03-10-1997 - Workshop
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THE CITY OF EDGEWATER
POST OFFICE BOX 100, EDGEWATER, FLORIDA 32132-0100
Mayor Jack H. Hayman
District 1 Councilman Danny K. Hatfield
District 2 Councilwoman Louise A. Martin
District 3 Councilman Michael D. Hays
District 4 Councilman David L. Mitchum
City Manager George E. McMahon
City Attorney Krista A. Storey
City Clerk Susan J.Wadsworth
March 5,
1997
-PUBLIC NOTICE-
The city Council of Edgewater will be
holding a workshop at 7:00 p.m. on Monday,
March 10, 1997, in the Community Center. The
purpose of the workshop 1S for the city
Council to discuss the development of the
proposed new fire/rescue station #57.
lsk
\
CITY MANAGER'S OFFICE
104 NORTH RIVERSIDE DRIVE
(904)424-2404 FAX-(904)424-2409
THE MISSION OF THE EDGEWATER
DEPARTMENT OF FIRE AND RESCUE SERVICES IS
TO PROTECT LIVES AND PROPERTY BY:
PROVIDING COST EFFECTIVE FIRE PREVENTION,
FIRE SUPPRESSION, EMERGENCY MEDICAL
SERVICES, AND DISASTER PREPAREDNESS TO
THE CITIZENS OF THE CITY OF EDGEWATER.
11 0 1 01r
*
ter__
OUR COMMON VISION IS THAT WE ARE A
GROUP OF PROFESSIONALS DEDICATED TO
PROVIDING A SAFE AND HEALTHY COMMUNITY
FOR TODAY AND TOMORROW.
WE ARE: WWCEWATE1 'S LI f-t. FORCE
City Of Edgewater
Department Of Fire Rescue Services
William C. Vola, Chief
,,.,, P.O. Box 100
Edgewater, Fi 32132 -0100
Phnne 904/474 -7445 Fax 904/474 -7450
The Edgewater Department of Fire and Rescue services traces its beginning back
to early 1948, when a group of armed forces veterans formed a volunteer fire
department.
Your current Fire /Rescue service bears only a passing resemblance to that
original volunteer firefighting force. In addition to traditional fire suppression, we are
also providing Paramedic level (A.L.S.) emergency medical care, hazardous materials
protection, water rescue, and a life safety response to any of an overwhelming number
of unnamed life endangering situations that people get themselves into.
We are the city agency responsible for public health, fire, and safety inspections,
safe building design and construction consultation, and the enforcement of health and
safety regulations. In addition, we have undertaken the role as the disaster planning,
response, and recovery agency for our community. We wrote the city's disaster plan,
have been conducting awareness and response training for our employees and
residents, and to retrofit our municipal buildings with structural improvements to
lorry
harden them against storm events.
Most recently, in compliance with the goals and objectives recommended by a
citizen group and reviewed by the City Manager and City Council, we have begun the
process to widen our scope of services to include the delivery of basic health care to
our residents. The first phase of this program, an immunization program for the
required inoculation of municipal employees, will begin shortly. The second phase of
the program will be to offer pre - school immunizations, which will commence most
probably in April of 1997. The third phase will be to offer the entire range of
immunizations to our community, making those inoculations more easily accessible
and less expensive to our residents. Future projects may include ambulance service,
physical exams, basic wound care, and wellness checks for our residents. Again, this
would make that care more easily accessible and less expensive than traditionally
available. These programs will be financially self supporting through users fees thereby
costing our taxpayers no money and will be yet another increase in the cost
effectiveness of our department.
As can be seen through this overview, a more accurate name that would better
describe our service would be the Edgewater Department of Emergency Services.
EDGEWATER'S LIFE FORCE
All of this is being accomplished through the extraordinary efforts of a very
�.r small, dedicated, professional group of Emergency Services personnel, both career and
volunteer. The International City /County Management Association (ICMA) has
established a recommended Fire Department staffing level of 1 to 1.65 Firefighters per
1,000 residents. This equates to a minimum recommended staffing level of 18 to 30
firefighters for the city of Edgewater. This level of staffing was established for
firefighting only and does not include the additional duties and responsibilities that
our personnel perform daily. In comparison to these standards, our career staffing is
only 8 personnel or approximately 1 Fire /Rescue professional per 2,250 residents, or
approximately 1/3 of the recommended standard for personnel.
The ICMA and the Insurance Services Office (I.S.O.) also recognize trained
volunteers as a viable staffing source, but do so based upon a ratio that recognizes the
volatility of their availability. The I.S.O. will credit our community for our volunteers
on a ratio of 5 volunteers to approximately equal 1 on -duty professional. With our
current level of 20 active, trained volunteers this approximates to 4 additional
personnel, which gives us credit for 12 firefighters in our community. This level is
critically below the recommended minimum of 18 to 30 personnel for firefighting
only.
'tar The reality of our current substandard level of staffing is that the occurrence of
any fire, a complicated rescue situation, or more than a single emergency incident
instantly exceeds the capacity of our personnel to perform in a safe, effective manner.
One result of this inadequate staffing is that a second emergency may not get a
response for a considerable time period, if at all. This situation may have resulted in
the death of a resident when Engine #55 was working another medical emergency. By
the time an ambulance arrived at his home, his untreated shortness of breath had
progressed to cardiac arrest and he was unable to be resuscitated. On another instance,
_ response to a home fire was delayed with the end result of a substantial increase in the
fire prior to arrival of the first Engine Company. There was a large property loss
suffered by the homeowner, including irreplaceable family photographs and other
mementos that insurance could not restore.
Another result of this inadequate staffing is that the amount of our residents
property destroyed by fire has increased for the last 2 years. The ratio of loss to save
has decreased again this year in spite of very aggressive attacks launched by our
personnel in violation of Occupational Safety and Health Administration (OSHA) and
National Fire Protection Association (NFPA) personnel standards.
2 EDGEWATER'S LIFE FORCE
These two organizations have established an occupational safety standard of a
minimum of 4 fully trained, protected firefighters be on scene prior to any interior fire
'' attack operations begin. We routinely launch dangerous interior fire operations with
only 2 personnel on scene, unsure of whether more personnel will arrive to back them
up.
Multiple studies have identified that a 4 minute response time is the maximum
amount of time to allow Emergency Medical professionals to get to a critically ill or
injured patient in time to prevent their death. This same rapid response time reduces
the amount of time a patient will spend in the hospital, reduces the degree of pain they
will suffer, and significantly reduces the costs of the medical care that our residents
have to pay for.
Other validated studies have indicated that a 4 minute response time will usually
allow firefighters to arrive while a structure fire is still in the incipient stage, which will
lead to a rapid fire control and minimal property loss. This saves the home or business _
owner a tremendous amount of money and reduces the intangible losses such as lost
business revenues, lost customers, and loss of items that cannot be replaced or
restored by insurance coverage. According to the U.S. Chamber of Commerce, only one
out of ten businesses that suffer a significant fire ever recovers.
