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HomeMy WebLinkAboutRes 2013-13 RESOLUTION NO. 2013-13 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS, ARIZONA, ADOPTING THE TOWN OF FOUNTAIN HILLS FIRE DEPARTMENT MASTER PLAN. BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS as follows: SECTION 1. The Town of Fountain Hills Fire Department Master Plan is hereby adopted in substantially the form attached hereto as Exhibit A and incorporated herein by reference. SECTION 2. The Mayor, the Town Manager, the Town Clerk and the Town Attorney are hereby authorized and directed to take all steps necessary to carry out the purpose and intent of this Resolution. PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills, April 18, 2013. FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO: (1r da . Kavan g , Mayor Bevelyn J. Ben r, To Clerk REVIEWED BY: APPROVED AS TO FORM: 4,04LIA). lAa•. — Kenneth W. Buchanan, Town Manager Andrew J. McGuire, Town Attorney L 1939391.1 • EXHIBIT A TO RESOLUTION NO. 2013-13 [Town of Fountain Hills Fire Department Master Plan] See following pages. L L 1939391.1 TOWN OF FOUNTAIN HILLS FIRE DEPARTMENT MASTER PLAN L a ',":,';'•‘";?-Zc„:,:':.-i;...'-t:;:':',,::'.,,NW\\ r :.ems., ;, ':c:� N Q\ \ ', F, \ '". erg. a .cai,:.;:.;.;,.:tr,.-, * b :ys . ., . .,�,;;. ' %'., v'� y:.: \ \4 ' s_ 1 ' \mar \ ': x \c. \ •..:..::. 't; \ .. \ rs Fi L Table of Contents Contents Executive Summary 3 Section 1: Organizational Overview 4 Section 2: Fire Station Locations 5 Section 3:Apparatus 9 Section 4: Insurance Services Office 9 Section 5: Mutual Aid 10 Exhibit A: Fire Protection and Emergency Services Agreement 12 Exhibit B: Fire Department Monthly Report 13 Exhibit C: Fire Department Operational Plan 14 Exhibit D: Rural/Metro and Fountain Hills Fire Department History 15 (111119 EXECUTIVE SUMMARY This report details a Fire and Emergency Medical Services(EMS)Master Plan for the Town of Fountain Hills Fire Department.This report evaluates the Fire Department's current operational status,notes challenges that lie ahead as well as plans for the delivery of services for foreseeable future. Section I is an in-depth assessment of the Department,its management,assets,operations,and service delivery model.The Section II of the report provides an evaluation of the fire and EMS risks facing the Town plus projects how population growth and demographics in the community will affect fire and EMS service demand. Section III provides a summary of apparatus owned by the Town; Section IV describes the relationship between the National Insurance Services Office (ISO) and the effectiveness of the fire department. Section V discusses the agreements that Fountain Hills Fire Department has with surrounding communities for Mutual Aid;the final section is a summary and offers strategies that are believed to be feasible for implementation in order to improve effectiveness and efficiency in all areas of service delivery for many years to come. Fountain Hills Fire Department History The Fountain Hills Fire Town,formed in 1977, contracted with Rural/Metro Fire Department for 24 years, offering residents and business owner's protection via a citizen-staffed and elected Board, funded by a tax deductible secondary assessment on business and personal property. The Town, costing property owners a collective $2.5 million annually, grew to own all of its equipment and two fire stations, received up to $300K yearly in state subsidies,and had banked$1.075 million with the County for future needs.Members of the Fire Board,reelected by voters as recently as November 2000,had served,individually,from 7-20 years. Although services provided by fire service personnel were considered most satisfactory, the Fire Board, in early 2000, concerned about the financial stability of R/M, chose to terminate the relationship and create a service organization of its own, a step similar to those later employed by Scottsdale and our Verde community neighbors. However,implementation plans encountered such stiff resistance from firefighters and their Union,that not one R/M employee agreed to join.The Board countered by hiring trained personnel from elsewhere in the country,provoking a community-based response and October 2001 Town Council decision to dissolve the Fire Board and create a Town-based department, continuing a contractual relationship with R/M, see R/M History, attached hereto as Exhibit D. The newly hired firefighters were discharged, suing