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North Collier FCRD 5-Year Strategic PlanNorth Collier Fire Control and Rescue District FIVE YEAR STRATEGIC PLAN October 2015 - September 2020 FINAL (APPROVED BY BOARD 9- 10 -15) PRESENTED BY: Fire Chief Orly Stolts Executive Chief Rita M. Greenberg Assistant Chief Becky Bronsdon Assistant Chief Michael T. Ginson Deputy Chief Michael Swanson Deputy Chief Eric Watson Deputy Chief Jorge Aguilera Deputy Chief Eloy Ricardo PRESENTED TO: North Collier Fire Control and Rescue District Board of Fire Commissioners J. Christopher Lombardo, Chairman Norman Feder, Vice Chair Richard Hoffman, Treasurer M. James Burke, Commissioner Eliseo R. Chao, Commissioner Chris L. Crossan, Commissioner Margaret Hanson, Commissioner John McGowan, Commissioner RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 2 of 106 TABLE OF CONTENTS Mission Statement 4 ............................................. ............................... District Description 5 ..................................... ............................... History..................................... ............................... ...................10 ......................... Current Resources and Service Delivery ............. ............................... Emergency Medical Services ..................... ....... 20 ............................... SpecialOperations .............................................................. ............................... 31 Fire Prevention Bureau............ Community Outreach ............................ 44 SupportStaff ............................... ............ .46 ............................ ............................... EssentialServices ............................................................... ............................... 49 Apparatus Replacement Schedule........... Training & Safety .......... ............................... .......... 53 .................... EmergencyDispatch ........................................................... ............................... 55 Special District Public Facilities Report .............................................................. 56 . ............................... Human Resources Management ............ ............................... 57 Information Management and Technology .......................... ............................... 58 Goals in the Next Five Years ................ ...61 ............................ ............................... Capital Improvements Program ........................................... ............................... 64 Property Owned & Land Acquisitions .................................. ............................... 67 Financial Highlights ........................... ............................... Summation.......................................................................... ............................... 85 Attachment A-Collier County Population Data ....................... .............................86 Attachment B- Organization Chart ............................. Attachment C- Service Delivery Area & Station Locations ... ............................... 89 Attachment D- Facilities Records by Station & Summary ..... ............................... 90 Attachment E - Response Time Heat Maps............ .........104 ......................... RMG & 8B NCFR Five Year Plan 1012015- 912020 (FINAL) Page 3 of 106 OUR MISSION: The mission of the North Collier Fire Control and Rescue District is to protect lives and property in an efficient, yet effective manner, while maintaining the utmost level of respect for one another and illustrating a high standard of ethics and dedication to the care of our customers. OUR VISION STATEMENT: "Efficient, Effective and Quality Service Today and Tomorrow" OUR COMMITMENTS: TO OUR RESIDENTS AND THE COMMUNITY: We are committed to meeting the needs and expectations of our residents today and in the future, to develop innovative solutions to the service delivery challenges we encounter, and to provide rapid response delivered by dedicated and caring professionals. TO OUR EMPLOYEES: We are committed to providing a working environment characterized by trust and respect, supportive of open and honest communication, and fostering professional growth, community involvement, and illustrating the highest ethical, moral and personal standards to incite public trust. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 4 of 106 DISTRICT DESCRIPTION From the Gulf of Mexico to the edge of the Florida Everglades, the North Collier Fire Control and Rescue District serves the unincorporated communities within. The District has a beachfront urban area known as the North Collier Service Delivery Area and a rural /agricultural area known as the Big Corkscrew Island Service Delivery Area. From high angle rescue to wildland fire suppression, the North Collier Fire Control and Rescue District is able to provide efficient and effective service to its diverse population of residents. Formed as an independent fire control district in 2015, the District presently encompasses 264 square miles, serves a population of nearly 125,000 persons and protects a real property value of more than $27 billion. The Fire Chief is employed by the Board of Commissioners and serves as the District's administrator, as well as the director of the District's operations. The Fire Chief is supplemented by a staff consisting of one Executive Chief, two Assistant Chiefs and four Deputy Chiefs. The Chief Officers are supported by 193 Uniformed and Administrative Support personnel. The District experiences good labor relations with its personnel represented by Local 2297 of the International Association of Fire Fighters (IAFF). North Collier Fire Rescue is a full service emergency service organization providing fire and EMS service to the District from 12 strategically located facilities. The Department has grown from a small volunteer organization to a progressive department which is responding to more than 16,000 emergencies annually. The District provides fire suppression, prevention, public education, EMS and hazardous material services to District residents and visitors. The Department operates (10) Class A first due response engines, (4) 4 X 4 quick attack/rescue units (utilized for medical emergencies and brush fires), (6) 6 X 6 brush trucks and (3) 3,000 gallon water RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 5 of 106 tenders as well as a variety of specialty, support and staff units. The Department is part of a county -wide automatic aid system that dispatches the closest appropriate unit, in accordance with predetermined assignments, for either fire or EMS emergencies. Alarms are dispatched by the Collier County Sheriffs Office Dispatch Center which serves all fire /rescue agencies within Collier County with exception to the City of Naples. The District is expected to continue growing with projects currently underway increasing commercial and residential infrastructure. According to the 2010 Census, the population in Collier County was estimated to be 321,520. The Collier County Comprehensive Planning Section estimates population in Collier County for 2016 to be at 343,200. The 2016 population estimated for the North Collier Fire District according to the Collier County Comprehensive Planning Section census nears 130,000. Call volume in the District is expected to increase from just over 16,000 annually to nearly 19,000 by 2020, based on past trends. Infrastructure of the various communities is expected to keep pace with the population growth, but there will be a challenge in overall District response with the associated congestion of transportation routes throughout the area. Geography of the District and the development of new transportation routes will be closely monitored by the District in order to significantly reduce response times to various calls. The North Collier Fire Control and Rescue District provides a full range of services, including non - transport first response Basic Life Support (BLS) and Advanced Life Support (ALS) to medical emergencies. The District's rating by the Insurance Services Organization is a 3 on a range of 1 -10, with one (1) being the best. This class 3 rating places the District in the top 5% of all fire departments nationally. It also results in a cost savings to owners of residential, commercial and industrial property located within the District, and serves as an external verification of the exemplary job the District does in protecting life and property. RMG & BB NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 6 of 106 The District also provides a variety of support functions including plans review and inspections for fire code compliance in new and existing commercial and multi- family structures within the District. The Fire and Life Safety staff work closely with Collier County and neighboring fire plans review personnel to provide uniformity of code interpretation. Plans review is also provided through an Interlocal Agreement to the Immokalee Fire Control District. A strong emphasis on Fire and Life Safety Education is also important to the District, and this task is fulfilled through the District's Fire and Life Safety and Community Outreach divisions. The District's operations are funded primarily through ad valorem taxes, but the District also receives funds for plans review, inspections, occupational licenses, flow test, hydrant maintenance, thrust block inspections and firework permits. Additionally, fire impact fees are received to provide infrastructure needed in response to new growth. Prior to 2014, revenues from ad valorem taxes and impact fees had declined because of the economic factors during the years 2008 -2013. However, because of the economic factors currently in play, these funds have begun to increase, exceeding expectations for FY2015. After a thorough analysis of community development conditions and trends, operational methodology, resources, resource distribution, accepted industry standards and other factors, this report will provide recommendations for maintaining and /or improving the services provided by the District. It is important to realize that the items listed below are based on projected growth and needs of the District. With each year of development, the plan and the District's financial position are evaluated by Staff and the Board. At which time modifications to the plan may be made. Among the most significant recommendations contained in the Critical Issues and Recommendations are the following four major factors: 1. The need for the addition of five (5) Fire Stations, four (4) Engine Companies and one (1) Ladder Company during the next five years has been identified. While the proposed plan identifies the need for each of these items, the budgetary RMG & 88 NCFR Five Year Plan 9012015- 912020 (FINAL) Page 7 of 106 yr r9 <.aao, .. .,.r... -' .. ✓,w. .. uwwmwMFw.w. ,.. � nF<vui - ....- .... —..., components and constraints will be evaluated annually to determine the District's ability to achieve the goals. The current projected financial position of the District shows the ability to fund 2 of the stations and purchase the apparatus needed to support those facilities. Should financial resources not be sufficient for identified needs, staff will reprioritize needs and determine financial feasibility. 