The addition of Fire /Rescue Station #57 in the South end of our city will go a
' long way to increasing the level of services to the community and reducing the
response times to our second busiest Public Protection District. The success or failure
of our ability to resuscitate a critically ill patient or to quickly confine a fire is a direct
function of time. When Station #5 7 is activated and staffed, we will be able to average a
response time of 4 minute or less to nearly 75% of our community. Even if this station
is not staffed, it will allow us to shelter several very expensive, critical apparatus that
are currently out in the elements and marginally reduce the response times in that
area of our city. Volunteer personnel will be able to drive a far shorter distance to a
Station in their neighborhood, and respond with an apparatus from there without
crossing railroad tracks 2 or more times. This will result in a net decrease in response
times to the neighborhoods around that station. Again, decreasing a current 6 minute
response time by even 1 minute will pay large dividends in reduced property losses
from fire and improved survival rates from critical illnesses.
We have been notified that the Insurance Services Office (I.S.O.) will be
conducting their survey of our community to assess the Fire Risk Classification in the
next year. The ratings range from a 10 (worst) down to a 1, with Edgewater's current
rating established at a Class 7. These rating classes are the criteria by which most
110 insurance companies set their rates for fire insurance.
3 EDGEWATER'S LIFE FORCE
Each reduction in classification may result in a 5% or more decrease in the
premium cost for insurance for homeowners and an even greater percentage for
commercial buildings.
The I.S.O. evaluates all aspects of a community's fire protection system, from the
inspection program, to water system, hydrants, maintenance and flow testing, daily
water supply demand, communications, and of course, the Fire /Rescue Department.
The I.S.O. Community Fire Protection Grading Formula deducts 1 person from the duty
crew for each 1,000 non -fire responses that the department responds to. We answered
over 1,700 emergencies in 1996, with approximately 92% (1500 +) of them being non -
fire emergencies. This will be viewed as a reduction of 1.5 personnel from the on duty
staffing of 2 personnel. In effect, we will be viewed as having an unmanned apparatus
located within our Station #55. While this method of staffing calculation may sound
somewhat unfair on the surface, the increases in the fire losses our residents and
business owners have suffered acts ally reflects the validity of their formula. The net
result may actually degrade the classification of our community and cost our residents
and business owners an increased fire insurance P remium.
The question of where the money to build this station will come from has
already been answered. The vast majority of the necessary funds have been raised and
set aside by the City Council for the construction of this station. These funds were
'low generated by the sale of the old Mango Tree Drive Fire Station, which was in a very
poor tactical location and not designed to function as a staffed facility.
After the purchase of the land, a balance of approximately $193,000 remains for
the construction project estimated to cost $250,000. It is anticipated that it will take
approximately 280 days to complete the design, permitting, and construction of this
facility. There should be no need to purchase any new apparatus for this station:
Engine #57 can easily be converted to an A.L.S. response unit fairly quickly. A majority
of the conversion process has already been completed over the past 18 months. This
has been done inexpensively, with much of the work being performed by our
personnel and the city Vehicle Maintenance Division. We anticipate that we may be
able to secure a grant for the $15,000 upgrade costs through the same E.M.S. Grants
program that funded the A.L.S. equipment currently in use on Engine #55.
The funding of Fire /Rescue's operations is also truly astounding; approximately
11 ct per resident per day in 1996. In a comparison of cities in Volusia County similar to
our own, Edgewater had the lowest daily per capita funding of any Fire /Rescue
Department: New Smyrna 38, Holly Hill 16, South Daytona 13, Edgewater 11(
(Holly Hill & South Daytona do not provide Paramedic service).
Now
4 EDGEWATER'S LIFE FORCE
Our residents paid less for Fire /Rescue services for one month than they did to rent a
single, first run video movie.
*"" The need for Fire Station #57 is not a future one, but one that is clearly long
overdue. This facility, and the personnel to operate it, are part of the base function of
providing for the life safety and well being of our citizens. When Fire /Rescue is
activated, they are responding because a resident's life or property is in immediate
danger. Our citizens expect those rescuers to stop and/or correct the emergency
conditions that are occurring at that moment. Last year we had 240 instances where
two or more emergencies were occurring at the same time; many of these situations
resulted in no response from Fire /Rescue due to lack of any available units. A rapid,
competent first response must be provided in order for us to meet the emergency
needs of our citizens.
The level of emergency medical treatment that we provide should be equal
throughout all of the neighborhoods in our city: Station #55 and Station #57 should
both be staffed and certified to provide Advanced Life Support within their response
districts. This will assure that the overwhelming majority of our residents have access
to the lifesaving medical care and fire protection that they need and deserve.
These two staffed stations will provide the baseline for providing the public
health and safety services needs today and the launching point into meeting our
* ftw' residents demands tomorrow.
5 EDGEWATER'S LIFE FORCE
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THE GOALS OF THIS DEPARTMENT ARE ESTABLISHED IN FOUR CATEGORIES:
1. Emergency Services Delivery
2. Internal Training & Education
ik.. 3. Community Education & Preparation
4. Community Prevention Programs
Under these four major categories are listed goals that need to be accomplished.
We have identified the length of time we estimate will be required to complete
each goal.
S = short term up to one year
M = medium term from 1 to 3 years
L = long term from 3 to 7 years
Fire /Rescue began a series of brainstorming and planning sessions to identify
current roles and levels of service, and where we felt improvements and new
roles would need to be provided to best serve our community. Career and
volunteer supervisors and the president of the Fireman's Association were
involved in each of there sessions. This process occurred over nearly 7 months of
repeated, intense sessions which resulted in a set of draft services goals.
Those draft goals were then submitted to a wide cross section of our residents
and business professionals for their review and comment. Several workshops
were hosted by the Chamber of Commerce over 2 months, where these community
`. leaders discussed these goals and the services and performance levels that they
expected of our Department.
This report represents the consensus of those interested community leaders and
provides this Department with a proposed road map by which we may begin our
planning efforts.
Once this set of goals has been given final review and approval by the
management of the City of Edgewater, they will become the basis for our
operational planning, budgeting, and departmental personnel development.
