To: Honorable Mayor and Members of Town Council
Through: David. L. Corliss, Town Manager
From: Norris W. Croom III, Fire Chief
Title
Resolution Approving and Adopting the Town of Castle Rock Fire and Rescue Department 2021-2025 Master Plan
Body
________________________________________________________________________________
Executive Summary
The Castle Rock Fire and Rescue Department (CRFD) has been an internationally accredited agency through the Commission on Fire Accreditation International (CFAI) since 2012. A central part of CRFD’s continuous quality improvement efforts is having a Master Plan that that provides guidance to the Town and department and addresses current and future needs as it relates to emergency services provided by the department.
As part of the accreditation process and standard organizational management, the Fire and Rescue Department has developed this updated master plan for the years 2021-2025. The previous plan expired in 2019 and due to unforeseen challenges in 2020, this plan was delayed a year to account for a number of organizational changes.
Utilizing the most current data available, there are a number of recommendations for consideration and implementation. Each recommendation has supporting documentation that can be found under each category in the body of the plan. Current recommendations address resources needed now to maintain the department’s level of service or position the department in anticipation of a future need while projected recommendations address anticipated resource needs based on an increase in call volume, construction, growth, and other outlined metrics.
These recommendations were also not made in a vacuum as it relates to funding. All of these recommendations will require an increase in the department budget which equates to an increase in overall Town revenue. While this plan does not address revenue, it does provide the basis for estimated budget increases, based on current personnel and capital costs, moving forward. Understanding the timing and costs associated with building and equipping a fire station, purchasing apparatus, and hiring the needed personnel to staff the identified positions will provide a projected future cost for implementation.
Finally, the recommendations in this plan will allow the department to maintain the current level of service. While it may appear that the addition of personnel and capital would increase the department’s level of service, it is simply to maintain as the Town continues to grow. The department’s resources only have so much capacity, and growth further impacts that capacity. If the recommendations are not implemented as the metrics are met, this could result in a degradation in the level of service, i.e. longer response times, reduced capacity in the handling of calls, a reduction in inspections, plan reviews, public education, training, and fleet repair, and diminished administrative capabilities. Ultimately, the community decides what level of service they expect and what risks they are willing to accept, and the department will do its best to achieve that level of service with the provided resources.
Notification and Outreach Efforts
Outreach to the community was accomplished through a series of seven open houses conducted throughout the community in 2019, direct surveying of the open house participants, and, for the first time, an online survey. Additional information was obtained from the Town’s community surveys.
History of Past Town Council, Boards & Commissions, or Other Discussions
The Department has maintained a Master Plan since 2014 when the Town Council adopted the 2014-2019 Master Plan. The 2014-2019 Master Plan was an extension of the Department’s continuous process improvement efforts and contributed to our ongoing goal of providing exceptional service to our community, while remaining an internationally accredited agency.
The Public Safety Commission has reviewed the Master Plan, to include the processes used in its development. They did not have time before this Council meeting to formally make a recommendation, and they have not indicated any concerns with the plan as presented.
Discussion
The Castle Rock Fire and Rescue Department (CRFD) has been an internationally accredited agency through the Commission on Fire Accreditation International (CFAI) since 2012. A central part of CRFD’s continuous quality improvement efforts is having a Master Plan that represents an understanding of the community’s expectations, concerns, and priorities.
As part of the accreditation process and standard organizational management, the Fire and Rescue Department has developed this updated master plan for the years 2021-2025. The previous plan expired in 2019 and due to unforeseen challenges in 2020, this plan was delayed a year to account for a number of organizational changes.
This plan was developed using a variety of standards, criteria, and data to establish current and projected needs. One of the key references used was the Center for Public Safety Excellence’s (CPSE) Quality Improvement for the Fire and Emergency Services manual. This plan meets numerous requirements as it relates to criterion, core competencies, and performance indicators found in Category 2 - Assessment and Planning, Category 5 - Community Risk Reduction, Category 6 - Physical Resources, Category 8 - Training and Competency, and Category 9 -Essential Resources. As with all plans, the plan itself is only as good as the data that was used to develop it, and any change in the data can drastically affect the plan.
Utilizing the most current data available, there are a number of recommendations for consideration and implementation. Each recommendation has supporting documentation that can be found under each category in the body of the plan. Current recommendations address resources needed now to maintain the department’s level of service or position the department in anticipation of a future need while projected recommendations address anticipated resource needs based on an increase in call volume, construction, growth, and other outlined metrics.
Current Organizational Recommendations
1. It is recommended that the department increase its administrative support staffing to 4, reducing the ratio to 1:23 while also providing dedicated administrative support for the Public Safety Training Facility.
2. It is recommended that the department/Town pursue funding for a dedicated, full-time emergency manager.
3. It is recommended that the department increase its Life Safety staffing by two Fire Prevention Officers (FPO) and two Fire Life Safety Educators/Inspectors (FLSE/I) in order to meet the recommended NFPA staffing and current needs.
4. It is recommended that the Life Safety Division evaluate other office and storage solutions to accommodate an increase in staffing.
5. It is recommended that the Logistics Division increase its Emergency Vehicle Technician staffing from one to two.
6. It is recommended that the Operations Division increase the line staffing by six positions (2 per shift) to allow for a total of 28 personnel per shift, up from the current 26.
7. It is recommended that the department increase the staff in the Training Division from two to five total members to achieve a ratio of 1:20.