both the Council & Town for damages, but eventually settling via negotiation. Realizing the decision would now throw the cost of emergency services on the town's financially burdened general fund, the Council asked voters in May 2002, and again in May 2003, to pass primary property tax propositions to compensate. Both failed by a 2:1 margin. Requiring a funding source, and constitutionally empowered to act as a common law body,the Council responded by eventually raising local sales taxes to cover the expense.Although the $300,000 state subsidy was no longer available,the Town did receive the$1.075 million banked by the County. In November 2002, in response to a substantial increase in Town operating expenses,brought on in part by fire and emergency medical service cost and concurrent revenue reductions due to economic factors, the Council passed a resolution establishing a Citizen's Advisory Committee to develop funding options for emergency services. In addition to recommending an immediate sales tax increase (passed), the Committee sought a primary property tax ballot (failed) and authorized an effort by citizens interested in establishing a new Fire Board to pursue that goal. The group, named The Committee To Save Our Community (CSOC), having received both Town Council and County Board of Supervisors permission to proceed,was tasked with petitioning voters and property owners for a 50 %margin in both cases,together with one-half of property assessed value within the Town. Although managing to achieve 85%of the objective,the effort failed. While safety services budget concerns remain to this day, there is no apprehension regarding the proficiency and professionalism of the force serving our community. Indeed, the Town of Fountain Hills Rural/Metro Fire Department is now ranked in the top 3.5%of all such departments in the nation for fire suppression capability. 3 L SECTION I: ORGANIZATIONAL OVERVIEW This section provides an in-depth evaluation of the Town of Fountain Hills Fire Department and describes its management component, current resource deployment, service delivery performance, EMS delivery and system oversight, and support systems.The Town of Fountain Hills Fire Department is operated using a public and private partnership. The Town provides oversight to the Department as well as maintains ownership of the fire station facilities, the Fire Code, fire apparatus and allied tools and equipment. The Town contracts with Rural/Metro Corporation for personnel,dispatch and vehicle maintenance. At the heart of any successful organization is effective leadership. These leaders must work as a team with vision, skill and sufficient resources to accomplish the organization's mission. The Fire Chief reports directly to the Town Manager. Following the Chief in the organizational chart are the Assistant Chief, Captains, CARE Coordinator and firefighters(see Organizational Chart below). I r I # The Town of Fountain Hills Fire Department (FHFD)provides fire protection, fire prevention, emergency medical service, crisis response, rescue and other emergency support services. The Department's jurisdiction encompasses all of the Town of Fountain Hills.The response area includes urban-level commercial development along with rural residential and open space areas of the town. The FHFD provides emergency services to a population of 22,500, in an area of roughly 20.3 square miles.Over the past ten years,the Town of Fountain Hills has seen significant growth in commercial and residential development;the Department's services are provided from two stations located within the jurisdiction. The Department currently maintains a fleet of two engines, one eighty-five foot ladder truck, two "Squads"(wildland firefighting vehicles with EMS capabilities),a crisis response SUV and two command vehicles. There are eight firefighters,a Crisis Response coordinator and two Chief Officers on duty each day.The firefighters rotate 24 hour tours of duty on three shifts. Station one,located on Palisades Blvd. is staffed with 5 firefighters that have flexible staffing on one Engine,one Ladder,and one Squad truck. Staffing of the vehicles is determined by the nature of the response,but the staffing is normally split between the Engine and the Squad. Station Two,located on Saguaro Blvd. is staffed with 3 firefighters that typically respond on the Engine, but can also take the Squad when necessary.The imbalance in staffing is to compensate for the