1 EDGEWATER'S LIFE FORCE
I. EMERGENCY SERVICES DELIVERY
A. Increased emergency incident planning (S)
• B. Improved emergency dispatch service(M)
C. Increased level of service (M)
D. Increased quality assurance (S)
E. Improved access to fire suppression water supplies (M)
II. INTERNAL TRAINING & PREPARATION
F. Increased level of Emergency Medical training and education (M)
G. Increased level of specialized Fire /Rescue training and education (M)
H. Improved Employee Disaster preparedness (M)
III. COMMUNITY EDUCATION AND PREPARATION
I. Increased community prevention /preparedness education (L)
tope
J. Reduced civilian fire injuries (casualties) (M)
K. Reduced dollars (property) lost to fire (M)
IV. COMMUNITY WIDE PREVENTION PROGRAMS
L. Reduced I.S.O. class (L)
M. Improved codes and regulations (L)
N. Immunization of the public (S)
0. F.D. immunization (S)
P. Increased diversity of public health screenings (M)
Q City employee wellness programs (M)
2 EDGEWATER'S LIFE FORCE
I. EMERGENCY SERVICES DELIVERY
A. INCREASED PRE - INCIDENT PLANNING (short term)
CURRENT EFFORTS IN THE DEVELOPMENT OF COMPREHENSIVE PRE -PLANS
Recognition of the need and importance of pre - incident planning
Standard format for pre- incident plans has been developed and adopted
Several Pre - incident plans have been completed
NEEDED EFFORTS TO DEVELOP MORE PRE - INCIDENT PLANS
Comprehensive data collection for all major bldgs. /complexes
Organized and computerized data retrieval system
Improved records keeping with regards to SARA Haz. Mat data
Integrate pre- incident data with actual incident experience to develop targets
RESOURCES NEEDED TO DEVELOP COMPREHENSIVE PRE - INCIDENT PLANS
1. Increased clerical /records staff support man -hours
2. Correlation's of SARA Haz. Mat. data
3. Enforcement of SARA Haz. Mat. requirements on Haz. Mat. users /generators
4. Tactical staff hours to develop and maintain plans from data
5. Computer software
Ntaw
3 EDGEWATER'S LIFE FORCE
B. IMPROVED EMERGENCY INCIDENT DISPATCH SERVICES (medium term)
CURRENT EFFORTS TO IMPROVE EMERGENCY INCIDENT DISPATCH
Integrated dispatching console
Intermittent use of 2 dispatchers
Modernized radio equipment
Powerphone® dispatcher training program
Cell phone in staffed Engine Company
NEEDED EFFORTS TO IMPROVE EMERGENCY INCIDENT DISPATCH
Minimum of 2 dispatchers on duty at all times
Segregate duties of law enforcement and fire /rescue dispatchers
Develop Fire /Rescue dispatching protocols
Eliminate switchboard duties of dispatchers
Automate dispatch system (CAD)
Modernize dispatching facility 9 Y -
RESOURCES NEEDED TO IMPROVE EMERGENCY INCIDENT DISPATCH
1. Additional police /fire /rescue dispatcher position
2. Technical staff man -hours to develop validated Fire /Rescue radio protocols
3. Fund improvements in remodeling of Dispatch for second position
`"' 4. Move telephone switchboard
5. Research and purchase integrated CAD system
4 EDGEWATER'S LIFE FORCE
C. INCREASED LEVEL OF EMERGENCY SERVICES PROVIDED (Medium term)
CURRENT EFFORTS UNDER WAY TO IMPROVE LEVEL OF EMERGENCY SERVICES
Staffing 1 Advanced Life Support Engine (Paramedic)
Equipping Volunteers with Structural and Forestry Bunker Gear
Equipping Volunteers with Basic Life Support medical Supplies
Scheduling repetitive training on each of the 4 shifts
Identification of specialized response needs (Haz. Mat., confined spaces, urban
search & rescue, heavy extrication, environmental protection, etc.)
Issued portable radios to each Lt.
Sending Volunteers to Fire /Rescue, EMT, & Paramedic school
Structured volunteers into same 4 shifts as career
Outfitting Utility truck as first response "take home' vehicle for Volunteers
NEEDED EFFORTS TO INCREASE THE LEVEL OF EMERGENCY SERVICES
Reduce response times in Districts 56, 57, and 58
Improve ratio of Fire /Rescue personnel to the population
Provide for ability to respond to more than one incident
Comprehensive training for specialized responses
Modernize training, equipment, and apparatus
EMS transport services (Ambulance)
Nave RESOURCES NEEDED TO INCREASE THE LEVEL OF EMERGENCY SERVICES
1. Construct, activate, and staff Fire /Rescue Station #57
2. Second staffed ALS Engine
3. Additional specialized rescue equipment
4. Develop comprehensive capital equipment replacement /rehabilitation
schedule
5. Fire /Rescue Training Officer to conduct specialized training certification
programs
6. Technical staff man -hours to perform Ambulance feasibility study
5 EDGEWATER'S LIFE FORCE
D. INCREASED SERVICES QUALITY ASSURANCE (short term)
CURRENT QUALITY ASSURANCE EFFORTS
On -Scene peer review of treatment against emergency medical protocols
Staff review of all incident reports
Medical Director review of select random emergency medical incidents
Post incident analysis of significant Fire /Rescue events
Vigorous investigation of any /all performance complaints from public
NEEDED QUALITY ASSURANCE EFFORTS
Develop in -house Q.A. program or adopt "canned" program
Develop User Satisfaction questionnaire
Review data from questionnaires and adjust Department programs
Field evaluation of medical treatment by Medical Director
RESOURCES NEEDED TO INCREASE LEVEL OF QUALITY ASSURANCE
1. Technical staff man -hours to develop Q.A. program
or
1. Technical staff man -hours to research "canned" Q.A. Program
2. Technical staff man -hours to train personnel & administer Q.A. program
� Clerical man -hours to send, collect, and collate User Questionnaires
6 EDGEWATER'S LIFE FORCE
E. IMPROVED ACCESS TO FIRE FLOW WATER SUPPLIES (medium term)
CURRENT EFFORTS TO IMPROVE ACCESS TO FIRE FLOW
Utilities Department & Fire /Rescue finalizing new Utilities Master Plan
Comprehensive plans reviews to assure project fire flow
Final development of hydrant infill schedule
NEEDED EFFORTS TO IMPROVE ACCESS TO FIRE FLOW
Develop comprehensive hydrant infill plan for deficient areas
Color code (NFPA) hydrants to identify fire flows
Install blue pavement markers to identify hydrant locations
Work with Utilities to improve looping /gridding of mains
Develop alternate fire flow water sources
More stringent development codes to provide for fire flows
RESOURCES NEEDED TO IMPROVE ACCESS TO FIRE FLOW
1. Tactical staff time to work with Utilities in plans development
2. Purchase blue pavement markers & epoxy
3. Purchase of dry hydrants and cost of soil stabilization
4. Staff time to develop improved city Development Code
S. Attorney review of proposed Fire Code
7 EDGEWATER'S LIFE FORCE
11. INTERNAL TRAINING 8 PREPARATION
F. INCREASED LEVEL OF EMERGENCY MEDICAL TRAINING AND EDUCATION
,, (medium term)
CURRENT ANNUALIZED INTERNAL EMERGENCY MEDICAL TRAINING
*EMT Refresher 32 hrs.