2, Continued analysis of the District's organizational structure for greater efficiency of District operations has identified the immediate need for seven (7) personnel in the general staff level (2 information technology, 2 fleet maintenance, 1 logistics, 1 controller and 1 human resource director). There is also a need for - eighteen (18) personnel at the shift level: 15 firefighters and 3 battalion chiefs, The budget includes 15 firefighters (12 funded by the Safer Grant and additional firefighters to replace those positions being vacated through attrition). 3. Personnel needed for the operations of the five new facilities over the next 5 years equates to sixty (60) positions (twelve per facility). In addition to support the operational staff it has been identified that two (2) additional training personnel were needed to support the continued growth of the District. The funding for these positions is only identified for 2 facilities and 1 training position over the next 5 years. Present financial constraints do not allow for the future funding of 3 of the identified needed facilities or the personnel needed to operate them. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 8 of 106 4. Commitment to maintaining an apparatus replacement schedule and facilities maintenance schedule by establishing and maintaining a replacement program for apparatus and an updating program for the facilities is an essential component of the plan. The apparatus replacement schedule will be based on year, use, hours, mileage, repair costs, and capabilities of the unit. The facility maintenance /update schedule will be based on expected useful life of equipment (water systems, HVAC), necessary repairs, life expectancy and wear and tear. The annual review of the financial capabilities will provide insight as to how the apparatus replacement schedule will be followed. Currently, the District identified the ability to replace one unit in the 15 -16 fiscal year, when there are at least 4 firefighting apparatus that need to be replaced. Staff vehicles are also considered for replacement and due to financial constraints is limited as well to only those units in absolute need. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 9 of 106 HISTORY In February 2014, the Boards of Fire Commissioners from the Big Corkscrew Island Fire Control and Rescue District and the North Collier Fire Control and Rescue District in discussions of merging the two Districts into one. An Interlocal Agreement was entered into, allowing for the Administrative /Chief Officers to work together towards the common goal. The Districts followed the path to merging as outlined by Florida Statutes Chapter 189 — working together with members of the community to: create a 5 year plan, educate the constituents and hold a referendum election. Throughout the process the two Boards insisted that service to the community be enhanced through greater efficiencies and sharing of resources. On November 4, 2014, history was made in Collier County as the Big Corkscrew Island Fire Control and Rescue District and the North Collier Fire Control and Rescue District, through a vote of their respective constituents (greater than 60% each), voted to merge the two into one — the North Collier Fire Control and Rescue District. On January 1, 2015, the North Collier Fire Control and Rescue District began its journey. The affairs of the District are governed by a Board of eight commissioners, reduced by charter to five at the November 2016 General Election. They are elected by the residents of the District and serve four year terms. The terms are staggered, so that no more than two positions come up for re- election at the same time. The major responsibilities of the Board are policy making and setting the annual budget. Serving under the Board is the Fire Chief who is responsible for the day to day operations of the District and carrying out the policy decisions of the Board. North Collier Fire Control and Rescue District is an organization that is dedicated to the citizens of the District by adhering to a high standard of professionalism in everyday operations. The predecessors (North Collier and Big Corkscrew) of the District have an RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 10 of 106 impressive history of rapid growth, economic challenges and demographic change that has created some unique challenges, requiring its members to adapt to new ideas and methods. Services currently provided by the North Collier Fire Control and Rescue District include: • All types of Fire Response • Non - Transport Emergency Medical Services (ALS and BLS) • Hazardous Materials Response • Vehicle Extrication • Technical Rescue Techniques (TRT) including low /high angle, confined space, trench, and building collapse rescues • Beach Patrol • Water Rescue /Boat operations • Fire Plans Review • Fire Prevention and Code Compliance Inspection • Fire Investigation • Public Fire and Life Safety Education • Dive Rescue • Community Emergency Response Team, (C.E.R.T.) • Serving Our Seniors, (S.O.S.) • Here For You North Collier Fire Control and Rescue District also demonstrates effective working relationships with other city and fire districts of neighboring jurisdictions. The District established mutual and automatic aid agreements with these agencies to ensure that each district or municipality has access to additional resources, if available, when needed. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 11 of 106 CURRENT RESOURCES AND SERVICE DELIVERY Fire departments need a balance of three basic resources to carry out their emergency mission successfully: people, equipment and facilities. Because firefighting is an extremely physical pursuit and is a labor intensive service, the adequacy of personnel resources is a primary concern. There must also be sufficient fire apparatus distribution and standards of station coverage in order to protect the North Collier communities in an efficient manner. Stations North Collier Fire Control and Rescue District has one - hundred fifty three shift firefighters and 12 units deployed full -time from ten fire stations. Of the five needed stations, four stations are included in this plan in order to increase coverage within the next five years. Currently, the numbering of the stations and locations are as follows: • Station 40, located at 1441 Pine Ridge Road • Station 42, located at 7010 Immokalee Road • Station 43, located at 16325 Vanderbilt Drive • Station 44, located at 8970 Hammock Oak Drive • Station 45, located at 1885 Veterans Park Drive • Station 46, located at 3410 Pine Ridge Road • Station 47, 2795 N. Airport- Pulling Road • Station 48, 16280 Livingston Road • Station 10, located at 13240 Immokalee Road • Station 12, located at 21520 Immokalee Road • Support Services Facility #1, Life Safety and Support Services Head Quarters, 6495 Taylor Road • Support Services Facility #2, Fleet Services Sub - Station, 18665 Immokalee Road • Planned Station 410 — Immokalee Road Corridor — an identified need due to RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 12 of 106 ....... ... ..... .-. .....,,.,.e...., ...�.«.+awwwx««z .a>✓..wtatt.,a�n... nun «- ,awuvwxi .,.k .;.a.�w, ..,... w.,.o-..,.x distance traveled, existing and projected growth, and call volume. • Planned Station 411, located near Airport Road and Orange Blossom — an identified need due to call volume, and existing and projected growth. • Planned Station 414, located on DeSoto Blvd — an identified need due to projected growth. • Planned Station 412 - 925 Oaks Boulevard — an identified need due to construction in progress. • Planned Station 413 - 121 Sun Century Road — an identified need due to construction in progress and projected growth. * Construction of the proposed facilities is contingent upon the District's financial capabilities at the time the project is proposed. Support Services Facility #2 (previously known as Station 11) is the oldest facility within the District, built in 1981, with the interior remodeled in 2002 to become fleet services, and the exterior metal skin replaced in 2005 after Hurricane Wilma. Improvements to this station as well as to other stations within the District will be made as deemed necessary by the Board of Fire Commissioners, and as financial resources are available. Firefighters assigned to each fire station are responsible for emergency first response in a correspondingly numbered "Response District ". It is important to note that the distribution and the size of the territories has as much to do with growth history as with geography and demand of the population this District serves. North Collier Fire Control and Rescue District strives to serve the growing population by increasing the number of stations and coverage locations as development and growth continues. However, economic conditions and fee reductions over the last few years have resulted in a reduction in both general fund and impact fee fund revenue. This loss of revenue has affected the District's ability to construct new stations and add personnel where need has been identified. The Insurance Services Office (ISO) rates fire departments based on a complex RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 13 of 106 schedule of measurements that covers a wide range of factors significant to fire protection. The ISO classification provides insurance companies with a standard estimation of conflagration risk for fire insurance rating. One component that the schedule weighs is the distribution of fire companies within the community. This grading schedule suggests that developed areas in a city should have a fire department within 1 '/z miles travel distance. (Insurance Services Office, 2011). A circular response area with a radius of 1 '/z miles encompasses about seven square miles, less than the current average service area of existing stations. At two- hundred sixty -four square miles, our District should have thirty seven stations, based upon ISO standards. We have identified additional locations within our District to be considered for station locations as growth dictates and funding allows. The location of fire stations within the District is currently distributed to cover the more densely populated areas within the District. However, the need for new stations to respond to areas of new development of single family and multi -homes has been identified as well. Target areas identified as "in need of improvement in response times and for growth" are located in the following areas, and as indicated on Attachment E — "Heat Map ": 1. Immokalee Road — east of 1 -75 and West of Richards Road 2. Orange Blossom and Airport 3. U.S. 41 and Old U.S. 41 area 4. Oakes Blvd and Vanderbilt Road 5. East of Desoto Blvd Currently, the highest call volume and response rate is estimated to be from Station 44, Station 40 and Station 45 respectively. Station 45 has a training tower and a training facility to meet the current training needs of firefighters and citizens. Training rooms will be added to other planned stations to facilitate the ongoing education requirements of the professional firefighter. RMG & BB NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 14 of 106 Personnel The General Fund Budget of the North Collier Fire Control and Rescue District for the fiscal year 2015 -2016 contains the financial provisions for a total of 223 employees and elected officials. The classifications are as follows: • Fire Rescue Line Personnel .................... ............................... 115 • Fire Rescue Line Officer Personnel .......... ............................... 44 • Fire Rescue Support B.C., Logistics Captain .............................2 • Fire Rescue Training Officers .................................................... 2 .......................... • EMS Training Coordinator, EMS Training Specialist ................. 