imbalance in call volume,partially due to the location of Station Two. As the Town population has grown,Fire Department staffing has not increased.To compensate, an innovative staffing and response model was implemented at Fire Station One. This is accomplished by"splitting" the crew into 2 response vehicles to handle EMS call volume, while allowing the crew to "regroup" for fire response. The flexible staffing model allows for the ability to respond to three simultaneous emergency medical calls,as well as satisfying national standards for fire response. Staffing for emergency response is with professional 4 firefighters/paramedics, with the availability of additional response through a mutual aid system. The Rural/Metro Dispatch Center receives emergency calls from MCSO or other primary 911 centers, and dispatches the closest appropriate services.Radio communications are maintained on three separate radio channels. Both fire stations respond to all types of fires, rescue calls, vehicle accidents, hazardous materials incidents, and medical calls. In 2012, 90% of all Fire Department responses were Emergency Medical responses. All Fountain Hills' firefighters are trained to the Emergency Medical Technician level or Paramedic level. EMS transport (ambulance)is provided by Rural/Metro Corporation through a State"Certificate of Necessity"(CON). The Department responded to 3,185 calls for service during 2012.A review of the historical call data shows a steady increase in calls from 1997-2012 as a result of the steady growth the Town has experienced during that same time period. � REDEPARTMENT 5 PVC) C . 4 FYfie ®®® FYQ6/Q7 ®® MVOS IIMIIIIIIIIIIIIIIIM 1411 ®® Fvm. \ r® �l: ®® yu �,s��� IFY SECTION II: FIRE STATION LOCATIONS (o, The purpose of this section will be to review current fire station locations and response times,to determine when it is appropriate to build new fire stations and/or relocate an existing fire station. Long-term planning is needed to manage these assets and ensure safe and reliable fire and EMS resources for service to the residents and businesses for the foreseeable future.The maintenance and replacement of the buildings, equipment and tools in a timely,appropriate manner should be established to ensure money is available as buildings need updating and equipment needs replacing. It has been recognized that there may be a need to replace and/or relocate stations in the future, specifically Station 2. Given the current trend of economic conditions in the community, the time is right to develop a comprehensive and long-range facilities management plan. Inadequate facilities for housing firefighters and apparatus detract from the Department's mission. In the case of the FHFD,the location,layout design and construction of the current fire stations as they exist today may not be suitable for future operations. Consideration should be given to the ability of the facilities to support the functions of the Department, as they exist now and in the future. When placing fire stations in a community, consideration must be given to several factors. Those factors include; response times in the area of coverage, ability to provide backup to other areas of coverage, balanced call volume, property availability, neighborhood integration, availability of utilities and topography to accommodate the structure(s),driveways and parking. Of all these factors,the most important one is the ability to meet response time goals for the area served. To provide effective service, crews must respond in a minimum amount of time after the incident has been reported and with sufficient resources to initiate fire,rescue,or emergency medical activities. National Fire Protection Association(NFPA) Standard 1710 recommends that the initial arriving company,the fire department's fire suppression resources shall be deployed to provide for the arrival of an engine company within a 240-second (4 minutes) travel time to 90% of the incidents. Although firefighting represents a small minority of calls, it is still the primary mission of the Fire Department, and there is nothing more important than the time element when a fire is reported. The fire can grow and"expand at a rate many times its volume per minute;time is the critical factor for the rescue of occupants and the attack of the fire with extinguishing agents"(NFPA, 1997,p. 10-250). L 5 Figure 2.bar ideal Development and Remonse Timeline and NFPA 1221 and 1710 Recommendations for Career Firefighte s Nodaradeft *a 4 i j RIPublic Safetypp \\ w A "� 3 %�� Cam= , �� 30 Suc io.rave eed mid dart ripaaro ea[ S \ s, F L'ali plat C3ispat:en R.