*Com -bi -tube Airway 4 hrs
*Communicable Diseases 2 hrs
*Epi -Pen autoinjector 2 hrs
*Automatic Defibrillator 4 hrs
*EMS /BLS Medical Treatment Protocols 2 hrs
*Emergency Vehicle Ops 8 hrs
Specialized medical procedures 12 hrs
TOTAL CURRENT ANNUAL MEDICAL TRAINING 78 hrs
NEEDED ADDITIONAL ANNUAL EMERGENCY MEDICAL TRAINING PROGRAMS
*Paramedic Refresher 40 hrs
*Trauma Life Support 16 hrs
*ALS Medical Treatment Protocols 12 hrs
*Advanced Cardiac Life Support /Pediatric Life Support 16 hrs.
`''liV *Paramedic Procedures 16 hrs
Health and Safety Practices 12 hrs
Critical Incident Stress 4 hrs
TOTAL UN -MET MEDICAL TRAINING NEEDS 1 16 hrs
* indicates training mandated under Federal or State, law or rule
RESOURCES NEEDED TO IMPROVE MEDICAL TRAINING
1. Fire /Rescue Training Officer
2. Shared training programs with New Smyrna /Edgewater
3. Purchase of specialized training equipment
4. Clerical man -hours to provide support of education /training programs
8 EDGEWATER'S LIFE FORCE
G. INCREASED LEVEL OF SPECIALIZED FIRE /RESCUE TRAINING /EDUCATION
(Medium term)
,�, CURRENT ANNUALIZED INTERNAL FIRE TRAINING BEING DONE
Hurricane Season Prep. 16 hrs
Basic Fire Skills 24 hrs
*Haz Mat Awareness 16 hrs
Vehicle Extrication 8 hrs
*Incident Command 16 hrs
*Breathing Apparatus 12 hrs
Fire Pump Operations 8 hrs
TOTAL CURRENT ANNUAL FIRE TRAINING 104 hrs
NEEDED ADDITIONAL FIRE TRAINING NOT CURRENTLY BEING DONE
Basic Fire skills 16 hrs
Water Rescue 16 hrs -
Harassment 4 hrs
*Confined Spaces Rescue 20 hrs
Supervisor Training 40 hrs
*Haz. Mat Operations 20 hrs
Quarterly live fire training 12 hrs
Specialized Rescue (elevators, structural collapse, heavy extrication) 16 hrs
s ti..' Specialized Firefighting (marine, high rise, chemicals, forest) 24 hrs
TOTAL UN -MET TRAINING NEEDS 168 hrs
* indicates training mandated under Federal or State, law or rule
RESOURCES NEEDED TO IMPROVE FIRE TRAINING
1. Fire /Rescue Training Officer
- 2. Better training facilities.
3. Shared training facilities with DBCC /Edgewater /New Smyrna
4. Segregate recruit training from advanced and continuing education
5. Increased on -duty personnel, both career and volunteer
6. Purchase specialized Fire /Rescue equipment to perform the required tasks.
7. Clerical man -hours to provide support of education /training programs
9 EDGEWATER'S LIFE FORCE
H. INCREASED EMPLOYEE DISASTER PREPAREDNESS (Medium term)
CURRENT INTERNAL DISASTER PREPAREDNESS
Evacuation drills
Comprehensive communications systems
Participate in annual Florida Hurricane Drill
Annual pre- hurricane disaster plan review
Incident Command Systems training, Fire /Rescue Department
NEEDED ADDITIONAL INTERNAL DISASTER TRAINING
Intense indoctrination program on history & risk assessment for employees
Expand scope of training beyond fires and hurricanes (All Hazards approach)
Formal employee disaster preparedness training program (CERT)
Develop formal Employee disaster handbook
Stimulate other City Dept.'s to participate in training exercises
City building structural engineering study and hardening
Develop City Employee evacuation and sheltering program
Semi - annual City -wide disaster exercises and drills
Bi- annual City Wide Multi- casualty /mass casualty exercises
Expanded City employee participation in Hurricane drills
Incident Command Systems training for all supervisors City -wide
Nay
RESOURCES NEEDED TO INCREASE /IMPROVE INTERNAL DISASTER PREPAREDNESS
1. Increased emphasis on Disaster preparedness, City -wide
2. Increased involvement by other Dept.'s and City Council in exercises
3. Fire /Rescue Training Officer
4. Funding to perform structural engineering study of City buildings
5. Clerical man -hours to provide support of education /training programs
6. Increased involvement by media in preparedness efforts
• 7. Computer simulation training programs
10 EDGEWATER'S LIFE FORCE
III. COMMUNITY EDUCATION C PREPARATION
I. INCREASED COMMUNITY PREVENTION /PREPAREDNESS EDUCATION PROGRAMS
r.• (long term)
CURRENT EFFORTS IN COMMUNITY EDUCATION
Neighborhood evacuation drills
Learn - Not -To -Burn program in elementary after - school program
Very limited Juvenile Fire Setter counseling program
Juvenile Fire and Safety training program during Summer Recreation program
Blood Pressure screenings
Newspaper articles
CPR training programs
Emergency Medical Services bulletins in media
Open House
Printed handouts
EFFORTS NEEDED TO INCREASE COMMUNITY EDUCATION
Expand Learn - Not -To -Burn program into every elementary classroom
Water /pool safety education programs & inspections
Assist in the development of neighborhood emergency preparedness plans
Seek grants for financial aid
— C.E.R.T. Training
Dedicated Juvenile Fire Setter counseling program
Homeowner fire prevention programs
Residential Fire and Safety inspection program
Fire Extinguisher training programs
Wildland interface education program for homeowners
First Aid training programs
More frequent delivery of neighborhood informational programs
Greater media coverage of education delivery programs
Stimulate increased public interest
RESOURCES NEEDED TO IMPROVE COMMUNITY EDUCATION PROGRAMS
1. Community Education Specialist to deliver programs
2. Trained First Aid instructor man -hours to teach programs
3. Trained inspector man -hours to perform pool safety inspections
4. Staff man -hours to instruct C.E.R.T. programs
5. Staff education moneys to train Juvenile Fire Setter counselor
6. Clerical man -hours to provide support of all community education programs
7. Purchase supplies /equipment to support each program
r, Purchase supplies /medications for health screenings
9. Increased media involvement in the delivery of programs
11 EDGEWATER'S LIFE FORCE
J. REDUCED CIVILIAN CASUALTIES (medium term)
CURRENT EFFORTS TO REDUCE CIVILIAN FIRE INJURIES
`'fir
Learn - Not -To -Burn in elementary after - school program
Volunteers responding to scene in own vehicles
Very limited Juvenile Fire Setter program
Juvenile Fire and Safety training program during Summer Recreation program
EFFORTS WE NEED TO TAKE TO REDUCE CIVILIAN FIRE INJURIES
Expand Learn - Not -To -Burn program into every Elementary classroom
Increase quantity of Public Education /Training programs
Increased amount of media involvement in Department functions
Conduct more frequent post- incident analysis
Increase citizen fire extinguisher classes
Provide dedicated employee to provide Juvenile Fire Setter counseling
RESOURCES NEEDED TO REDUCE CIVILIAN FIRE CASUALTIES
1. Public Education Specialist to deliver citizen education programs
2. Provide citizen access to self - educational literature /programs
1111 3. Increase emphasis on "sidewalk sermons" by Department personnel
4. Train Dispatchers in pre - arrival instructions
5. Increased media coverage (regular column ?) on safety awareness
12 EDGEWATER'S LIFE FORCE
K. REDUCED VALUE OF CITIZEN PROPERTY LOST TO ARE (medium term)
CURRENT EFFORTS TO REDUCE CITIZEN PROPERTY LOSSES
Volunteers responding directly to scene equipped with bunker gear
Staffed Engine Co.
