 2.936 Median Value FAR 0.396 Prepared June 5, 2008 Bozeman Department of Planning and Community Development Data typically taken from site plans submitted to Bozeman Department of Planning and Community Development FILE #FILE NAME ADDRESSLOT SQ. FT.BUILDING SQ. FT.Floor Area Ratio Zoning BUILDING USEZ-04136Stoneridge Retail Center SP.COA720 & 808 Stoneridge Dr.91,477 sq. ft.2 totaling 5,534 sq. ft. 0.060 B-1 retail/office buildingZ-04199Snowload Condos CUP 2165 Durston Rd.130,681 sq. ft.5 totaling 31,172 sq. ft. 0.239 B-1,R-O mixed-useZ-04027Bozeman Office Express SP/COA/DEV 119 N. 7th Ave.17,860 sq. ft.5,109 sq. ft. 0.286 B-2 retailZ-04047Hastings Shopping Center SP/COA1601 W. Main St.43,000 sq. ft.7,606 sq. ft. 0.177 B-2 retailZ-04053Famous Dave's CUP/COA1230 N. 7th Ave.37,898 sq. ft.6,783 sq. ft. 0.179 B-2 retailZ-04123Lake Glass Office Building CUP/COA502 Professional Dr.34,282 sq. ft.10,347 sq. ft. 0.302 B-2 retail/office buildingZ-04170Hilton Garden Inn SP/COA2023 Commerce Way142,443 sq. ft.77,525 sq. ft. 0.544 B-2 retailZ-04191Kagy Village SP/COAWest Kagy Boulevard82,765 sq. ft.2 totaling 9,760 sq. ft. 0.118 B-2 mixed-useZ-04209Magic Daimond Too CUP/COA2625 W. Main St.30,928 sq. ft.1,750 sq. ft. 0.057 B-2 retailZ-04230Kenyon Noble PUD Prel.PlanW. Oak St.771,019 sq. ft.86,900 sq. ft. 0.113 B-2 retailZ-04241Town Pump Car Wash SP.COA2607 W. Main St.64,033 sq. ft.5,325 sq. ft. 0.083 B-2 car washZ-04282East Side Office Building SP/COA1050 E. Main St.23,958 sq. ft.5,390 sq. ft. 0.225 B-2 officeZ-04295Gallatin Valley Cinema Further Dev.2825 W. Main St.1,630,030 sq. ft.389,481 sq. ft. 0.239 B-2 retailZ-04318Ash Complex SP 610 Professional Dr.150,720 sq. ft.5,280 sq. ft. 0.035 B-2 officeZ-04064PC Development Office Complex SP3985 Valley Commons Dr.43,839 sq. ft.3 totaling 9,855 sq. ft. 0.225 B-P officeZ-04099CFT/VLC Zoning PUD 2311 S. 7th Ave.717,004 sq. ft.118,228 sq. ft. 0.165 B-Pwarehouse/office buildingZ-04110 & ATasma Creek Realty SP/COA708 N. Rouse Ave.29,349 sq. ft.8,250 sq. ft. 0.281 HMU mixed-useZ-04005Wallace Millworks SP/COA346 Gallatin Park Dr.27,443 sq. ft.10,800 sq. ft. 0.394 M-1 manufacturingZ-04020Williams Plumbing Addition SP2131 Industrial Dr.58,807 sq. ft.8,356 sq. ft. 0.142 M-1 warehouseZ-04028Winegardners Wine Warehouse SP/COA 342 Gallatin Park Drive18,731 sq. ft.3,395 sq. ft. 0.181 M-1 warehouseZ-04042 & ALehrkind Bottling Addition SP/COA 1715 N. Rouse Ave.235,226 sq. ft.33,204 sq. ft. 0.141 M-1warehouse/office buildingZ-04259Sundance Business Court SP/COA 325 Griffin Dr.76,231 sq. ft.3 totaling 24,052 sq. ft. 0.316 M-1 office/warehouseZ-04103House of Clean SP/COA 332 Gallatin Park Dr.36,591 sq. ft.14,963 sq. ft. 0.409 M-2warehouse/office buildingZ-04054Rosa/Johnson Office Building SP/COA 1226 Stoneridge Dr.24,394 sq. ft.6,316 sq. ft. 0.259 R-O officeZ-04124Keller Williams SP.COA1174 Stoneridge Dr.30,492 sq. ft.8,510 sq. ft. 0.279 R-O officeZ-04273Brentwood Professional Center SP/COA 1195 Stoneridge Dr.28,749 sq. ft.9,141 sq. ft. 0.318 R-O office2004Overall Mean FAR 0.222Non B-3 Mean FAR0.222B-3 Only Mean FAR0.000Median Value FAR0.225 FILE #FILE NAME ADDRESSLOT SQ. FT.BUILDING SQ. FT.Floor Area Ratio Zoning BUILDING USEZ-05063Bridger Bubbles