8. Considering the limited availability of property suitable for a fire station in Planning Zone 9 (Meadows South, Red Hawk, Castle Highlands), the department should immediately explore station location options and secure property in the most advantageous location to provide a balanced response into Planning Zones 9, 4, and 1.
Projected Organizational Recommendations
1. It is recommended that the department evaluate its administrative support staff when the ratio exceeds 1:23 and provide for the addition of administrative support staff before the ratio exceeds 1:30.
2. It is recommended that the department evaluate the position of Fire Prevention Officer (FPO) when the amount of existing business inspections increase over 80 annually per FPO, and provide for the addition of a Fire Prevention Officer prior to the increase of 110 annually per FPO.
3. It is recommended that the department evaluate the current and forecasted workload of the Fire/Life Safety Educator/Inspector when business inspections account for 60% of their daily activities. It is further recommended that that department pursue additional staffing or modify responsibilities when business inspections meet or exceed 70% of their daily activities.
4. It is recommended that the department re-evaluate the Life Safety Division staffing model should there be a consistent increase in fire activity. This increase would result in more investigation and community education efforts and possible separation of inspection, investigation and community education activities.
5. It is recommended that the department maintain a ratio of 1.8 to 2.5 full-time Emergency Vehicle Technicians to adequately support its fleet of vehicles.
6. It is recommended that due to the lack of adequate fleet maintenance garage space and a decentralized storage program throughout the entire town, the department should acquire or build a Logistics Facility. This facility would need to provide appropriate fleet maintenance garage space and a centralized storage area for the logistics division.
7. It is recommended that the department increase the number of firefighters when defined parameters in the Master Plan and Standards of Cover are met.
8. Solely based upon call for service projections, Planning Zone 6 (Terrain, Cobblestone Ranch, Castle Oaks) should reach the planning threshold for new station consideration between 2021 and 2023 and the operational threshold between 2022 and 2024. Considering all factors, if they remain relatively consistent, the department should consider planning to open a station dedicated to Planning Zone 6 between 2022 and 2024.
9. Construction of a station should be considered when Stations 151 and 154 begin to reach planning thresholds for performance into Planning Zone 9, or when they are unavailable to the incidents within their primary planning zones, further increasing the travel time delta for aid received. Based on Station 151 and 154 current and projected workload, the department estimates a station in Planning Zone 9 by 2026 - 2028. Alternatively, adding an additional apparatus at an existing fire station could potentially service this planning zone within current performance thresholds.
10. It is recommended that the department prepare for an additional medic unit, required staffing, and equipment by 2025.
11. It is recommended that as additional personnel are added, the department evaluate the need for additional training staff when a ratio of 1:25 is reached and increase training staff before a ratio of 1:30 is reached.
12. It is recommended to consider adding a second battalion chief position (3 personnel) with the opening of a sixth fire station. The addition of a seventh station would necessitate the addition of the second battalion chief.
As with all plans, it is only as good as the current data allows. General Patton stated, “Do not try to make circumstances fit your plans. Make plans that fit the circumstances.” Therefore, any significant changes in growth, either positive or negative, can have an immediate impact on the department’s level of service as well as the recommendations in this plan. If growth rapidly accelerates beyond what is forecasted, this could require the implementation of these recommendations ahead of projected schedules. Conversely, if growth suddenly slows, these recommendations may be extended out further than what is currently projected. There may also be additional, unforeseen challenges associated with growth that have not been addressed in this plan.
Finally, the recommendations in this plan will allow the department to maintain the current level of service. While it may appear that the addition of personnel and capital would increase the department’s level of service, it is simply to maintain as the town continues to grow. The department’s resources only have so much capacity, and growth further impacts that capacity. If the recommendations are not implemented as the metrics are met, this could result in a degradation in the level of service, i.e. longer response times, reduced capacity in the handling of calls, a reduction in inspections, plan reviews, public education, training, and fleet repair, and diminished administrative capabilities. Ultimately, the community decides what level of service they expect and what risks they are willing to accept, and the department will do its best to achieve that level of service with the provided resources.
Budget Impact
These recommendations were also not made in a vacuum as it relates to funding. All of these recommendations will require an increase in the department budget which equates to an increase in overall town revenue. While this plan does not address revenue, it does provide the basis for estimated budget increases, based on current personnel and capital costs, moving forward.
If the plan is approved and implemented, the projected costs for all of the current challenges is approximately $1.8 million in ongoing operational costs with the entire amount primarily funded through the general fund. There may be an opportunity to perform a cost share for some of these positions with other Town funds, but that would have to be addressed at the time of implementation.
The approximate costs for all of the projected challenges ranges from $25 million to $34 million. These include approximately $7 million in ongoing, operational costs that would be primarily funded through the general fund. The remaining costs would be capital costs associated with the construction of facilities and acquisition of vehicles.
As stated in the plan, the projected challenges are based on numerous “if/then” statements, and all or none could come to fruition depending on the pace of growth. Some challenges may need to be addressed sooner, yet others could end up being delayed or not implemented at all. Understanding the timing and costs associated with building and equipping a fire station, purchasing apparatus, and hiring the needed personnel to staff the identified positions provides these projected future costs for implementation.
Staff Recommendation
Staff recommends approval of the resolution to adopt the 2021-2025 Master Plan.
Proposed Motion
“I move to approve the Resolution as introduced by title.”
Attachments
Attachment A: Resolution
Exhibit 1: 2021-2025 Master Plan
Attachment B: Power Point