- r rer, 1 Re cruet- , [ espanaers k lnerden': tea alets leave ,,,, amp at ors ocher epartn eni iumcxut per 1 aeparirr,ent .•� scene Unless the The time it NFPA 1221: NFPA 1710: NFPA 1710: Az cis has es fist a Tomer Moe hr been alerted Depztommt to Alum tt awira acids First y art scene should arriveto the fire be no ma handing and z within 4 roliiith.1. 1.4 titila away, be afferieclbg dispatch time ? e-0akeiid '>, this time haw 5aewas should mhe '' rake ' All cows assigned on i"alarm leyt doscovered 1nunW* 1o..sandsfee shouldmtivewithinan8m mueaaded aodf"aeiiaos (95%ultimo} sae interval. a£pessaa m seconds to 4-k, andmrkawvra discovering EMS 1 Sammy:NFPA 1221_Seaedediar the kateruimiao MuYiect glad Useo Earrieig,.Saeico Ca nr a ons$stiles sod NFPA 1710 SeeedadpisrIIa agaiturriest stdDephogeortrofirseSownessAsiC)pra9eix,l regscy'i ndOpeatiagad SpecialOperations As the Poetic dycoilsir FimSvr�arP riaiiae3de ntre.11109 25 N PAFlseneely ssodReerach,Q®cy The majority of our calls for service are for emergency medical response (EMS). The delivery of EMS by first responders is also very time critical. Heart attacks, strokes, traumatic injuries and cardiac arrest are very time sensitive events, when literally seconds can make the difference of survival of an event, as well as long term physical effects. For instance, when cardiopulmonary resuscitation(CPR)is started within 4 minutes,that victim's chance of leaving the hospital alive are almost four times greater than if the victim did not receive CPR until after 4 minutes. The FHFD currently has two fire stations. Fire Station 1 is located at 16426 E Palisades Blvd. The 5 min. response zone extends 360 degrees, and covers the more densely populated areas of Town.The station location and structure should remain viable for the foreseeable future. Fire Station 2, located at 16821 E Saguaro(in the far Southeastern area of Fountain Hills),was built with the intention to serve two communities,the Town of Fountain Hills, and the Fort McDowell Yavapai Nation. Subsequent to building the fire station, the Fort McDowell Yavapai Nation developed a Fire Department to serve their community,independent of FHFD. When this event occurred,it became apparent that Fire Station was not in the best strategic location to serve the residents of Fountain Hills,particularly in the southwest portion of Town.Additionally,the call volume for the crew dropped as well.The problem with the station location did not fully manifest itself until development in the southwest part of Town occurred, leaving a large populated area outside of the 5 minute response zone. The table below shows historical response compliance for existing Fire Station 2: 6 RESPONSE COMPLIANCE STATION 2 5min 8min Average 11/12 ( present) 75% 73% 74% 10/11 66% 63% 64% 09/10 75% 83% 79% 08/09 68% 68% 68% 07/08 75% 85% 80% The table is a summary by year of average response times for Station 2 as reported on the monthly reports to Town management. In addition to the extended time for paramedics and apparatus to respond to calls on the west side of the Town this also impacts the availability of Station 1 manpower and apparatus as they serve as the backup while Station 2 is attending the scene. To improve response times in the southwest corner of Town the Town Council requested that Rural/Metro Corporation, who is also the holder of the ambulance Certificate of Necessity (CON)that includes Fountain Hills, rent space in a storefront in the Eagle Mountain area to house an ambulance and a 2 person crew. This has been successful in limited cases, when a medical 911 call is generated in the southwest portion of Town and the ambulance crew is available in their quarters. This remedy delivers limited staffing in a short response time, but there is no firefighting capability and the ambulance is frequently out of quarters, as it is part of a larger system responding to needs of the CON region. This ambulance "substation" continues to operate at the sole cost of Rural/Metro Corp. The goal of this report is to encourage Fountain Hills' government officials to make decisions regarding financial support of the building new and/or relocated fire stations and ensuring appropriate staffing is in place as growth occurs, with a long term plan that will maintain and improve the effectiveness of the Fountain