Car Wash CUP30 Venture Way40,816 sq. ft.3,983 sq. ft. 0.098 B-1 car washZ-05295Rib Crib CUP/COA1921 W. Oak Street40,511 sq. ft.5,000 sq. ft. 0.123 B-1 restaurantZ-05183Stoneridge Square PUD Prel. Plan1031 Stoneridge Dr.1,476,698 sq. ft.185,000 sq. ft. 0.125 B-1, B-2 retailZ-05128Lowe's PUD Prel. Plan1731 Tschache Lane1,741,980 sq. ft.165,765 sq. ft. 0.095 B-2 large scale retailZ-05263Gallatin Center Lot 11 SP/COA/DEVwest side of North 19th Avenue, between Valley Center Road and Baxter Lane375,055 sq. ft.4 totaling 80,144 sq. ft. 0.214 B-2 retailZ-05270Gallatin Center Lot 12 SP/COA/DEVwest side of North 19th Avenue, between Valley Center Road and Baxter Lane579,353 sq. ft.140,480 sq. ft. 0.242 B-2 retailZ-05006The Garage @ City Center26 E. Mendenhall St.48,352 sq. ft.135,772 sq. ft. 2.808 B-3 retailZ-05026Franks Catering Restaurant SP/COA548 E. Babcock St.5,227 sq. ft.2,760 sq. ft. 0.528 B-3 retailZ-05023First Security Bank CUP/COACottonwood Rd.142,878 sq. ft.11,866 sq. ft. 0.083 B-P officeZ-05030Parkway Plaza Professional Offices SP/COA 3502 Parkway Plaza53,144 sq. ft.12,085 sq. ft. 0.227 B-P officeZ-05061Vann's Appliance SP/COA3406 Laramie Drive87,121 sq. ft. 17,815 sq. ft. 0.204 B-P retailZ-05148Cottonwood Vet Clinic SPSoutheast of Cottonwood/Fallon50,966 sq. ft.6,196 sq. ft. 0.122 B-P vet clinicZ-05218Laramie Professional Office Building SP/COA 3502 Laramie Dr.53,274 sq. ft.10,128 sq. ft. 0.190 B-P officeZ-05039Food Bank Addition SP/COA602 Bond Ave.18,644 sq. ft.5,252 sq. ft. 0.281 M-1 warehouse/officeZ-05095Gallatin Park Professional Offices SPGallatin Park Drive14,026 sq. ft.3,948 sq. ft. 0.281 M-1 officesZ-05114Spratt Building SP/COA317 Gallatin Park Dr.18,295 sq. ft.8,836 sq. ft. 0.483 M-1 warehouse/officeZ-05155Reach Workcenter SP 322 Gallatin Park Dr.37,288 sq. ft.14,500 sq. ft. 0.389 M-1 officeZ-05187Commercial Laundry Sales SP341 Gallatin Park Dr.23,218 sq. ft.5,305 sq. ft. 0.228 M-1 commerical laundryZ-05203Delphini Warehouse/Office Building SP 2485 Manley Rd.43,167 sq. ft.11,806 sq. ft. 0.273 M-1 warehouse/officeZ-05204Serendipity Building SP362 Gallatin Park Drive14,026 sq. ft.3,152 sq. ft. 0.225 M-1 studio/clinicZ-05230Gallatin Toppers SP301 Gallatin Park Dr.23,392 sq. ft.23,401 sq. ft. 1.000 M-1 office/manufacturingZ-05231Montana Black Gold SP/COA710 Osterman Dr.69,261 sq. ft.20,820 sq. ft. 0.301 M-1 office/warehouse Z-05253Northside PUD Prel. Plan1237 N. Rouse Ave.131,552 sq. ft.4 totaling - 44,861 0.341 M-1 mixed-useZ-05144Barnard Office Expansion SP/COA701 Gold Avenue445,710 sq. ft. 23,600 sq. ft. 0.053 M-1,R-S officeZ-05232Cardinal Distributing Addition SP/COA 1750 Evergreen Dr.241,586 sq. ft. 83,908 sq. ft.0.347 M-2 warehouseZ-05117Scrubby's Car Wash SP1193 N. 15th Ave.29,621sq. ft.1,368 sq. ft. 0.046 R-O car washZ-05151Stoneridge Business Park SP/COA 1043 & 1143 Stoneridge Dr.68,484 sq. ft.3 totaling 16,979 sq. ft. 0.248 R-O officeZ-05154Aspen Pointe Addition SP1201 Highland Blvd.609,840 sq. ft.323,900 sq. ft. 0.531 R-O residential officeZ-05191Nicali Office Building SP/COA1283 N. 14th Ave.33,170 sq. ft.29,617 sq. ft. 0.893 R-O residential/officeZ-05192Vet Referral Center SP/COA1635 E. Reeves Rd.121,969 sq. ft.6,700 sq. ft. 0.055 R-O