Aggressive interior attacks
Comprehensive annual fire, health, & safety inspections of businesses
Vigorous codes education and enforcement efforts
Thorough design and construction plans review for fire safe buildings
Mutual Aid agreements with neighboring Departments
Very limited free smoke detector donation /installation program
Aggressive property salvage efforts (manpower dependent)
Operational training /drills
Limited Learn - Not -To -Burn program in Elementary After - School programs
NEEDED EFFORTS TO FURTHER REDUCE CITIZEN PROPERTY LOSSES
Reduce response times throughout the City to achieve 4 minute average
Develop more structural pre -fire plan
Carry increased amount of salvage equipment
Improve access to fire suppression water supplies
Improve and modernize apparatus fleet to meet changing operational missions
Increase frequency of in -house operational training exercises
1110 Increase quantity of Public Education /Training programs
Expand Learn - Not -To -Burn program into every Elementary classroom
Expand free smoke detector program
RESOURCES NEEDED TO REDUCE CITIZEN PROPERTY FIRE LOSSES
1. Construct Fire /Rescue Station in Southern city ( #57)
2. Activate Fire /Rescue Station #57
3. Put staffed Fire /Rescue apparatus in Station #57
4. Staff 2nd fire /rescue apparatus to respond to more than one incident
5. Upgrade staffing of Fire /Rescue Apparatus
6. Increase number of hydrants
7. Develop comprehensive apparatus rehabilitation /replacement schedule
8. Computer software for pre - planning
9. Public Education Specialist to deliver programs to public
10. Improved risk analysis through more comprehensive data collection /reporting
11. Increased clerical /records staff support
12. Increased funding of smoke detector purchases
13 EDGEWATER'S LIFE FORCE
IU. COMMUNITY BASED LOSS PREVENTION PROGRAMS
L. REDUCED I.S.O. FIRE PROTECTION RATING OF CITY (Long Term)
CURRENT EFFORTS TO REDUCE I.S.O. RATING OF CITY
Maintain aggressive fire training program
Maintain comprehensive training records
Tremendous upgrade of water distribution system by Utilities Department
Minimum full -time, career staffing
Maintain active volunteer component for fire responses
Mutual Aid for Fire /Rescue responses by outside Departments
Encouragement /requirement of built -in fire protection systems
NEEDED ADDITIONAL EFFORTS TO REDUCE I.S.O. RATING
Improve access to fire flows city -wide
Increased Engine Company live fire training
Increased apparatus & fire pump maintenance /testing /certification
Open /staff Fire /Rescue station in district 57
Fire Codes to improve fire flows
Color code hydrants by flow rates (NFPA)
Increased public education to reduce total fire incidents
Expand Learn - Not -To -Burn into every Elementary classroom
Internal education on I.S.O. rating procedures
RESOURCES NEEDED TO IMPLEMENT PROGRAMS
1. ISO education program for Fire /Rescue personnel
2. Increased funding of apparatus maintenance /testing /certification
3. Additional fire hydrants in developed areas of City
4. Increased number of clerical /records staff support man -hours
5. Tactical staff time to research /write development code upgrades
6. Public Education Specialist to deliver community outreach programs
Now
14 EDGEWATER'S LIFE FORCE
M. IMPROVED CODES AND REGULATIONS (long term)
CURRENT EFFORTS TO IMPROVE /UPGRADE CODES AND REGULATIONS
Nifty
Modernization of City's codes to reflect current editions of Model Codes
Working with Volusia Fire Chief's to develop County -Wide Model Minimum Code
Have Fire Code Violations Citation authority under City Ordinance
Fire Code & Building Code Hearing Board is standard for both codes
ADDITIONAL EFFORTS NEEDED TO IMPROVE /UPGRADE CODES
Develop sprinkler ordinance
Develop improved fire protection element of Land Development Regulations
Increased efforts to encourage built -in fire suppression in new construction
Develop residential fire /safety inspection program
Clarify and publish judicial limitations on Fire Code Violation citations
Improved construction industry education on fire protection systems
RESOURCES NECESSARY TO IMPROVE /UPDATE CODES
1. Technical staff hours to research and develop new ordinances
2. Technical staff hours to research and develop new Land Development Regs.
3. Legal review of Fire Code Violation citations
4. Trained staff man hours to perform residential inspections
``'"w 5. Trained staff man hours to conduct construction industry workshops
saw
15 EDGEWATER'S LIFE FORCE
N. INCREASED DIVERSITY OF PUBLIC HEALTH SERVICES
CURRENT EFFORTS AT PUBLIC HEALTH SERVICES
Blood pressure screenings in shopping centers and Fire /Rescue station
Trained Paramedics
Licensed Advance Life Support Provider
NEEDED EFFORTS TO IMPROVE COMMUNITY HEALTH SERVICES
T.B. testing
Blood /urine biological (no drug) testing (sugar, protein, hemoglobin, etc.)
Community health education programs
Influenza inoculations for at -risk population
Immunizations of school children from childhood diseases
Assist Public Health Department in outbreak related screenings /immunizations
RESOURCES REQUIRED TO PROVIDE IMPROVE COMMUNITY HEALTH SERVICES
1. Limited new training program for Paramedics
2. Purchase of vaccines and related supplies and equipment, etc.
3. Set up revenue accounts for costs recovery
4. Clerical man -hours to provide support of public immunizations efforts
S. Increased involvement of media in public health programs
Noir
Now
16 EDGEWATER'S LIFE FORCE
0. CITY EMPLOYEE DISEASE IMMUNIZATIONS /TESTING (short term)
CURRENT DISEASE IMMUNIZATIONS /TESTING
Fire /Rescue Paramedics performing Departmental T.B. tests
Licensed Advance Life Support Provider
NEEDED EFFORTS TO PROVIDE CITY EMPLOYEE DISEASE IMMUNIZATIONS /TESTING
T.B. testing
Hepatitis B vaccines
Full spectrum of immunizations (influenza, pneumonia, tetanus, etc.)
Blood /urine biological (no drug) testing (sugar, protein, hemoglobin, etc.)