Hills Fire Department. The average annual growth over the past 22 years is approximately 6% to the current population of 22,489. The Town of Fountain Hills' population increased between incorporation in 1990 and 2000 by over 10,400 persons, or 125%of the population between 2000 and 2010 increased by 2,052, another 10%. The Town's fire and emergency medical services have not grown at the same rate as the population, thus the response times have increased, particularly in the area on the western perimeter of the Town boundaries. There are areas on the south western edge of Town (Eagle Mountain and Crestview) that exceed the contract response times of five minutes, often exceeding ten to twelve minutes, see the Fire Department Monthly Report, attached hereto as Exhibit B and incorporated herein by reference. As the remaining growth areas populate, such as Eagles Nest,Adero Canyon and development of the former State Trust Land there will be areas in the northwest part of Town that will begin to see longer response times. The diagram below shows the coverage area (polygons) per station based on the recommended five (5) minute response time; this time frame is also a requirement of the Rural/Metro, Town of Fountain Hills contract, see the Rural/Metro and Fountain Hills Fire Department History, attached hereto as Exhibit A and incorporated herein by reference. The information for the polygons is generated using existing speed limits plus 5 miles per hour (using warning lights and sirens). The polygons are created using ESRI/ARCmap software, which is a standard used by other valley Fire Departments. 7 • EXISTING FIRE STATIONS 5 MINUTE RESPONSE Via; IMMON warm*2 .�- ausnaa,rao. Fu,u�e Isaac �. rt ( '' ,' x�' a -' The remedy to address the current response time issue in the area served by Fire Station Two is the relocation of the facility from its current location. By building a new Fire Station Two facility in a more centrally located in the area of coverage, a significant number of citizens would benefit with reduced response times. Potential sites that satisfy the criteria of acceptable response times are somewhat limited, see Fire Department Operational Plan, attached hereto as Exhibit C and incorporated herein by reference. GIS studies show areas roughly along Shea Blvd., from east of Palisades Blvd.,to east of Fountain Hills Blvd.,to an area north along Fountain Hills Blvd.,at Pinto Drive. cor When Fire Station Two is relocated to a more viable location, response times will improve and call volume should become more balanced. At that point in time, the staffing model should be studied to determine what personnel resources will be required, using NFPA 1710, Occupational Safety and Health Administration(OSHA) policy 29 CFR 1910.134, best practices, and staff recommendations as resources. Full staffing at fire station one and two would allow for a flexible response model at both fire stations to cover increasing call volume, allowing for four simultaneous EMS calls(one more than the Department can currently handle). There is currently insufficient development in the north and east portions of Town to warrant a third fire station. However, as development occurs in Eagles Nest and Adaro Canyon, this situation will change, and additional response time issues will emerge. To address this, a future fire station is being considered at a park site at Sunridge Drive and Desert Canyon, when warranted by development in Eagles Nest and Adero Canyon. This facility will require additional staffing to operate. At that point in time,the staffing model should be studied to determine what personnel resources will be required, using NFPA 1710, best practices, and staff recommendations as resources. This is envisioned as a joint use facility by the Fire Department and Parks; Town Development Fees will be used to offset the cost of constructing this facility as the new station is the result of growth. Map depicting 5 minute coverage zones for: Existing Station One Relocated Station Two (shown at FH Blvd and Muskrat Dr.) And Future Station 3 (shown at Sunridge Dr and Desert Canyon Dr.) A L 8 a : � " 1 a a': N '^ • SECTION III: APPARATUS The FHFD maintains a fleet of eight response vehicles. Apparatus needs to be maintained in good to excellent condition in order to maintain reliable fire service.The FHFD has an apparatus replacement funding program active for future replacement needs. The following table lists their current apparatus and