residential/officeZ-05201Stoneridge Business Center II SP/COA 1031 Stoneridge Dr.47,903 sq. ft.9,540 sq. ft. 0.199 R-O residential/officeZ-05235Cape-France Office Building SP/COA 1531 Stoneridge Dr.23,958 sq. ft.5,160 sq. ft. 0.022 R-O officeZ-05271Lot 24, Stoneridge SP/COA 1289 Stoneridge Dr.37,026 sq. ft.5 totaling 11,500 sq. ft. 0.311 R-O residential/officeZ-05272Walton Homestead Condos SP1126 & 1133 N. 15th & N. 14th Ave.27,443 sq. ft.2 totaling 15,550 sq. ft. 0.567 R-O officeZ-05299Lerner Office Building/Homesite Condos SP/COA 907 & 915 N. 17th Ave.101,059 sq. ft.63,658 sq. ft. 0.630 R-Oresidential/office buildings2005Overall Mean FAR 0.365Non B-3 Mean FAR0.286B-3 Only Mean FAR1.668Median Value FAR0.242 FILE #FILE NAME ADDRESSLOT SQ. FT.BUILDING SQ. FT.Floor Area Ratio Zoning BUILDING USEZ-06014Nevado Live/Work Building SP2286 - 2298 Gallatin Green Boulevard27,878.4 sq. ft.10 totaling 27,524 sq. ft. 0.987 B-2 live/work buildingsZ-06113Rosauers Supermarket SP 3265 Fowler Avenue311,018.4 sq. ft.60,045 sq. ft. 0.193 B-2 supermarketZ-06194Owenhouse Ace Hardware SP/COA8695 Huffine Lane113,256 sq. ft.39,114 sq. ft. 0.345 B-2 hardware storeZ-06259Gallatin Green Live/Work Condos SP2310, 2316, 2320, 2338, 2342, 2354, 2364, 2376 Gallatin Green Boulevard86,118.12 sq. ft.8 totaling 33,447 sq. ft. 0.388 B-2 live/work buildingsZ-06104Hall Commercial Building SP438 East Mendenhall Street15,094.sq. ft.5,898 sq. ft. 0.391 B-3 retail/office buildingZ-06224Hill Commercial Building SP129 West Main Street4,760 sq. ft.13,669 sq. ft. 2.872 B-3 retail/residentialZ-06024Fay Office Building SP395 Gallatin Park Drive20,298.96 sq. ft.4,891 sq. ft. 0.241 M-1 office buildingZ-06150Balian Commercial Building SP366 Gallatin Park Drive14,026.32 sq. ft.4,532 sq. ft. 0.323 M-1 industrial/office buildingZ-06155Tablerock Office Building SP 310 Gallatin Park Drive21,692.88 sq. ft.5,572 sq. ft. 0.257 M-1 office buildingZ-06217Burgard Building SP 751 Osterman Drive55,103.4 sq. ft.25,284 sq. ft. 0.459 M-1office/light manufacturingZ-06295Chief Joseph Middle School SP4155 Kimberwicke Street1,263,327.1 sq.ft.166,000 sq. ft. 0.131 R-1 middle schoolZ-06091Fellowship Baptist Church SP 1480 North 27th Avenue478,724.4 sq. ft.53,000 sq. ft. 0.111 R-3 churchZ-06028Oak Street Office Building SP/COA1276 North 15th Avenue35,006 sq. ft.9,869 sq. ft. 0.282 R-O office buildingZ-06177Vista Office Building SP 1188 North 15th Avenue26,757 sq. ft.2 totaling 14,332 sq. ft. 0.536 R-O office buildingsZ-06216Capstone Medical Offices SP 1532 Ellis Street30,000 sq. ft.20,000 sq. ft. 0.667 R-O medical offices2006Overall Mean FAR 0.546Non B-3 Mean FAR0.378B-3 Only Mean FAR1.631Median Value FAR0.323 FILE #FILE NAME ADDRESSLOT SQ. FT.BUILDING SQ. FT.Floor Area Ratio Zoning BUILDING USEZ-07051South Towne Square SP 2000 South 3rd Avenue216,493.2 sq. ft.5 totaling 24,000 sq. ft. 0.111 B-1 retailZ-07219Laurel Glen Office Complex 964 Longbow Lane88,862.4 sq. ft.5 totaling 21,688 sq. ft.0.244 B-1 office buildingsZ-07228Starbucks Coffee on N. 19th Ave. SP/COA 1765 North 19th Avenue45,513 sq. ft.1,750 sq. ft. 0.038 B-1 retail buildingZ-07092Snowload Office Building SP/COA801 West Main Street50,250 sq. ft.26,136 sq. ft. 0.520 B-2 office