RESOURCES REQUIRED TO PROVIDE EMPLOYEE DISEASE IMMUNIZATIONS /TESTING
1. Limited additional training for Paramedics
2. Purchase of vaccines and related es a d elated su lies and equipment,
PP etc.
3. Clerical man -hours to provide support of employee immunizations efforts
(scheduling, records, tracking, etc.)
Nome
17 EDGEWATER'S LIFE FORCE
P. FIRE /RESCUE ADMINISTERED CITY EMPLOYEE WELLNESS PROGRAMS
CURRENT CITY EMPLOYEE WELLNESS PROGRAMS
New
Pre - employment physical
Employee health insurance
Trained health /fitness advisor in Fire /Rescue Department
Fire /Rescue On- Target® physical fitness program
NEEDED EMPLOYEE WELLNESS PROGRAMS
Annual On- Target® fitness assessment program for all employees
Annual cardiac blood profiles
Baseline physical fitness training program
Pulmonary function, audiometry, visual acuity, etc. testing
Perform City employee health screenings and immunizations
RESOURCES NEEDED TO SUPPORT CITY EMPLOYEE WELLNESS PROGRAM
1. Technical staff hours to support administration of program
2. Additional training to administer broad scope of tests
3. Clerical man -hours to provide support of employee wellness program
(records, tracking, etc.)
N `` w 4. Financial resources to support cost of cardiac blood profiles
5. Financial support to purchase testing equipment.
6. Financial support of fitness training program
18 EDGEWATER'S LIFE FORCE
MEMORANDUM
DATE: January 10, 1997
TO: William C. Vola, Fire /Rescue Services Chief
FROM: George E. McMahon, City Manager i - .
SUBJECT: Council Workshop /Proposed Fire Station
We will be having a Council workshop March 10th to discuss and begin the planning for
the new proposed fire station and I request you have the following information for this
workshop:
1. The preliminary estimated project cost to construct the new fire station,
including design engineering, permitting, construction and inspection costs.
2. The estimated costs of power, maintenance and any other recurring budget
expenses.
3. Costs of any new equipment required, including communications equipment.
4. Full costs including benefits and annual recurring training for each additional
personnel required to maintain the new station and services expected. Total
number of new personnel.
5. Optional plans for staffing new station to phase in any new additional
personnel over the next 2 - 5 years using available volunteers, if possible.
Every effort should be made to minimize staffing costs.
6. Time line for construction and implementing fully operational plans.
7. Benefits of new station and increased level of service, including estimated
response time improvements based on your analysis of ALS and fire
emergency calls. Any impact on City's fire insurance rating and estimated
insurance cost benefits to residents and businesses.
A preliminary report for my review by February 15th would be appreciated, Bill. This will
allow time for review and discussion with you prior to the March 10th workshop.
GEM:Isk
MEMORANDUM
DATE: December 3, 1996
TO: Mayor and City Council
FROM: George E. McMahon, City Manager
SUBJECT: Proposed Workshop re: Fire /Rescue Services
Per the discussion at last night's Council meeting, a tentative
date of Monday, March 10, 1997, at 7:00 p.m. in the Community
Center has been proposed for the workshop regarding fire /rescue
services.
Please advise Sue at your earliest convenience if you have a
conflict with this date and time.
sue
cc: William C. Vola, Chief of Fire /Rescue Services
MEMORANDUM
DATE: March 10, 1997
TO: Mayor and Council
FROM: George E. McMahon, City Manager A )-rt
SUBJECT: Recommendations for review and consideration
of the proposed new fire station
This is the first of which I propose to be several meetings regarding the proposed new fire station
for Edgewater. Because of the significance and importance of this major issue, I believe Council
needs to focus on not the short, but rather the long term vision of the community and projected
growth for the City. Therefore, I believe the issue of whether to build the fire station or not is much
broader than just the physical location. Specifically, I feel the Council needs to focus on three
issues:
1. The ultimate location for siting the fire station. Although we already own the land at Mango
Tree and have acquired additional property to provide set backs to meet our zoning requirements,
I believe the Council needs to consider where the growth of the City is likely to occur over the next
5 to 10 years. We are all aware of the potential development of a golf course community within the
City west of 1 -95 or that general vicinity. I feel certain this will occur within the next few months.
2. The potential for annexing and development south of Volco Road (City limits). I personally
believe that the development west of 1 -95 or that general vicinity will occur sooner and more rapidly
than development south of the City because of the advancement of their plans and the strong
financial interest supporting these plans. If this occurs, as I believe it will, and other infill between
the present Florida Shores and that area, we will need to provide fire and emergency rescue to this
location along with the rest of the City. City Council needs to seriously consider its options on
locating the final site of the fire station construction. If the City were to consider a location closer to
1 -95, we very likely could negotiate the procurement of property in or near that vicinity at a reasonable
price at this time. On the other hand, if the location of Mango Tree is the best location, we already
have ownership of that property. This, of course, would mean locating in or near a built up
residential area which may or may not be a problem.
3. Other considerations are the funding of not only the construction and any new equipment,
or near future equipment, but also the current and future staffing of a new fire station. I believe there
are three options the Council needs to consider regarding this aspect:
A. Increasing the tax revenue proportionate to the additional funds which would be
needed to fund additional staff.
Proposed Fire Station
March 10, 1997 - Page two
B. Creating a new fire assessment district similar to the concept being discussed at Port
Orange with a corresponding reduction in the current property tax millage.
C. Creating a public safety concept wherein current staff of the City would be offered
the opportunity to cross train and become licensed and available to respond to emergency rescue
calls. If this is seriously considered, I would open up this opportunity to all City personnel and expect
to obtain the services mostly from Public Works and Parks employees. Specifically, we would create
a new job description which would incorporate the requirements for this position and provide a new
pay grade and corresponding pay increase to current City employees which are interested and
qualified for this new position. The theory behind this would be to normally use the Public Works and
Parks Department employees as they currently are used, taking advantage of their employee status
as it now exists with the additional responsibility of providing first response for emergency rescue
calls. These employees would be required to not only obtain, but maintain, the appropriate licensing
and training to certify them as Advanced Life Support qualified personnel. I would expect we could
afford to pay them 40 to 50% higher annual salaries if they were to become certified and available.
This would accomplish two things. First of all, it would expand the staffing capability of the City
without adding personnel and corresponding benefits. Secondly, it would provide an opportunity for
current employees to earn considerably more than their current salaries and provide more flexibility
though their education and experience.
This last concept makes more sense to me than either of the other two options for funding and
staffing the required personnel. If City Council concurs with this, I would like to put this into effect
as soon as possible and experiment with this over the period of the next 6 to 12 months. Assuming
this concept were workable, our problem of staffing would be resolved. If problems or impediments
surface which are unacceptable, we certainly would have the other two options available at a later
point in time.
I present this executive summary to you of my thoughts for consideration and discussion during your
deliberations of resolving this issue.