front line vehicles and Le approximate replacement cost. A fire and emergency equipment replacement schedule is included as part of the Town's vehicle replacement policy and is designed to meet the current and future needs of the community.The plan includes the following replacement cycles for the apparatus: Table 2: Apparatus List&Replacement Cost Yeaar �l lacement;? rgina R Unit Number Descrdon:, Pureh hand Coss 'Year r Ladder 822 American LaFrance 2001 $444,527 2016 Engine 823 Crimson 2008 $369,225 2023 Engine 822 American LaFrance(spare) 1999 $396,032 2014 S822 Ford F550 4x4 2012 $95,912 2027 D822 Ford F150 Supercab 2011 $28,829 2021 CARE Ford Escape 2006 $29,275 2017 D823 Ford F150 4x4 Supercab 2009 $43,004 2019 S823 Ford F550 2001 $95,912 2014 SECTION IV: INSURANCE SERVICES OFFICE Another standard available for review is the Insurance Services Office (ISO) Fire Suppression Ratings Schedule Handbook. ISO is a private company that is widely used in the insurance industry to rate fire departments for their ability to respond to and control fires in structures. The ISO grading process evaluates the local fire department by examining its fire defense capability to confine, control, and extinguish developing fires in the building of origin. L 9 The criteria states that all areas of the city/town that are built-upon should have an Engine Company within one and one-half miles and a Ladder Truck within two and one-half miles for the response area. The Insurance Services Office (ISO) reviews the fire protection resources within each community and provides a Community Fire Protection Rating system from which insurance rates are often based. The rating system evaluates three primary areas: the emergency communication and dispatch system, the fire department and the community's pressurized water system. The overall rating is then expressed as a number between 1 and 10, with 1 being the highest level of protection and 10 being unprotected or nearly so. The last review was conducted in July of 2009, where the FHFD received a class rating of 3. SECTION V: MUTUAL AID Fire departments across the nation have been utilizing mutual aid for decades. Each community recognizes that neither may have adequate resources to respond to,and resolve,major incidents without assistance from neighboring communities. Fountain Hills is no exception. The Town of Fountain Hills has Mutual Aid agreements with Ft. McDowell Fire Department,Salt River Fire Department,Rio Verde Fire District and Scottsdale Fire Department. Mutual aid is considered reciprocal. Where aid is provided from one community to another,the favor is eventually returned to the community providing assistance when that community experiences a major incident. Some federal grants also stipulate mutual aid agreements to be eligible for funding.A similar emphasis on the need for mutual aid is placed in the Federal Governments National Response Plan which strongly supports mutual aid agreements in both the public and private sectors.The U.S.Department of Homeland Security also recognizes the need for mutual aid,as does the Arizona Department of Homeland Security. Recently, fire departments throughout the State of Arizona have established a state wide mutual system. This plan, written by the Arizona Fire Chiefs Association(AFCA)and in cooperation with the Arizona Division of Emergency Management (ADEM), the Fire Management Division of Arizona State Land (ASLD), the Arizona Fire Town Association(AFDA) and the Professional Fire Fighters of Arizona(PFFA) is supported by Executive Order 2003- 21,signed by Governor Napolitano. Rural/Metro is a signatory to that agreement. The Arizona Fire Service Mutual Aid Plan is an extension of, and a supportive document to, the State of Arizona Emergency Response and Recovery Plan. This was developed to provide immediate response resources for all risk emergencies. In addition to providing plans for mobilization and response of the closest most appropriate fire and rescue resources this plan establishes guidelines for an inventory of all fire and rescue personnel, apparatus and equipment in Arizona. Benefits of Mutual Aid 1. Increases immediate availability of additional resources for large scale or major incidents. 2. Closest available resource is dispatch to emergencies,thus reducing response times. Lives are saved and fire loss is reduced. 3. The public strongly supports sending the closest available units to any emergency. 