building Z-07167Swanson Building SP3796 Equestrian Lane5,056 sq. ft.8,855 sq. ft. 1.751 B-2 mixed-use buildingZ-07033JLF Addition SP/COA/DEV 140 East Main Street8,555 sq. ft.17,420 sq. ft. addition - existing 12,262 sq. ft. (total = 29,682 sq. ft.) 3.491 B-3 retail/residentialZ-07048Color World Addition SP/COA/DEV 201 East Mendenhall Street21,063 sq. ft.4,600 sq. ft. addition - existing 10,816 sq. ft. (total =15,416) 0.732 B-3office/warehouse additionZ-07252Rialto Building SP/COA 10 West Main Street4,260.168 sq. ft.9,325 sq. ft. addition - existing 14,068 sq. ft. (total = 23,393 sq. ft. 5.491 B-3mixed-use retail/residentialZ-07278Willson Building (Armory) SP/COA/DEV 24 West Mendenhall Street19,166.4 sq. ft.88,894 sq. ft. 4.638 B-3 mixed-use buildingZ-07145Bozeman Brewery SP/COA/DEV 801 & 803 North Wallace Avenue64,294.56 sq. ft.2 totaling 55,010 sq. ft. 0.856 HMUcommercial/office/ residential buildingsZ-07119 Bridger Center MiSub Master SP100, 104, 108, 114 Bridger Center Drive73,381.176 sq. ft.4 totaling 20,905 sq. ft. 0.285 M-1 manufacturing buildingsZ-07120Simkins-Hallin Warehouse SP/COA/DEV 602 East Lamme Street25,460 sq. ft.6,720 sq. ft. addition - existing 8,400 sq. ft. (total = 15,120 sq. ft.) 0.594 M-1 warehouse additionZ-07166Harston Building SP/COA503 Bridger Drive98,010 sq. ft.15,096 sq. ft. 0.154 M-1 mixed-use buildingZ-07216Degidio Sheet Metal SP325 Gallatin Park Drive23,086.8 sq. ft.8,640 sq. ft. 0.374 M-1 manufacturing buildingZ-07235Cattail Creek Lofts SP North 27th Avenue84,767.76 sq. ft.7 totaling 33,600 sq. ft. 0.396 M-1 warehouse/loft buildingsZ-07260Sundance Business Park II SP/COA Maus Lane78,408 sq. ft.2 totaling 19,803 sq. ft. 0.253 M-2 industrial buildingsZ-07074Legends @ Bridger Creek II Clubhouse SP 1625 Boylan Road53,143.2 sq. ft.2,840 sq. ft. 0.053 R-1 community buildingZ-07059Flanders Crossing Condos SP1107/1153 Flanders Creek Avenue61,855.2 sq. ft.2 totaling 35,888 sq. ft. 0.580 R-O residential/officeZ-07061Oakway Office Building SP 1165 North 14th Avenue23,348.16 sq. ft.2 totaling 14,129 sq. ft. 0.605 R-O office buildingsZ-07131Boshaw (Lerner) Condos SP907 & 915 North 17th Avenue 136,778.4 sq. ft.63,658 sq. ft. 0.465 R-O condo/office buildingsZ-07176Haggerty Lane Cottages SPHaggerty Lane217,800 sq. ft.26,688 sq. ft. 0.123 R-O residential officeZ-07214Stoneridge Business Park SP/COA 1066 & 1122 Stoneridge Drive61,419.6 sq. ft.2 totaling 13,780 sq. ft. 0.224 R-O office buildings2007Overall Mean FAR 0.999Non B-3 Mean FAR 0.424B-3 Only Mean FAR 3.588Median Value FAR0.431 planning • zoning • subdivision review • annexation • historic preservation • housing • grant administration • neighborhood coordination CITY OF BOZEMAN DEPARTMENT OF PLANNING AND COMMUNITY DEVELOPME Alfred M. Stiff Professional Building 20 East Olive Street P.O. Box 1230 Bozeman, Montana 59771-1230 phone 406-582-2260 fax 406-582-2263 planning@bozeman.net www.bozeman.net MEMORANDUM ____________________________________________________________________________________ TO: Impact Fee Advisory Committee FROM: Chris Saunders DATE: June 4, 2008 RE: Fire and EMS Exhibit 3 ____________________________________________________________________________________ At the presentation