I would need more time to develop this further but I have discussed this with both the Public Works
and Parks Director and they are enthusiastic about working with this concept. I also believe this new
opportunity would be enthusiastically welcomed by the employees.
GEM:Isk
cc: Fire /Rescue Services Chief William C. Vola
Public Works Director Hugh Williams
Parks & Recreation Director Jack Corder
City Of Edgewater
Department Of Fire Rescue Services
William C. Vola, Chief
P.O. Box 100
Edgewater, Fi 32132 -0100
PhnnP 9n4/474 -2445 Fax 9n4/4 -
14 February 1997
TO: Mr. George McMahon, City Manager
RE: Fire /Rescue Station #57 Development
The development of Station #57 is a major undertaking for this community and
Department.
Based upon your request, I am providing some preliminary resource lists and
cost estimates. I must qualify these cost figures as very rough and for discussion
purposes only. -
1) The cost of building construction is estimated at S250,000. I have based
projected construction costs upon a site built, masonry structure of approximately
5,000 square feet. This cost estimate includes: site prep, paving, the building, and
stormwater (notwithstanding any extraordinary unanticipated situations such as
environmental or archeological surprises or unique engineering requirements). This
would be a single story (engine bays to be 1.5 story) building, constructed to withstand
125 mph winds, fully fire sprinklered, and elevated 12' - 18" above road grade.
Engineering and design costs are estimated at 510,000 and are budgeted in this
year's budget. Kyle Fegley has agreed to perform the stormwater design and apply for
the St. Johns WMD permit.
Inspections would be performed by the building department, Fire /Rescue
department, project engineer /architect, and city engineer. The project
engineer /architect will be required, by contract, to provide "as builts" and certify the
structure as complying with the design and specifications as agreed to by the City.
2) The costs of operating expenses are estimated as follows:
• Electricity 5425 /month
• Water /sewer 5150 /month
• Telephone 5150 /month
• .-AT &T equipment contract S50/ month
• L.P. gas ( for generator) S50/month
• medical oxygen 520/ month
• Total monthly operating costs are estimated at S850.
EDGE WATER'S LIFE FORCE
In addition, building maintenance costs for the first year are estimated at $3,500 and
are limited to service contracts (pest control, costs of equipment warranties /contracts),
repairs to non - warranted equipment, or to add items that were overlooked in the
original specifications (which is inevitable after any new project of this magnitude).
3) The costs of new equipment are limited to items associated directly with the
structure and it's operation. There is no need to purchase any additional apparatus
under the current plan of function for this department. I have based costs on the fact
that this facility will operate an Advanced Life Support emergency services response
unit in this neighborhood. Additional equipment would include:
• Station 800 mHz radio $2,500 (purchase off County contract),
• Clinical supplies and equipment $4,000,
• Washing machine and dryer (required for decontamination of uniforms & bunker
gear) $1,250
• network computer $3,000
• telephone equipment $3,500.
• Total equipment purchases would be 314.250
Furnishings would be as follows:
• Multi- purpose room classroom tables & chairs 31,500
• lockers & 4 bunk beds 34,000
• Kitchen furnishings $1,500
• office workstation 31,500 (some of this may be constructed modularly by the City
maintenance crew at substantial savings).
• Total furnishings are estimated to cost 58,500.
4) Personnel costs will be based upon providing Advanced Life Support services
along with the other host of community emergency services we respond to. Staffing
would be 1 Lieutenant and 1 Paramedic, multi -role trained and certified, with 4 shifts
equivalent to the operational staffing at Station #55. Fully burdened personnel costs
for:
• 4 Fire /Rescue Lieutenants at 335,000 per year,
• 4 Paramedics at 333,000 per year.
• Emergency overtime of 316,000.
• Total personnel salanv costs would equal 3288,000.
2 EDGEWATER'S LIFE FORCE
There are some supporting costs as follows:
• Training and certification expenses are approximately S600 per year, per person,
total $4,800.
• Protective equipment $1,100 (5 year lifespan).
• uniforms $300 per person.
• Total supporting costs for 8 new personnel equate to $16,000 in startup costs. It
should be noted that these costs are also accrued each time we bring on a new
volunteer.
5) A significant benefit will be derived by getting some very expensive apparatus
into shelter and security. Currently we have $200,000+ apparatus sitting out in the
vacant lot behind Station #55. They are exposed to ultraviolet light, rain, and salt air
which is dramatically reducing the lifespan and reliability of these complex and very
expensive vehicles. Additionally, we have had several instances of expensive and
critical pieces of emergency equipment stolen from these unsecured response vehicles.
On one instance, we realized the loss on the scene of a medical emergency, when the
patient needed oxygen and the equipment was missing. The $700 oxygen set was
present on Saturday morning during Engine check out, and turned up missing that
same Saturday evening.
Unless this station is staffed, emergency medical care will be at a Basic Life
Support (BLS) level, not ALS. Florida statute requires any ALS unit to be staffed with a
minimum of two personnel 24 hours, year around: 1 Paramedic and 1 EMT. People
living in one area of town will get an immediate response from an ALS unit, while those
living in another area would get a delayed BLS response.
One of the performance benchmarks that have been established for this
department is the achievement of an average of 4 minutes response time. This allows
our personnel to get to an emergency medical patient in time to effectively resuscitate
a living person and to launch an effective fire attack in a building in time to save the
structure and contents. If this station is unstaffed, our citizens will see only a marginal
reduction in the 6+ minute response time average to this neighborhood. This is due to
the delay inherent in the time it takes to alert a volunteer, for them to drive from
home to the station and activate the apparatus, and only then to actually begin to
respond to the emergency. The reduction of that initial reaction time will be due to the
station being located within the neighborhood where many of the volunteers live. In
addition, there is a risk inherent in any volunteer personnel scenario: the occurrence
of an emergency incident when no volunteers are available to respond.
3 EDGEWATER'S LIFE FORCE
This situation occurred with some frequency in the year or so prior to the career
personnel being hired and was, in fact, one of the major reasons for hiring those career
personnel. Over the past year, we have experienced an increasing number of occasions
where there has been no Volunteer personnel response to emergency incidents.
This is not an indictment of Volunteer Fire /Rescue personnel, but a reflection of
the reality of their personal lives. All of our Volunteer Fire /Rescue technicians have
careers and families which compete for their time. Additionally, with the dramatically
changing roles we face, the training requirements place demands on a Volunteer's time
far in excess of those just 5 years ago. The minimum time demands upon a Volunteer
Fire /Rescue technician for just training have exceeded 140 hours each year.
It is getting exceedingly difficult to recruit new volunteer personnel due to our
residents diminished free time; a fact that has also had an adverse impact upon Parks
and Recreation, Scouting, and other organizations that have historically depended
upon volunteers for their personnel. -
Additionally, our emergency responses have increased dramatically. In 1989, we
responded to nearly 800 emergency incidents. In 1996 (last year) the number of
responses exceeded 1,700.