4. Routine,or daily,use of mutual aid improves inter-agency coordination and effectiveness that will allow a smooth,efficient escalation for a major incident. 5. Mutual Aid reduces costs between fire departments by sharing resources. Command Organization Some incidents will require the most basic command structure while others will require a Unified Command Structure to maintain firefighter safety. At no time should there be two separate command structures operating on the same incident. "Unified Command"primarily consists of two or more agencies functioning as a single organization. Organizations that could be part of a Unified Command include the Fountain Hills Rural/Metro Fire Department,Mutual Aid Fire 10 Departments,Maricopa County Sheriff Department,Fountain Hills Unified School District,Fountain Hills Sanitary District and Chaparral City Water Company. A Unified Command will be used on all mutual aid emergency responses where multiple units from different agencies are working together for the delivery of service and two or more chief officers arrive on the scene. Unified Command is part of the standard Incident Management System (IMS),which is designed to expand or contract,as the incident requires. The incident command must also integrate all non-fire department agencies into the unified command organization. This will ensure effective incident management and safety for all responders to the incident. These agencies, when operating together on emergency incidents will follow established regional guidelines for initial incident command and escalate to unified command as needed. The first fire officer on scene will assume command. Upon arrival of the first chief officer,the arriving chief officer should assume command. Later arriving chief officers should report to the incident commander for assignment, or, form a unified command. The use of sectors and an appropriate command organization design will be implemented. SECTION VI: SUMMARY With proper long range planning in place, when the Town is fully "built out" there will be three fire stations providing coverage to respond to all the population of Fountain Hills within 5 minutes, 90%of the time.There will be sufficient staffing in place to allow handling the vast majority of calls for service. This will improve the safety and well being of all Fountain Hills residents and visitors. This will also increase firefighter safety by allowing the firefighters to arrive at fires in less time,and attack the fire while it is smaller,decreasing the chance of flashover or back draft. There will be a good balance of the call volume between the three stations that will allow for more efficient use of our staffing. L 11 L EXHIBIT A APPENDIX G TO FIRE PROTECTION AND EMERGENCY SERVICES AGREEMENT BETWEEN THE TOWN OF FOUNTAIN HILLS AND RURAL/METRO CORPORATION [Response Times] Response Time. Throughout the term of this Agreement, Rural/Metro's response time on all Code 3 calls that originate from within the Primary Service Area, shall average five minutes or less, except in those areas outlined in Exhibit A which will average eight minutes. a. Response Time Definition. Response time is defined as that period of time between when the first apparatus goes enroute to a Code 3 call, to the time of the arrival of the first piece of emergency or fire apparatus at the address of the call. b. Response Time Liabilities. Rural/Metro shall meet the response time requirements set forth herein a minimum of ninety percent (90%) of the time excluding exceptions. L 12 L EXHIBIT B Rural/Metro Monthly Report Fiscal Year 2011/2012 July August September October November December January February March April May June Total Total FH Incident Responses 263 268 235 261 225 221 228 195 321 286 295 284 3082 Average Emergency Response Time 3:51 3:50 4:03 3:25 3:42 3:48 3:52 3:44 3:51 3:53 3:51 4:21 3:50 Total#Response Exceptions 20 20 30 24 19 31 29 20 40 42 33 33 341 Response Compliance-Station 15 min.zone 86% 89% 77% 89% 88% 86% 85% 85% 84% 76% 83% 81% 84% Response Compliance-Station 18 min.zone 100% 100% 100% 90% 100% 100% 100% 100% 91% 100% 100% 86% 97% Avg.Response t.ompliance ' Sta.1 93% 94% 89% 90% 94% 93% 92% 92% 88% 88% 92% 84% 91% Response Compliance-Station 2 5 min.zone 80% 67% 62% 77% 88% 57% 74% 91% 65% 61% 57% 74% 71% Response Compliance-Station 2 8 min.zone 100% 67% 100% 0% 100% 100% 100% 100% 80% 100% 100% 50% 83% Avg.Response compnance Sta.2 90% 67% 81% 39% 94% 79% 87% 95% 72% 80% 79% 62% 77% Fire Loss $500 $0 $250,000 $10,000** $250,000** $0 $0 $10,000 $2,000 $0 $500 $75,000 510,500 Fire Loss Potential $30,000 $0 $300,000 $500,000 $900,000 $0 $0 $450,000 $200,000 $0 $150,000 $75,000 2,605,000 Training Hours 533 449 509 446 467 513 461 628 571 616 624.25 522 6339.25 Building and Site Inspections 9 13 16 14 8 21 13 11 12 11 24 10 162 Building and Site Plan Reviews 6 8 5 16 5 11 7 12 12 9 12 15 118 Public Education Activity 36 60 40 60 32 40 40 60 40 40 40 32 520 Car Seat Installations 3 2 2 2 1 2 7 8 9 10 14 6 66 AED Inspections 9 9 9 8 9 7 8 9 23'*" 9 9 7 93 Notes:Response time reauirementyer contract a minimum of 9056 of the time.