3 • Fire Plans Reviewers ( non - bargaining) ........ ..............................4 • Fire Prevention and Inspection Personnel ............................... 15 • Public Education Specialist (PES) /Fire Inspector ......................1 • Fire Rescue Chief Officers Non - Bargaining Unit ........................ 8 • Administrative Personnel ............................................ 8 FT, 1 PT • Computer Network Administrator ................ ............................... 2 • Community Outreach .................................. ............................... 2 • Public Information Officer ............... ..............................1 PT • Facilities Coordinator .......................... 1 • Facilities Technician ........................... ............................... 1 • Custodian........... • Fleet Technician ................ 4 ....................... • Elected Fire Officials ........................... Total.................................................................. ............................... 223 The North Collier Fire Control and Rescue District is an Equal Opportunity Employer (EOE), and the District strives to meet all applicable standards set by the E.E.O.C, as well as the Americans with Disabilities Act. A future five -year goal is identified to expand the Human Resource Division within the District so as to directly address labor RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 15 of 106 relations, benefits and federal and state regulation compliance. However, this expansion is not provided for in the current Plan due to anticipated financial constraints. The current District established minimum apparatus staffing is three firefighters per engine and aerial company and 2 per squad. However, this is not uniform throughout the District due to financial constraints. North Collier Fire Control and Rescue District's current staffing reflects 51 field operations personnel on duty twenty -four hours per day. Assuming a rather conservative leave ratio of 20% for vacation, Kelly Days, and personal leave, the District allows for personnel to be off duty for reasons including, but not limited to, sick time, family leave, workers compensation, military, disability and jury duty. The District assigns a minimum of thirty -nine response personnel to each of its three shifts. With only seven scheduled off, the District meets preferred staffing. Apparatus and On -Duty Staffing Assigned Assigned Preferred Safe Station # A pparatus ID Staffin Sta4 n Staffing 1 40 Engine 40 115 2 2 2 40 Squad 40 124 2 3 44 squad 44 2 2 4 42 En ine 42 109 4 4 4 3 3 5 43 Ladder43 934 4 4 3 6 44 Tower 44 933 4 4 3 7 44 En ine 44 92 5 0 0 8 44 SRU 44 90 0 2 2 g 45 Squad 45 1213 2 1 1 10 45 BC -40 1 994 1 4 3 11 45 En ine 45 93 5 4 3 12 46 Engine 46 110 4 13 45 Lt 41 928 1 1 1 N/A 14 45 Ca t410 923 1 1 N/A 15 45 Captain 41 932 0 0 16 42 Brush 42 4053 0 0 0 17 45 Reserve Eng 94 0 18 44 Brush 44 80 0 0 0 0 0 19 46 Brush 46 4054 0 RMG & 88 NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 16 of 106 20 45 SRU 41 91 0 0 0 21 45 SRU 45 86 0 0 0 22 47 Ladder47 98 4 4 3 23 Boat Dock Boat 41 968 0 0 0 24 Shop Pumper 127 0 0 0 25 44 UT44 1411 0 0 0 26 Shop U 42 53 0 0 0 27 44 BP44 T 2971 0 0 0 28 44 BP 44 1296 0 0 0 4 U 44 1447 0 0 0 0 Boat 40 56 0 0 0 0 BT 40 56 -T 0 0 0 5 T3543 BT 41 1100 0 0 0 4 Boat 43 55 0 0 0 4 Boat 44 1248 0 0 0 BT43 55 -T 0 0 0 4 BT 44 1247 0 0 0 37 45 HM 41 63 0 0 0 38 45 HM 42 113 0 0 0 39 SC HUR 43 1116 0 0 0 40 45 CERT 40 64 0 0 0 41 45 GEN 45 119 0 0 0 42 45 TRT 41 62 0 0 0 43 45 AIR 45 114 0 0 0 44 45 FTA Air 1133 0 0 0 45 45 TRT 42 765 0 0 0 46 73 PETC 54 0 0 0 47 BT44A 43631 0 0 0 48 —Shop Investigation 1991 0 0 0 49 45 BST2 WT8F 0 0 0 50 45 BST1 WT8E 0 0 0 51 42 WT42 2977 0 1 1 52 10 Engine 10 3 3 3 53 10 Attack 10 0 0 0 54 10 Water Tender 10 0 0 0 55 10 Brush 10 0 0 0 56 12 Engine 12 3 3 3 57 12 Attack 12 0 0 0 58 12 Water Tender 12 0 0 0 59 12 Brush 12 1 0 1 0 0 60 �_-l0 UTV 0 0 0 Totals 49 49 38 RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 17 of 105 The District operates a fleet of front line apparatus that includes 10 engines, 3 aerial apparatus, including 2 ladder trucks and 1 tower ladder, and 1 squad unit. All of these are determined to be in good working condition by the District's fleet staff. The model year of the front line apparatus ranges from 1998 to 2015. Average age of the front line fleet is 8.0 years. In addition to the front line fleet, the District has 3 engines in reserve. The telesquirt and tower are categorized in fair condition. The reserve units are used to replace front line units when they are out for repair or service. The reserve vehicles range in years from 1983 to 2004. The District also maintains a fleet of general staff support vehicles: General: Use Vehicle 1. Ford F -250 2. Ford Van 250 3, Ford Expedition 4. Ford F350 5. Ford F550 6. Ford F550 Fixed Asset Use 1117 Safe Officer 74 K -9 and Deliveries to Stations 84 U43 $6 SRU 45 935 SRU42 1086 1 Spedal y § 5u ort �erv�ces. Vehicle Fix 1. 2. 3. Chevy Van Ford Ranger Ford F450 4. Ford F 150 5. Ford F250 6. Ford F250 Training: _ Vehicle 1. Ford F150 2. Ford Ex edition 3. Ford Expedition 4. Ford Expedition 5. I Ford Explorer RMG & 88 ad Asset 66 78 121 461 Fixed Asset Use 65 Reserve 101 Reserve 107 Training Commander 932 Trainin Captain 410 227 Trainin Lt 41 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 18 of 106 Chief Officers /Administration: Inspection Bureau: Vehicle Fixed Asset Use 1. Ford Expedition 228 Chief 40 2. Ford Explorer 229 Chief 41 3. Ford F250 123 Chief 42 4. Ford Expedition 929 Chief 43 5. Ford Expedition 927 Chief 44 6. Ford Expedition 928 Chief 45 7. Ford Expedition 103 Battalion Chief 42 8. Ford Explorer 82 I.T. 9. Ford Explorer 344 Chief 10 10. Ford Expedition 930 Chief11 11. Ford Expedition 1223 Chief 12 12. Ford Explorer 1224 Community Outreach Inspection Bureau: Total Vehicles — Line and Support ............................... ............................104 RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 19 of 106 Vehicle Fixed Asset Use 1. Ford Explorer 117 FM 41 2. Ford Explorer 126 DFM 43 3. Ford F150 931 INS 43 4. Ford Taurus 108 Spare 5. Ford Taurus 111 Spare 6. Ford Taurus 112 S.O.S. 7. Ford Ranger P/U 128 Inspector 40 B. Ford F150 266 P.E.O./inspector 9. Ford F150 344 Inspector 47 10. , Ford F150 930 DFM 42 11.1 Ford F150 1223 Inspector 45 12.1 Ford F150 1224 Inspector 42 13.1 Ford F150 1409 J Inspector 49 14.1 Ford F150 I Inspector 10 Total Vehicles — Line and Support ............................... ............................104 RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 19 of 106 EMERGENCY MEDICAL SERVICES The Emergency Medical Services Division (EMS) of North Collier Fire Control and Rescue District is dedicated to saving te the lives of e surrounding areaesidents and visitors within District boundaries as well as those On February 8, 2011, the District was issued a Certificate of Public Necessity and Convenience (COPCN) by the Collier County Board of County Commissioners to provide pre - hospital, non - transport t and Advanced Life Support District. ervice to the residents and visitors of the North Collier Fire Control On February 28, 2011, the State of Florida Department of Health officially licensed the District's Advanced Life Support program, ureaun of Emerlgenc District successfully passed the final State of Florida Sy tem inspection with no deficiencies noted. Presently, the North Collier Fire Control and Rescue District responds to more than 9,000 Medical Emergency Calls (see Graph A) in both the capacity as an Advanced Life Support (ALS) and Basic Life Support (BLS) provider, utilizing a combination of first response vehicles and medically equipped fire trucks. Once a 911 call is received into the Sheriffs Office Dispatch Center, and based on the information provided by the caller, the call is then appropriately coded to ensure the closest and most appropriate District ALS /BLS apparatus is dispatched. All District Paramedics are not only State of Florida Certified, they must also successfully complete the District's perform Director's Paramedic. comprehensive prehensive credentialing requirements prior to being allowe d to p In Collier County, transport services are provided by Collier County Emergency Services Department (EMS). On occasions, when a patient's medical condition dictates, or the District's Paramedic initiates Advance Life Support procedures prior to the arrival of the Collier County transport unit, a District Firefighter /Paramedic and/or EMT will provide additional clinical support during the transport phase of the call by riding along with the patient to the hospital. Since 2011, the District has ridden to the hospital 2,189 times utilizing 2,516 personnel (see Graph B). RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 20 of 106 GRAPH A NFPA (EMS Calls) 320 -329 16000 -- _._____ 14512 14000 - -- __ 13442 12000 _ ___ 11525 W 2013 10000 9150 2014 8000 6000 2 2015- projected — 4000 a 2016 - projected 2000 a 2017 - projected 0 W 2018 - projected '� o� a 'L�1 'L�ti Lc� `tia yea `��a yea �e R 2019 - projected e a p1Q' p1Q' Olt •,0 •0 010 ti�tih�` L�y�Q` y� Q� �to �`Q� 2020- projected ti� Graph A is based on the historical assumption of a projected 8% increase per year. This Graph does not include projected increases in population. GRAPH B 3000 2500 2516 21 2000 1500 = h' ttrl m Mosphal 1000 ._ �stl,N eo Nwonn o /axwnnel 500 380426 419472 5320 5651 291347 0 r 2011 2013 2015 Graph B indicates the amount of times District personnel has ridden along to hospital. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 21 of 106 EMS Mission The fundamental and unique mission of the EMS Division is to develop and continually improve the medical care system, while assuring high quality patient care and appropriate response in emergency situations. in cooperation with other area agencies, the Division promotes all aspects of a comprehensive system of pre - hospital emergency medical care along with basic and advanced life support services. The provision of patient care is a responsibility given to certified individuals who have completed a medical training and evaluation program. Pre- hospital certified providers are required to adhere to the standards of the certifying agency and the medical protocols authorized by the Office of the Medical Director as well as local, federal, and state agencies. With a commitment to excellence and professionalism, the EMS Division works together in collaboration and partnership with other agencies outside of its structure who share the same vision and values. Mutual respect with other providers is the cornerstone for all of its working relationships. Integrity, honesty, and ethical behavior guide all endeavors within a framework of diverse ideas, cultures, ethnicities and backgrounds — all which strengthen the Division's efforts and enables the accomplishment of its important goals. The District's Advanced Life Support section is managed by a Deputy Chief of EMS, a Captain -EMS Coordinator, an EMS Training Lieutenant, and the Office of the Medical Director which is comprised of a Medical Director and four (4) Associate Medical Directors. The Deputy Chief of EMS is responsible for the overall EMS operations, budget oversight, development of policies and procedures, assuring compliance with all State statutory requirements, and maintaining direct communication with the District's Office of the Medical Director. In addition, the EMS Division in conjunction with the OMD holds a bi- monthly EMS Council meeting. The EMS council has representatives from all the local hospitals, Collier County EMS Department, Collier County Sheriff's Office, Lee Memorial Trauma Center, Greater Naples Fire Control & Rescue District, City of Marco Island Fire & Rescue Department, City of Naples Fire & Rescue Department, Collier County Public Safety Authority (PSA), Drug Free Collier, Collier County Injury Prevention Coalition, Fire Commissioners and members of the public. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 22 of 106 EMS Division Operational /Logistics The EMS section's day -to -day field operations includes assuring the proper unit response, establishing command on high risk calls, the delivery of on -scene care, and meeting logistic needs are provided by the EMS Captain. The EMS Captain communicates with vendors regarding product availability, bids /price quotes, status of orders, problems, discrepancies, or other issues; conducts research of District files, inventory of records, electronic data sources, prepares reports as needed for review by the Deputy Chief or other superior officers. Assist in the development, implementation and monitoring of cost savings programs to minimize overall costs. Assist in the development, implementation and monitoring of the Districts medical supply pp y program. Assist in the development, coordination and monitoring of the Districts medical equipment maintenance program and reviews work orders and maintenance reports. EMS Division Training /Quality Assurance The EMS Training Lieutenant is responsible for the Medical Training sector. Develops programs to ensure the District and its EMTs and Paramedics meet State, Federal, and local standards and have all the necessary equipment to do their job in order to save lives. Training is comprehensive and includes mandatory continuing education for EMTs and Paramedics to remain credentialed in their field of service as required by the State of Florida and the Office of the OMD. Understanding the importance of education, the District provides additional elective education as well to its EMTs and Paramedics. These Continuing Education Units (CEOs) are above and beyond the minimum as required by the State. In addition to State -level credentialing, all District EMTs and Paramedics are credentialed every two years by the District itself. The credentialing process ensures that all medical personnel retain their medical skill sets. District credentialing includes education classes, written tests, and one -on -one interviews with the District's Medical Director. The Training Section also continually monitors medical protocols, revising them as national standards change and improve. National conferences as well as local and regional councils facilitate the exchange of protocol information, allowing the District to always provide the latest in medical services. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 23 of 106 Division Responsibilities: EMS Coordinator 2014 -2015 - Current EMS Division I Administrative Assistant EMS Training Office of the Medical Director Office of the Medical Director (OMD) Mission Statement The overall objective is to provide a venue of open discussions between stakeholders to facilitate and prompt the "prompt, compassionate, and clinically excellent care. The Office of the Medical Director of the North Collier Fire Control and Rescue District is a physician led group responsible for the comprehensive medical oversight of all non - transport clinical care provided within the District. Developed as a collaborative effort between the District's EMS staff members and Medical Directors, the Office currently supports more than 180 individual providers which respond to more than 9,000 medical calls per year. Additionally, it interfaces with other Collier and Lee County fire departments, Collier and Lee County EMS Systems, and four local hospitals including Lee County Trauma Center and Collier County's only pediatric hospital. The Office also collaborates with other agencies including the Public Health Department, the Collier Injury Prevention Coalition, North Collier Emergency Medical Services Advisory Council, Drug Free - Collier, and the Collier County Fire Chiefs' Association. The Lee County Medical Care Council provides valuable resources to the Medical Director's Office. Other roles of the Office of the Medical Director includes providing medical consultation, support with hands -on medical care at local hospitals, clinics, and providing representation of the Department at state, local, and federal agency levels. Taking the lead in medical strategic planning and medical protocol development and ensuring services and operations lead to improve community health outcomes also dominating the focus for the Office. The Office of the Medical Director ensures the RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 24 of 106 health and safety of our diverse and changing community today and for future generations. EMS DIVISION'S FIVE YEAR PURPOSE OF THE STRATEGIC FRAMEWORK The Districts EMS Division and the Office of the Medical Director are currently evaluating changes which are taking place in our local and national healthcare system as well as the future impact that the Affordable Healthcare Acts (AHA) will have in the delivery of out -of hospital care. The expected changes will introduce significant challenges to EMS systems which are not proactively planning significant changes to the current EMS model which has not changed since the 1960's. It is important to note that with change also come opportunities for improvement to even expand our current reach into our community. It is important to note that the two (2) principle areas which directly impact the EMS Division is increase in call volume which causes increase in demand on the Quality Assurance (QA) program and increase in personnel which adds additional demands on the EMS Training section responsibilities. In 2014 - 2015 the EMS Division has 185 sworn FF /EMTs and FF /Paramedics to educate and monitor through the Quality Assurance Program. This number has increased by 37% since the 2013/14 due to the hiring of personnel for station 48, merger with Big Corkscrew Island Fire Control & Rescue District and replacement of personnel due to planned retirements. This trend is expected to continue to climb with future projects as Station 411, 410, 414, 412, and 413, which will potentially add another 75 FF EMT /Paramedics. The current EMT & Paramedic to instructor /Quality Assurance ratio is creating challenges in maintaining high level of Didactic - hands on / simulation training and Quality review expected from the Office of the Medical Director. As stated above, with the expected additional personnel this area needs to be addressed within the next 12- 18 months. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 25 of 106 This Graph shows the additional 22 new hires for the North Collier Service Delivery area and 28 personnel from Big Corkscrew Service Delivery area. The increase in FY 16 is predicated on the hiring of 15 personnel being funded by the SAFER grant If the grant is not awarded then the projection needs to be re- calculated. 300 250 200 150 100 50 0 EMB/Paramedics \�,� 3 \tip, a \tip, °titi °10 °10 °titi °ti3 O,� Off' Oti Ewa y,�a ��a ��a yea ti ti ti ea ea ea yea ea ec� e� ��` �� eP Q�ol .0 ON Quo, Quo, Quo, x2012/13 ■ 2013/14 ■ 2014/15 ® 2015/16 projected Sta 411 ■ 2016/17 projected Sta 410 ■ 2017/18- projected Sta 414 ■ 2018 /19- projected Sta 412 n 2019 /20- projected Sta 413 With that said, the recent and projected increase in EMS related calls and concurrent projected increase in personnel related to the addition of stations is overstressing the current capabilities of the EMS Division. Without responsible and strategic expansion of the EMS Division, it will reach a point of critical failure. RMG & BB NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 26 of 106 EMS VISION PROPOSED FOR 2015 -2016 The EMS Division identified several areas of needs during the 2015 -2016 budget with the addition of a Battalion Commander of EMS. This position will be responsible for the day to day field operations and logistical needs in addition to direct oversight of the EMS Training Coordinator and indirect oversight of the EMS Training Lt. and Field Training Officers. Field Training Officers is additional need that was identified by the EMS Division. Although these positions are new full time positions, they are incentive positions as they will have additional responsibilities. Additionally, if the District decides to provide Mobile Integrated Healthcare services, the EMS Division suggests the creation of a Mobile Integrated Healthcare Coordinator position. This position will be funded through revenue generated from the fee for service charges for the provision of services. 2015-2016 EMS Division -- -� Administrative Assistant Office of the Medical Director EMS Coordinator j Mobile Integrated Healthcare Coordinator EMS Training FTO (2) FTO (2) �FTO (2) The box highlighted in red illustrates the addition of a new position and the boxes highlighted in yellow are the incendvized positions for the EMS Training Division. The box highlighted in green is illustrating the purpose and needs of this position if the District decides to expand into the Mobile Integrated Healthcare in which case this position will be funded based on revenue generated from the program. RMG & BB NCFR Five Year Plan 1012015 - 912020 (FINAL) Page 27 of 106 PROPOSED FOR 2016 -2017 In 2016 -2017 the EMS Division proposes to continue to support the EMS Medical Training sector through the addition of a second EMS Training Officer. This request is supported with the addition of 15 personnel. Also the EMS Division proposes to add a funded Associate Medical Director that will assist the Medical Director with providing medical continuing education, field medical support, and Quality Assurance Reviews. 2016 -2017 EMS Division EMS Battalion Commander EMS Coordinator -- t-- -- - EMS Training - Administrative Assistant Mobile Integrated Healthcare Coordinator RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 28 of 106 PROPOSED FOR 2017 -2020 In 2017 -2020 the EMS Division is proposing to add a dedicated Quality Assurance Performance Measure position, an EMS Trainer Position, an Associate Medical Director, and three Field Training Officers. It is projected that in FY 20 the District will be responding to over 14,500 EMS medical calls for services with approximately 275 personnel furthering the need to expand the Quality Assurance and training program and broadening the Divisions need for meaningful performance measures. 