The bottom line to this . discussion is that the frequency and complexity of our
emergency responses, along with the requirement to be well trained in an increasingly
complex profession and to respond in a dependable, rapid fashion has exceeded the
capabilities of our volunteer personnel to handle on a first response basis.
6) It is difficult to generate any legitimate time line as none of the most basic of
design work has been performed. Estimated time lines, based upon other area Fire
Department's similar projects are as follows:
Selection of design firm 60 days
Design of facility 45 days
Stormwater Permit 90 days
Award of construction contract 60 days
Construction of facility 150 days
Acceptance testing /inspections 15 days
Activation 15 days
Several of these functions overlap or can be accomplished simultaneously
creating a maximum project timeline of 280 days.
William C. Vola. Chief
Edgewater Department of Fire and Rescue Services
4 EDGEWATER'j LIFE FORCE
OTHER BUSINESS
A. Recommendation for award - Edgewater Wastewater Treatment
Plant reclaimed water system improvements project
Utilities Director Terry Wadsworth made a presentation regarding
awarding the bid for the reclaimed water system improvements
project to Wharton -Smith Inc. in the amount of $347,000. He
informed Council this is impact fee eligible.
There was a brief discussion regarding the time frame.
Councilman Hatfield asked if this would tie in with the Mango
Lake if we decide to use it. Mr. Wadsworth informed him yes it
would. We can't do anything official on it yet because it is not
permitted but there will be the tie -ins provided for when that is
done so it will accommodate the improvements.
Councilman Hatfield questioned a time frame on the Mango Lake.
Mr. Wadsworth explained they should be receiving the plan
operating permit probably within the next 30 to 45 days.
Mr. Wadsworth commented on the reuse storage tank cover
eliminating debris and algae.
Councilman Hays moved for approval, second by Councilman Mitchum.
The motion CARRIED 5 -0.
B. Requests of Fire /Rescue Services Chief re: construction of
new station #57:
1) Public RFP for CCNA services to design, manage and
construct
2) Include design, management, and construction of other
municipal buildings and facilities projects in same RFP
as time or cost savings measure
3) Establish date /time in March, 1997, for Council workshop
on Fire /Rescue services
City Manager McMahon made a staff presentation due to Chief Vola
being out of town.
Tracy Barlow, Lieutenant, Fire /Rescue Services, explained
questions regarding the RFP could be answered by City Attorney
Storey or Utilities Director Terry Wadsworth. He was available
to answer any questions regarding Item 3.
Councilman Hays feels they need to move forward with this
project.
Councilman Hays moved for approval of Item 7B in its entirety,
second by Councilman Mitchum.
Mayor Hayman commented on the need for a second fire station.
The motion CARRIED 5 -0.
C. Approve change order No. 7 which extends Roadway and Drainage
part A contract 20 days and increases contract amount by $17.740
to extend sewer service to tie -in five Glenwood Drive residences
Mr. Wadsworth explained the reason for Change Order No. 7.
Councilman Mitchum questioned how this would be paid.
Page -3-
Council Regular Meeting
December 2, 1996
}
AGENDA REQUEST
DATE: 11/25/96
OTHER
CONSENT BUS INESS XX
PUBLIC
HEARING RESOLUTION ORDINANCE
ITEM DESCRIPTION /SUBJECT: 1) The Department of Fire /Rescue
Services respectfully requests authorization to publish an RFP for CCNA
services to design, manage, and construct Fire /Rescue Station #57.
2) The Department of Fire /Rescue Services respectfully requests
authorization to include the design, management, and construction of
other municipal buildings and facilities projects in that same RFP for
CCNA services as a time or cost savings measure.
3) The Department of Fire /Rescue Services respectfully requests that a
time certain City Council /Staff workshop be held in March of 1997 for the
purpose of reviewing a final design and terms of a construction contract
for this Fire /Rescue Station. This workshop would also present Staff and
Council with the opportunity to discuss the basic plans for the operation
and staffing of this station and the future plans for the level of Fire /Rescue
services for this City.
BACKGROUND: Florida Law requires CCNA process for any governmental
construction project that exceeds a certain threshold value. Since
Fire /Rescue Station #57 will exceed that threshold, we are required to seek
RFP's for CCNA services. I would also like to propose wording the RFP
to include the design, project management, and construction of the Parks
and Recreation maintenance facility, 26 acre project, and generic language
to cover any other substantial City building project in the near term future.
By doing so, the lead time required to procure these services would be
eliminated and the costs of such services reduced, much the same as has
been done with water, sewer, and other Utilities and Public Works
projects.
In addition to this request for permission to publish an RFP, Fire /Rescue
needs an opportunity to discuss the level of emergency services operations
provided to our citizens. We have developed a set of departmental goals
and objectives and had them reviewed by a citizen review board. But, as of
this time, these have not been discussed at a Council level or been
formally adopted for implementation. Included in this strategic plan is the
operation of Fire /Rescue Station #57 and a series of other operations and
services.
RECOINDATION /CONCLUSION: 1) Recommend approval of the
request to publish an RFP for CCNA services for Fire /Rescue Station #57
and other general municipal building design and construction projects.
2) Set a date and time certain in March 1997, for a Council /Staff
workshop on Fire /Rescue services.
Respectfully submitted, Concurrence:
C/ 7
William C. Vola, Chief George McMahon,
Edgewater Fire /Rescue City Manager
City of Edgewater
Request For Proposal to
Perform Continuing Consulting Services
The City of Edgewater, Florida, requests Proposals from engineering /architectural firms that
are interested in performing continuing consulting services for the City. Qualified firms will be
knowledgeable, competent and experienced in design, construction management,
construction management services, construction inspection services, innovative construction
cost containment, financing determination, landscape architecture, and other similar services
concerning the City of Edgewater municipal building construction.
Illustrative projects may include, but not be limited to:
a single story, 5,000 ± square foot Fire Station
single story Parks and Recreation maintenance facility
26 acre, multi- function Parks and Recreation gymnasium /recreation facility
Other municipal use buildings of conventional construction and use.
All proposals should include as a minimum the following items:
1. Letter of interest.
2. Capabilities of firm.
3. Project team personnel and resumes.
4. Experience of firm, listing relevant projects.
5. Standard Form 254/255.
The City of Edgewater will select a firm to perform engineering services in accordance with
Section 287.055, Florida Statutes (Consultants' Competitive Negotiation Act). Four (4)
complete sets of the proposal must be hand delivered to the City of Edgewater, City Hall, 104
North Riverside Drive, or mailed to:
Susan J. Wadsworth, CMC, City Clerk
City of Edgewater
P.O. Box 100
Edgewater, FL 32132 -0100
All proposals must be clearly marked "PROPOSAL FOR ENGINEERING SERVICES ".
Proposals must be received by 2:00 p.m., January 15, 1997.