by Mr. Goff on May 22nd there were some questions relating to Exhibit 3, the column assigning less than 100% of the cost of the new stations to the projected new growth. The fire master plan upon which the study is based may be found at http://www.bozeman.net/planning/plans_planning.aspx. The first figure shown below is the projected fire/EMS demand distribution at build out of the City’s current planning area. The second figure is the station siting and response time polygon from the stations planned to service that future growth. The planning area is the light tan shaded area in the background of the images. The planning area was established through the Bozeman 2020 Community Plan [2020 Plan] which was adopted in October 2001. It may be found at http://www.bozeman.net/planning/plans_planning.aspx. The City’s process to project demand for land over the 20 year planning horizon of the growth policy is described in Section 6.2.2 of the 2020 Plan, and particularly on page 6-16 it notes that more than the minimum quantity for projected growth is mapped. The anticipated growth did not consume all of the geographic area within the City’s planning area. The most recent edition of the future land use map for the growth policy is attached. Fire station distribution is based upon the time from station alert to response on site which in turn is directly related to geographic location. The standard for response time was established through the Fire Master Plan which was adopted by resolution of the City Commission. The Fire Master Plan looked at both the projections for increased population over the 2020 Plan 20 year planning horizon and at final build out to serve the entire planning area. The sequence of construction of stations will be determined by need for service to new areas. For example, the third station now in review is sited in the NW part of town which has seen the greatest quantity of growth over the past ten years. The projected population growth for the 2020 Plan was never expected to fully fill all of the geographic extent of the planning area. Therefore, the final buildout analysis required to site new fire stations was looking at an area which at the time of the Fire master plan development allowed for considerable additional development. The cost per person for capital expansion must take into account that the projected population can only be charged for their share of the total station buildout. In order to do this an estimation of additional land to be consumed by new growth was drawn based upon the land use demand factors described in the 2020 Plan. This analysis showed that the anticipated additional population would consume 48% of the new land available for development within the 20 year planning horizon of the 2020 Plan. Therefore, Exhibit 3 shows a 48% allocation of costs for future fire stations 4-7. The remaining area for new development and associated service costs is assigned to future development not yet projected. Page 2 COTTONWOODO VALLEY CENTER SYPES CANYON GOOCH HILLBAXTER DURSTON HUFFINE STUCKY BLACKWOOD PATTERSON JOHNSON FOWLERNASH SOURDOUGHMOUNT ELLISBOZEMAN TRAIL BRIDGER CANYONSTORY MILLFUTURE LAND USE MAP Bozeman 2020 Community Plan