2017 -2020 �MS Division -- - - --- Administrative Assistant EMS Battalion Commander Office of the Medical Director EMS Coordinator Associate Medical —� Director EMS Training =Headinator - EMS Training TO Quality Assurance Performance Measure FTO (3) Coordinator FTO (3) RMG & BB NCFR Five Year Plan 1012015 - 912020 (FINAL) Page 29 of 106 Summary of EMS Five Year Plan Additional Personnel 2015 -2016 2016 -2017 2017 -2020 Battalion Commander 1 0 0 Mobile Integrated Healthcare Coordinator 1 0 0 Associate Medical Director 0 1 1 EMS Trainer 0 1 1 MIH /QA 0 0 1 The Highlighted numbers are not reflected in the Financial Plan. CONCLUSION In conclusion, the EMS Division's key focus is public safety. The EMS Training sector will continue to be proactive to encourage the educational advancement of its employees, especially those seeking to advance their medical knowledge. The EMS Division will also continue to evaluate the medical needs of our residents and work with the District Medical Director, the Collier County Office of the Medical Director, and the North Collier Fire District Board of Commissioners to expand and improve the District's ability to provide medical care at both the Basic Life Support and Advance Life Support levels. The NCFD delivers excellent service to its citizens and visitors with courage, competence, and compassion like no other. We provide unbeatable customer service driven by sound fiscal management. With your continued support, we will demonstrate to others the power of strong leadership and with resilience we transform challenges into instruments of progress with the belief and assurance that change is possible. RMG & BB NCFR Five Year Plan 101201 5-912020 (FINAL) Page 30 of 106 SPECIAL OPERATIONS The North Collier Fire Control and Rescue District provides various extrication services. The District strives to maintain a high level of training to be prepared to handle emergencies such as those requiring vertical line rope rescues, confined space, and trench collapse, swift water and deep water rescue. The District participates with the U.S. Coast Guard in boat rescue and fire fighting operations with the District's four (4) boats. Boat 41 is equipped with a 750 G.P.M. fire pump. The District has a thirty-five (35) member dive team, with additional HAZMAT trained personnel on staff that are not part of the team. The additional personnel can be utilized as needed during emergency events, the team is simply limited in size for financial purposes. These personnel have the necessary training and equipment to respond to Hazardous Materials and Weapons of Mass Destruction. The District has been pro- active by certifying three Public Safety Scuba Instructors, with 5 additional personnel ready to go through a supervised instruction period to be certified. This depth in instructors was done to prepare for the retirement of personnel, so the Dive Team can maintain continuity of operations. The instructors are necessary to maintain the skills and training levels of a modern well equipped twenty -seven member Dive Rescue Response team. Currently, there are fifty -one (51) firefighters assigned to a shift at NCFR. Significant time is spent training on to ensure adequate personnel are available to handle an incident at any given time. Skill mastery and retention becomes a significant concern when combining these training demands with normal firefighter in- service advanced firefighting courses, hazardous materials training, dive team training, boat operations training, inspector training, and officer development programs. In a district such as North Collier, specialized certifications, training and advanced skill development are essential elements in the provision of service to the residents of the District. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 31 of 106 Fire Response Assignments The North Collier Fire Control and Rescue District has developed standard assignments for the dispatch of personnel and apparatus to various types of calls for service. These assignments vary from as many as eight (8) emergency vehicles to as few as one (1), depending on the type and severity of the emergency. The following table lists the assignments. While we judge them as typical of the industry as far as the number of apparatus, current North Collier Fire District staffing conditions could result in the response of as few as fifteen (15) firefighters to structure fires, depending on the type of fire dispatched. This could create safety concerns on initial operations, particularly mid to large sized structures. However, larger sized structures (commercial buildings) would have six (6) additional personnel responding on two additional apparatus. It is also important to note that we maintain a minimum staffing of three (3) on all engines and ladder companies. However, according to NFPA 1710 these apparatus should have at least a minimum of four (4) on duty personnel assigned. NFPA 1710 further states that there should be five (5) to six (6) firefighters per vehicle when a district has high hazard occupancies. Our District recognizes that we have a significant number of high hazard occupancies. Emergency Service Performance The North Collier Fire Control and Rescue District responds to a variety of emergencies. There was a mix of emergency responses made by the District for the period of 2014. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 32 of 106 Engines Ladders Rescue EMS calls: 1 (or) 1 House Fires: 3 1 1 All other fires: 3 Commercial Fires: 4 2 1 High Rise Fires: 4 2 1 Emergency Service Performance The North Collier Fire Control and Rescue District responds to a variety of emergencies. There was a mix of emergency responses made by the District for the period of 2014. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 32 of 106 Incident Totals by Type Based on Calendar Year 2014 10,500 9,000 7,500 6,000 4,500 3,000 1,500 i 0 - -o m U 0! co N V O 21 — r N U � U: E W c N U c C M r cn V M N N Information created by North Collier Fire Control and Rescue District Image Trend and FireHouse Reporting systems, NFIRS 5.0 Of the total responses, roughly 60% of the emergencies handled by the District were for emergency medical assistance and 25% were classified rescue and incident mitigation. Because the workload of the District fluctuates, it is important to know when calls are occurring, including time of day, day of week and month of year. Creative deployment solutions can be developed based on this information. The charts below represent 2014 data. Responses by time of day vary significantly, as is expected. Peak response loads occur between the hours of 8:00 a.m. to 8:00 p.m. RMG B BB NCFR Five Year Plan 1012015 - 912020 (FINAL) Page 33 of 106 Incident Occurrences Based on Time of Day Based on Calendar Year 2014* 24:00 33-1 371 �. 438 496 20:00 562 597 638 640 >, 16:00 713 eti 721 687 -- 663 m 12:00 - - 674 755 E_ 665 1— F 538 8:00 395 265 286 4:00 1243 259 303 248 47 _ _ 0:00 0 200 400 600 800 Incidents Per Time of Day Information created by North Collier Fire Control and Rescue District Image Trend and FireHouse Reporting systems, NFIRS 5.0 Response Times and Goals A goal of a six (6) minute response time to emergency calls for service is an ambitious goal given the widespread geographical nature and traffic congestion of the service area. The North Collier Fire Control and Rescue District structure fire response for the first arriving unit for the calendar year 2014 were analyzed to determine the following: -> The average dispatch -to- en- route /response time: 2:06 minutes (dispatching the calls) —> The average en- route -to- arrive time: 4:43 minutes The average Alarm to on scene time: 6:49 minutes RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 34 of 106 As indicated above, the average number of responses exceeds the six (6) minute goal. Time of day also has some influence on response time performance (rush hour, etc.). Response time performance within each of the "District" fire station coverage areas shows little variation. The District has utilized a squad, or a smaller rapid response vehicle in the Northern part of the District for several years, when staffing permits. This suggests that the utilization of squads in a combination of improving geographic coverage station area will be vital in attempting to maintain response times with increased service requests. The following sections discusses factors that influence response times in more detail and reviews the analysis of issues significantly impacting response time performance for North Collier Fire Control and Rescue District. Response Time Sequence There are eight (8) stages of events that occur from the inception of the emergency being detected until arrival of response crews. The amount of time these stages take directly influences overall accomplishment of a response time objective. These stages are: 1. Detection - The discovery that an emergency exists. 2. Report - The establishment of contact with the Emergency Communications Center (ECC) — Calling 911. 3. Call Triage- The activity of the ECC call -taker to establish the nature of the emergency. 4. Call Processing - The identification of which units should be dispatched based on the nature of the emergency. 5. Dispatch - The notification of response units of the type and location of the emergency based on availability. In the event the primary unit is on call, the next closest unit would be dispatched. 6. Turnout - The time between Dispatch and the first movement of the vehicle(s) towards the location of the emergency. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 35 of 106 7. Travel - The time taken to travel from the response unit's location at the time of dispatch to arrival at the location of the emergency. 8. Setup - A variety of tasks accomplished by response crews to prepare for initiation of incident intervention (checking for occupants and hazards, setting up hose lines, establishing water supply, etc.). The two most relevant stages for the purpose of this analysis are turnout and travel. Turnout and travel times for this time period were analyzed to determine the overall effect they had on a six - minute response time objective. Based on this analysis, it is clear that wide - spread geographic coverage contributes to long travel times, thus resulting in response time performance being outside of the goal of six (6) minutes 90% of the time. RMG & 88 NCFR Five Year Plan 1012015 -92020 (FINAL) Page 36 of 106 FIRE AND LIFE SAFETY DIVISION Prevention and Inspection The North Collier Fire & Rescue District routinely provides a variety of services to that do not involve emergency response. These services have a significant impact on the ability of the fire district to accomplish its primary mission. The mission of the Life Safety Division is to minimize the risk of life and property loss from fire by controlling and eliminating hazardous conditions before a fire occurs. A well planned and executed fire inspection and public education program is an effective way to accomplish this mission. Fire inspection, code enforcement, and public education can be methods of reducing the occurrence of fire by eliminating the precursors to fire and teaching fire safety. It is always better to prevent a fire rather than fight it. Therefore, these are direct steps toward protecting the community from the dangers of fire. It has been shown that aggressive fire inspection and code enforcement programs can reduce fire occurrences by eliminating ignition sources. In addition, proper enforcement of life safety codes can improve the chances of survival for occupants should a fire occur. The Fire Prevention Bureau operates with a staff of personnel, including the Deputy Chief of Fire Prevention and Life Safety, the Fire Marshal /Battalion Commander of Fire Prevention, two Deputy Fire Marshals/ Captains of Fire Prevention, 8 Fire Inspectors, one Public Education Officer /Fire Inspector, 4 Fire Code Plan Reviewers and three Administrative Assistants. The Fire Prevention Bureau is located in the North Collier Fire Control and Rescue District Support Services Headquarters building at 6495 Taylor Road. The North Collier Plan Review office is located at 2800 N.Horseshoe Drive. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 37 of 106 The primary responsibilities assigned to the Life Safety Division are divided into the sections as listed below: ➢ Existing Building Inspections Water Supply ➢ Plan Review ➢ New Construction Inspections ➢ Public Education ➢ Fire Investigation ➢ Quality Assurance Existing Building Based on data provided by internal database, there are approximately 7,641 commercial and multi - family residential buildings located within the Fire District. The main objective of the Existing Building Division is to conduct fire inspections of existing commercial and multi - family residential buildings to insure compliance with the Florida Fire Prevention Code. In addition, they conduct Certificate of Occupancy fire inspections, follow -up inspections on Notices of Violations issued by the Fire Operations Division, night inspections of assembly occupancies, respond to complaints made by citizens, and ensure the RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 38 of 106 compliance of existing fire protection systems and fire hydrants. The North Collier Fire Rescue District consists of a diverse combination of occupancies which include Healthcare, High- rises, Apartment Buildings, Industrial, Educational, and Assembly, Mercantile and specialized structure or mixed use structures. The short term goal of the Existing Building Division is to conduct fire inspections on all buildings within the Fire District every three years that have been assigned low hazard, and to maintain an efficient systematic Existing Building Fire Inspection Program. All high hazard occupancies, target hazards and facilities requiring annual state licensing will have inspections conducted on a more frequent basis. All annual fire safety inspections that were required by law including healthcare, childcare and schools were conducted in 2014. The 2015 goal of the Existing Building inspection program will be to conduct annual fire inspections on 33% of the Fire District's buildings. With the assistance of One -Step data base software system, the Fire District now has the capability to identify buildings by their last annual or occupational license inspection date. The latest software upgrade implemented in FY 2014 -2015 provides cloud based accessibility to Fire Prevention Database and updated Florida Fire Prevention Code. Inspectors are now fully mobile and can access and enter information through Wi -Fi technology. As of May 2015 the Existing Building Division has conducted 3,522 inspections including 1,262 new construction inspections due to service demand within the construction industry in the District. The Existing Building Division is currently working at 64.47% and providing 35.53% support to new construction inspection demands. The long term goal of the Division based on the number of buildings presently located within the Fire District will require a re- evaluation of the systems used to conduct existing building inspections and possibly the addition of 2 more Existing Building Inspectors. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 39 of 106 New Construction The primary responsibility of the New Construction Division is to review and verify that the design, construction, alteration, modification, and repair of all buildings under construction within the Fire District are compliant with the Florida Fire Prevention Code and all applicable Florida Building Code elements. In addition, every life safety system (fire alarm, fire sprinkler, fire pump, emergency generator, private underground fire main, private hydrant, kitchen fire suppression system, and kitchen ventilation system) receives a separate Collier County permit and must be inspected and verified to be fire compliant. Multiple inspections are necessary during the various stages of construction of both the building permits and life safety system permits in order to insure the provisions of the code are met. Since October 2014 through May 2015, eight thousand three hundred seventy eight (8,378) new construction inspections have been performed. Inspections are scheduled by the building contractor when the project is ready to begin inspections. The inspection is scheduled within a 24 to 48 hour time frame. The New Construction Division consistently meets this scheduling goal and currently is exploring to enhance service to schedule within 24 -36 hours. Currently the Division is training 2 inspectors from existing building division to assist with new construction inspections to meet the increase demand forecasted from plan review office. Major future projects include: NCH Hospital Emergency Room, (9) 22 Floor High -rise buildings, Rural Land West Project, Multiple Assisted Living or Senior Living facilities, Educational facilities, Commercial Development throughout entire district and infrastructure water supply development in which is vital to the eastern part of the North Collier Fire Rescue District. Plans Review The Plans Review Section of the Fire Prevention Bureau works with agencies, owners, designers, engineers, contractors, and other code enforcement officials to ensure RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 40 of 106 buildings are compliant with the Florida Fire Prevention Code during construction, alterations, and renovations. Plan review is a cost effective, value added engineering tool providing guidance while buildings are in the design phase to ensure life and fire safety meets the expectations of the citizens and visitors of the North Collier Fire Rescue District. The early identification of potential code problems results in a reduction in construction cost and delays. This provides a direct benefit to the taxpayer. Construction documents and specifications review determines that the building conforms to a life safety plan. Life safety plans include: the means of egress and evacuation systems and the features of fire protection, detection, smoke management, and suppression systems. Both prescriptive and performance based codes are applied to enable the user the opportunity to meet their needs without restricting the design professionals' creativity. Alternative application to prescriptive codes requires sound engineering principles, equivalency concepts, and redundancy. The North Collier Plan Reviewers are embedded within the Collier Growth Management Division which allows for coordination and implementation of the Florida Building Code, Florida Fire Prevention Code & Collier Land Development Code. Since June 2014 the North Collier Plan reviewers have reviewed over 5,000 permits for fire code compliance. The Plan Review team is also part of the impact fee validation process and through inter -local agreement performs all plan review functions for the Immokalee Fire Control & Rescue District. Ongoing continuous monitoring will assist with the determination of additional personnel needed to meet internal & external expectations. RMG & 88 NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 41 of 106 Public Education The overall objective of the Public Education section is to encourage the members of our community to practice fire safety and to protect themselves and their families from the dangers of fires. The Fire Inspectors assigned to Public Education coordinate with additional support from the firefighters from the Fire Operations Division and fire inspectors from the Fire Prevention Bureau, provide safety awareness classes to public and private schools, child daycare centers, youth summer camps, businesses, nursing homes, assisted living facilities, and other special groups within our community. The North Collier Fire Prevention Bureau is dedicated to an aggressive outreach program to its citizens that requires the participation and support of the Fire Prevention Bureau, the Fire Operations Division, and the Public Education Officer. Campaigns are constantly being developed to encourage and educate target audiences to practice fire safety or establish their own fire safety education programs. Within the next two years, it is a goal of the Fire Prevention Bureau to develop several more "model' public education programs, including the following: ➢ Healthcare provider fire safety training program ➢ Childcare provider fire safety training ➢ Fire Watch provider Training ➢ Fall Prevention for Businesses In 2009, as a result of a change to NFPA 101 Life Safety Code, Chapter 12.7.6.1 and13.7.6.1, the Fire Prevention Bureau developed and instituted a crowd management course for community businesses now required to provide an employee with such a designation. The change to the above referenced safety code decreased the number of people determining "an assembly" from 1,000 to 50, and instituted the requirement of a trained crowd manager for businesses housing such identified assemblies. This RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 42 of 106 program has been highly successful among the businesses within the District, and has provided valuable training and certification to over four hundred employees of these entities regarding crowd management practices. It is anticipated this number will continue to increase. It should be noted that this certification is effective for three years, at which time recertification will be required. Fire Warden Program Five major businesses, Arthrex, Naples Daily News, HMA, M & I Building and Fifth Third Bank Center, are currently participating in the Fire Warden Program. The Fire Warden Program is conducted on -site, and trains the employees how to keep their work area fire safe, and what actions to take if a fire emergency were to occur. Fire Investigation The Engine Company Officer or Shift Commander is responsible for the investigation, and determination of the cause and origin of all fires within the Fire District. When it is determined that a more in depth fire investigation is required, or the circumstances of the fire meet certain criteria, a Fire Investigator from the Fire Prevention Bureau is notified. The Fire Investigators continue to expand their knowledge and make improvements in their report writing, scene documentation, witness interviewing, and forensic investigation techniques, and continue in their efforts to meet the goal of establishing the District's fire investigation program as a "model" for other Fire Districts. The current Life safety division is equipped with 10 State certified Fire Investigators and the County -wide Task force is managed by North Collier Fire Inspector Andy Marfongella. As the District continues to grow the division will be working alongside the State Fire Marshal's Office to update and revise all internal policies relating to fire investigations including evidence collection and sampling. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 43 of 106 COMMUNITY OUTREACH 1. The Public Information Officer (PIO) or designee responds to major emergencies to provide on -scene public information to all areas of the news media, as well as videotaping and recording many major emergencies within the District for training and historical purposes. 2. The older population of North Collier is definitely a concern to the North Collier Fire Control and Rescue District, and the District has responded by creating the Serving Our Seniors (SOS) Program. This program utilizes volunteers to deliver groceries to those residents of the District that are unable to shop for themselves, providing a much - needed service to these residents. Additionally, the weekly delivery by volunteers provides the opportunity to check on the well- being of these residents. 3. Another program offered by the District is the sponsorship of Boy Scout Troop 2001, which is comprised of forty -three (43) Boy Scouts who proudly display high moral character and leadership skills. 4. The Community Emergency Response Team (C.E.R.T.), which is comprised of over six hundred (600) residents of North Collier trained to assist with disaster situations and recovery efforts within their communities. The individuals who participate in the Community Emergency Response Team program complete an eight (8) week training program provided by the District at no cost to the participant. 