**Residential Fire Sorink€er Head activation,' _;_grieillm .cove..***Pads in 15 MC50 units replaced 13 EXHIBIT C TOWN OF FOUNTAIN HILLS OFFICE OF FIRE CHIEF INTER OFFICE MEMO TO:Honorable Mayor Nichols and Town Council DT: November 15,2007 FR: Scott LaGreca, Fire Chief RE: Fire Department Operational Plan. Fire Station#2 Relocation Project Amendment Please find attached Amendment's to the 2007-2010 Operational plan submitted this year. These amendments are regarding Action Item #1, Fire Station #2 Relocation Project, which was presented in a Council Work Study Presentation. The changes are italicized and underlined for comparison with you original document. We have completed a study of seven site's, two current stations, and five potential locations. The criteria used: response time, emergency unit coverage, Town owned property, and sites requiring little or no Planning&Zoning, and Council action, in said order. We elected to use 5 minute response 90%+of the time vs. the standard 4 minutes that all fire department strive to reach. The logic for this decision was based on the Towns Fire Sprinkler Ordinance of 1996...AII perimeter developments are totally protected with residential/commercial fire sprinkler systems. It must be noted that the maps show five minute response boundaries, therefore as one works toward the station location, response times will reduce accordingly. You will also notice superior overlapping coverage for both stations, which will equitably distribute and balance call volume,thus allowing better support for multiple calls. After the fire departments workshop presentation on April 4, 2007, we discovered that the original relocation site near the entrance of Palatial Estates had a costly utility fiber-optics cable that would have to be relocated. We studied a site further West on Shea. The study found that by moving the original proposed relocated Shea site (presented at the work study) to a location 1200'East of Palisades Blvd., i.e. 1200' East of the Town entrance water feature, on Town owned land, all of the above mentioned criteria (enhanced south, southwest, and west coverage; superior site lines on Shea for responding units; no cut/fill waivers, no utility, HPE, and OSR abandonments, and no neighbors, now and future, in the general area); was met. It will also be an anticipated topographical friendlier build site, which will reduce projected build cost. This amendment also speaks to future west/northwest coverage as build out nears, as was questioned by the council.A third sub-station will eventually be needed. Attachment C: Tim Pickering,Town Manager t Julie Ghetti, Finance Director (!+ 14 EXHIBIT D Rural/Metro Corporation History Fire protection and emergency medical services are provided to Fountain Hills residents and businesses through a unique public/private sector combination of municipally owned equipment and facilities operated by contract personnel provided by Rural Metro Corporation(R/M),headquartered in Scottsdale. R/M's history goes back over 65 years,when founder Lou Witzeman, concerned that his rural neighborhood lacked fire protection, pooled together some money, bought a fire truck, and asked neighbors to subscribe to his fledgling company by paying an annual fee. In 1969, R/M began operating ambulance services as well. Today, the business Lou founded is a public company operating in approximately 400 communities throughout the United States. More recently, the Rural/Metro Corporation has undergone a restructuring of its operations in order to become an even stronger presence in the domestic ambulance and fire safety industry. The Company has taken aggressive action to close underperforming operations, reduce corporate overhead, strengthen its balance sheet, establish conservative reserves,improve revenue quality and win profitable new contracts. 15