5. Here For You - The Here for You program is divided into three main sections: After the Fire, Critical Family Care and Home Sweet Home. a. After the Fire —will assist our residents in having their immediate needs met. This will include, but not be limited to: securing their belongings, shelter, food, pet security, mental health assistance if needed, supplies, RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 44 of 106 resources and guidance through their tragedy. b. Critical Family Care -- Assist family members of a patient that is critically ill. NCFD personnel will answer questions, contact appropriate support for the individual, provide guidance and /or further support. c. Home Sweet Home— After NCFD helps get the family member to the hospital, they will be given a Home Sweet Home card with a contact number so the family member can get a ride home. Taxi companies in Naples have already been contacted and have agreed to provide this service free of charge. 6. Fall Prevention Program – The District is on the cutting edge of Fall Prevention and have begun a program aimed at helping businesses reduce the number of falls. Inspectors will provide businesses with a "Slip, Trip, and Fall" checklist to incorporate as a part of their regular safety program. In addition, businesses can call NCFD to come out and provide an assessment of their business. This important prevention program will also be provided to those attending the Crowd Manager program presented by NCFD to local community members. Additional goals of the Community Outreach team are to increase our social media output and reach through the use of Facebook, Twitter and You Tube. By placing a Twitter and YouTube tab to our Facebook page, we can increase the number of Twitter followers and drive people to our YouTube videos. The development of YouTube videos needs to be increased, especially to promote fire safety- our goal is to develop a minimum of 2 quality videos (one for children and one for adults). The measuring of social media use can be easily done as all of the outlets mentioned have counters associated with them. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 45 of 106 SUPPORT STAFF In order to successfully function, the District requires support staff to provide the tools necessary for the effective delivery of service. As with any other large organization, adequate supervision and administration is necessary to handle human resource issues, budgets, purchasing and supplies. Proper maintenance and repair of the stations and fleet keeps the infrastructure and rolling assets maintained and in service. Likewise, without adequate and up to date training of personnel, the quality of services delivered deteriorates. Finally, the ability to communicate incident responses and emergency assignments is a critical component of the successful provision of service. The North Collier Fire Control and Rescue District currently employs eighteen (18) administrative management and support positions. In simplest terms, the primary job of the Fire Chief and other administrative management and support staff is to make sure that firefighters have the ability and means to do their job on the emergency scene, manage fire district facilities and resources, and assure the organization operates within budget. Efficient administration and support is critical to the success of all internal and external customers within this fire district. With sufficient oversight, planning, documentation, training and maintenance, the operational sections of the department will pass any emergency test. Therefore, as with other parts of the District, administration requires resources to function properly. The addition of administrative support staff to any fire protection system should not cause a reduction of the emergency capacity of the fire district. Policy makers usually look for a balance in funding the administrative support and operational functions of the fire district. The administrative and support resources of each district should be just as adequate to ensure the high efficiency of emergency operations without detracting from the emergency mission. Administrative management personnel of North Collier Fire Control and Rescue District consists of one (1) Fire Chief, one (1) Executive Chief, two (2) Assistant Chiefs, and RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 46 of 106 four (4) Deputy Chief Positions. The organizational design features a three- branch, top -down scheme, with the Fire Chief responsible for the direct oversight of these three branches of the District (see Attachment C). These branches include Administrative Services /Financial, Emergency Operations, and Fire Prevention /Life Safety. As of July 1, 2015, there are one hundred ninety -nine (199) full -time and two (2) part time budgeted positions, and eight (8) elected officials. These consist of eight (8) elected Fire Commissioners, one (1) Chief of the District, one (1) Executive Fire Chief, two (2) Assistant Chiefs, four (4) Deputy Fire Chiefs, one (1) Support Battalion Chief, one (1) Battalion Commander of Training, one (1) Training Captain, one (1) EMS Coordinator, one (1) EMS Training Lieutenant, one (1) Accounts Payable /Receivable Accountant, two (2) Human Resources personnel, five (5) Administrative Assistants (1 Part Time), one (1) Computer Network Administrator, 3 (3) Community Outreach Personnel (PIO, Part Time), one (1) Public Education Specialist (PES) /Fire Inspector, one (1) Logistic Officer, one (1) facilities coordinator, one (1) facilities technician, one (1) lead fleet technician, two (2) fleet technicians, four (4) fire code plan reviewers, and one hundred sixty -five (165) shift firefighting and fire prevention and plan review personnel. We commonly look at the ratio of administrative support compared to the total positions of the fire district to gain a sense of the relative amount of resources that are committed to this important function. As stated earlier, the suitable balance of the two components (administrative and emergency personnel) is crucial to the success of the emergency mission of the District. A number of emergency workers sufficient to be realistically able to fight fire, effect rescue, and provide other emergency services at the expected level is fundamental to the delivery of fire protection. Increased statutory regulation, however, makes it even more crucial that proper documentation and oversight occurs. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 47 of 106 Of the two hundred and twenty -three total personnel and elected officials in the District, 12.9% of those persons function at the administrative and operational support level. The proper ratio of administrative support and emergency positions is based on local needs and comparisons to similar local agencies. Support positions may be increased as funding allows keeping up with the growth of the District. Organizations with administrative to operational job ratios as low as 5 percent run the risk of insufficient support of operational membership and/or difficulty in meeting the many quasi -legal requirements of modern fire protection. Fire Departments that were found to be similar in nature to North Collier Fire Control and Rescue District usually have 10 to 15 percent of administrative support jobs within the system. North Collier Fire District previously identified that the District should add the following seven (7) new administrative and support positions to support anticipated growth. 1. Two EVT Mechanics 2. One Custodian 3. Two Computer Technicians 4. One Civilian Logistics Position 5. One Human Resource Director 6. One Controller These eight (8) new positions would be an asset in the District and add to the overall accountability to the taxpayers of this District. However, due to financial constraints, only three of these positions have been provided for in the 5 Year Plan: One EVT Mechanic, one Custodian, and one Computer Technician. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 48 of 106 ESSENTIAL SERVICES Personnel at North Collier Fire Control and Rescue District will perform routine maintenance and repair of fire stations. Essential Services comprises Fleet, Facilities and Logistics and is administered by the Assistant Chief of Essential Services, The District filled the facilities technician position in 2015 to assist with the maintenance and repair of the facilities within the District. The Facilities Coordinator also works with tradesmen and vendors. The Administration of Contract Services falls under the responsibility of Support Services. The Logistics Battalion Chief is the only person permanently assigned to the logistics division — as the District continues to grow and add additional facilities and personnel, additional needs will have to be addressed in this division. The hiring of one (1) additional civilian logistics person has been identified, but is not currently funded. Most repair work on apparatus will be conducted by the District's Fleet Technician and Fleet Mechanics, all of which are certified Emergency Vehicle Technicians. Occasional major work such as replacement of transmissions, engines and overhauls are subcontracted out to specialty firms. Repair and maintenance activities are logged and tracked using computer software. The North Collier Maintenance Shop now employs two full time fleet mechanics and one full time fleet technician to meet the demands of maintaining District apparatus and vehicles. Analysis of the fleet division indicates an immediate need for an additional mechanic and the need for a second additional mechanic over the next five years. Only one of the EVT /mechanics has been funded in the plan, the second position identified has not been funded. In 2015 the District put the three fleet personnel on an on -call rotational basis, for the provision of emergency services after hours. In addition, a verbal agreement with neighboring Districts in in place to assist as may be needed during periods of leave or heavy emergency response needs. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 49 of 106 APPARATUS REPLACEMENT SCHEDULE To maximize firefighter capabilities and minimize risk of injuries, it is important that the fire apparatus be equipped with the latest safety features and operating capabilities. The District has worked to purchase and maintain an apparatus fleet that is in compliance with NFPA 1901, Standard for Automotive Fire Apparatus (as of their date of manufacture). The continued use of the Safety Committee and Apparatus Committee assist in this endeavor on a daily basis, and in the consideration of any new purchase or modifications to existing units. When considering apparatus replacement schedules, the District needs to be considerate of the type of services the unit will provide, where they will be provided and how often they will be provided. The District currently has areas that are considered Urban, Suburban and Rural in nature as it relates to area served. In addition we have well maintained roads to limerock pathways throughout the District, along with areas of concentrated call volume versus sporadic call volume. All of these things are to be taken into account when considering the "retirement" date of an apparatus. The Fire Apparatus Manufacturers Association (FAMA) offers guidelines to follow for apparatus replacement base on the following: o Age of the apparatus (15 -20yrs = fair condition) o Number of Engine /pump hours (> 2,400 engine hours = fair condition) o Mileage (75,000 - 100,000 = fair condition) o Mechanical defects (mechanical or suspension repairs needed = fair condition) o Downtime and expenses ( increases above historical average = fair condition) o Parts availability (difficult to obtain or obsolete = fair condition) o General Shape (rust, corrosion, damage on body or cab = fair condition) o Resale Value (little value = fair condition) o NFPA 1901 and 1911 (out of standards = fair condition) RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 50 of 106 In addition, agencies are incorporating to the above a "maintenance to acquisition" ratio as they give consideration to replacing units. The North Collier Fire Control District will incorporate a blend of the FAMA guidelines, in addition to a maintenance to acquisition ratio when making a determination of units to replace. With updated technology, the following outline will be more easily maintained and provide a guide to be used for budgetary preparations when considering apparatus replacement in the future. Fleet Repair Cost to Purchase Ratio ID # Unit Year Description Asset Cost Odometer Engine Hours Repair Cost 07/31/15 0088 Academy 1987 E -One C clone - 4,313 4,313 0109 EN -42 2000 Pierce Quantum 333,776 0 13,961 103,127 30.90% 0092 PU -42 1998 1 Pierce Quantum 294,609 0 13,866 114,812 38.97% 0093 PU -45 1998 1 Pierce Quantum 294,609 0 15,324 86 757 29.45% 0094 PU-43 1998 Pierce uantum 296 772 0 14,768 70,451 23.74% 0110 EN -46 2002 Pierce Quantum 337,246 0 13,052 99,235 29.43% 0115 EN -40 2004 Pierce Quantum 393,979 0 8,077 65,810 16.70% 0127 PU -44 2005 Pierce Contender 246,720 0 5,609 37,475 15.19% 4032 RE -45 2010 Pierce Quantum 527,590 0 5 l31 52,142 9.88% 8102 EN -44 2013 Pierce Impel 454,106 0 1,572 3,404 0.75% 8103 EN -48 1 2014 Pierce Im el 455,388 18,890 1,299 61769 1.49% 8335 EN -12 2006 Sut hen 239,248 0 4,175 1,401 0.59% 8336 EN -10 2006 Sutphen 239,248 50,577 4,090 6,501 2.72% 8338 PU -10 2003 Frei htliner / Sutphen 196,322 48,119 2,528 1 075 0.55% N -42 2015 Pierce u antum 499,900 0 s 0 0 0 rOrdered A -47 1998 Pierce uantum 544,489 0 12,738 185 56 34.08% O -44 2006 Pierce uantum 894 600 0 6,887 154,299 17.25% A -43 2006 Pierce Ouantum 621,570 0 8,636 81,060 13.04% 8343 WT -10 2007 Frei htliner / E -One 271,525 14,080 1,220 8345 WT -12 2013 Freightliner / Pierce 194,000 1,493 67 2977 WT42 2008 Kenworth Contender 157,198 0 5,486 12,457 f 7.92% 8331 AT -10 2013 Ford F -550 43,076 17,521 0 0 0 8347 AT -12 2015 Ford F -550 47,066 3,703 0 0 0 Based on the recommended guidelines and the above chart the District has multiple units (12 Engines, 3 ladders and 1 water tender based on engine hours alone) that fall into the fair condition status and are recommended for replacement. The District will consider additional factors and budgetary constraints when recommending units for RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 51 of 106 replacement, as it is not financially possible to replace 14 units within one budget cycle, and will be a challenge in and of itself to accomplish over a 5 year period. l j Inventory Number t VIN Number (last 4 digits Vehicle 8106 1723 2015 Explorer FPB 4282 6135 2015 Explorer FPB 5208 1590 2015 Explorer FPB 4280 1820 2015 F -250 FAC 8105 1023 2015 Explorer FPB 8104 6662 2015 F -350 FAC 4279 4480 2015 F -250 TR 3007 7395 2006 F -250 FAC 930 6034 2006 F -150 FPB 8330 718 2013 Explorer OP 8101 904 2013 F -250 TR 8100 6603 2013 Chevy Tahoe EM 8344 7359 2008 Expedition S5 1994 2768 2008 F -250 FY 15 -16 8333 2185 2008 F -250 FL 228 4952 2007 Expedition OP 1223 9723 2007 F -150 FPB 1409 0887 2007 F -150 FPB 1224 9724 2007 F -150 FPB 461 0885 2007 F -150 FL 229 7103 2007 Explorer UN 227 7579 2007 Explorer FY15 -16 266 0886 2007 F -150 FPB 344 0888 2007 F -150 FPB 8250 2694 2007 Chevy Bus SU 931 6033 2006.F-150 FPB 932 4031 2006 Expedition OP 929 7617 2006 Expedition OP 8346 8868 2006 Expedition FY15 -16 928 7618 2006 Expedition FY15 -16 123 7403 2005 F -250 FY15 -16 128 8381 2005 Ranger FY15 -16 126 3270 2005 Explorer FY15 -16 121 965 2005 F -450 SU RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 52 of 106 122 9276 2005 Crown Vic CO 117 7671 2004 Explorer CO 8342 6442 2004 Explorer CO 111 8981 2002 T_auru9 Recommend Surplu' 107 7723 2001 Expedition IT 78 6664 1999 Ranger SU 65 951 1999 F -150 SU 84 5253 1997 Expedition 1998 Explorer 1996 250 Van FL 92-1 338 ecommend Surpiwo SU 741 5686 TRAINING & SAFETY i North Collier Fire Control and Rescue District has a four story training tower and live burn facility to train firefighters of the District, and other fire departments within the South Florida Area. As a State certified training facility, the District, in conjunction with Florida Southwestern State College, hosts the North Collier Fire Training Academy. Firefighter, Driver Engineer, company officer, and chief officer training / development at North Collier Fire Control and Rescue District is the responsibility of the Training Division. Currently three personnel are committed to coordinate the delivery of training to all (150 +) current certified members, as well as new recruits to the District. The Training Division Instructors educate firefighters in the most current and up -to -date procedures, tactics, and technical information in the fire service. In addition, the Training Officers act as District safety officers on the scene of emergencies. A significant amount of time and resources are allocated to training within the District which incorporates various programs, including special operations, hazardous materials and other advanced technical rescue skills. Currently, the Training Division also assists in other support and logistics functions as deemed appropriate by the District. If the District can reduce these support and logistics functions, the officers within this division can free up their time to educate and train firefighters. Training time is dedicated to basic skills retention, including practice of physical evolutions, multi- company drills and RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 53 of 106 mutual aid coordinated training drills. Fire Officer Curriculum career advancement programs are available and delivered for future officers through the State Fire College System as well thru FEMA grants at the National Fire Academy in Emmitsburg, Maryland. Additional five (5) year goals for the training department include enhancing the staff size of the Division, by three (3) additional trainers (only one of 1 which is funded in the plan) so as to keep pace with the growth of the District and community, while at the same time advancing the education components to District personnel. The conducting of in house Fire Officer training courses for our own personnel, is a critical step in the succession of well- seasoned officers within our organization. As has been done in the past, offering these programs in- house, as well as opening available slots to other public safety agencies, not only allows us the opportunity to encourage the growth of company and chief officers from within, in addition there is a potential for generating revenue from those attendees from agencies outside of the District. Safety within the District The District has not yet conducted a full National Fire Protection Association (NFPA) 1500 program compliance audit and has not established a compliance plan in accordance with the recommended methods listed in that document. At present, the new procedures and techniques are evaluated, and decisions are made with compliance in mind. The District's goal is to work towards NFPA 1500 implementation. In 2006 the District adopted FFOSHA standards. Safety meetings are conducted quarterly under the direction of the Deputy Chief of Operations to address any safety issues. Annual inspections are conducted to ensure employee safety at all the District properties and buildings. The District also meets on a quarterly basis with the workers' compensation risk manager to review safety practices and facilities. A District goal is to develop a dedicated Training / Safety Officer program. This will require three (3) additional Training Officer positions, committed to Safety Officer response. While these positions are not funding in the present plan, these personnel RMG & BB NGFR Five Year Plan 1012015- 912020 (FINAL) Page 54 of 106 would respond to all confirmed structure fires, MVA calls involving entrapment, special operations calls, multi - casualty incidents, up to and including landing zone coordinators. These activities would be designed to provide 24/7 Safety Officer coverage. When not assigned to an emergency incident, these officers would be involved in continuing education training of the District employee's, in compliance with ISO, NFPA and F.S. 633 requirements. In addition, these Safety Officers /Instructors would assist with the new employee orientation academy, and coordinating / conducting CPAT testing for potential new hire personnel. I EMERGENCY DISPATCH A branch of the Collier County Sheriffs Office (CCSO) handles radio communications and emergency dispatch. The District operates on a truncated radio system capable of handling verbal and data signaling transmission. The primary repeater site for the North Collier Fire Control and Rescue District is on Trade Center Way. This repeater is supplemented by additional sites on County Barn Road, WAW Tower and EMS Station 10 on Marco Island, intended to improve handheld communications. The Collier County Emergency Control Dispatch System (CCECDS) is capable of handling communications for all fire departments within Collier County at this time, but as the county population increases and the corresponding call load increases, attention will be needed for expansion of this service. This system is currently operating primarily on analog transmissions, but is being switched to a capability for combined analog and digital transmission trunking. Computer Aided Dispatching (CAD) is provided by the County, which is very stable and reliable for the communications efforts of the District. Information and data are currently shared between the CAD and the District's information management systems. This step has enabled the District to add computers to the vehicles for more effective communications. The communication center maintains a staff of one (1) supervisor and ten to fifteen (10 -15) operators on duty with one operator dedicated to Control North. Certified Emergency Medical Dispatch personnel are employed on all shifts and caller medical aid is provided when appropriate. Improvement in the dispatch center staffing RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 55 of 106 ��n✓"ii'brrb.r�' ;,.irlclN�:zri.,w�Y a .� __��.;. - _< :< _:._-;,. w..., � ...4.»�.,....:.,».v+�,....,.�,. ... ...... _. .....__ levels will be needed in the next five years as Control North and Collier Control are sometimes merged into one frequency to circumvent shortage of staff levels in the Dispatch Center. Quality assurance meetings with dispatching staff are conducted quarterly. SPECIAL DISTRICT PUBLIC FACILITIES REPORT In compliance with General Statute 189.08 , the Public Facilities Report is completed as required by the District and provided to the Department of Economic Opportunity as part of our annual reporting requirements. Information on annual reporting is available on the DEO's website, under Special Districts Accountability. For the existing facilities, a component of the report, please see the detailed Facility Record in Attachment. RMG & BB NCFR Five Year Plan 10/2015- 9/2020 (FINAL) Page 56 of 106 J. HUMAN RESOURCES MANAGEMENT In most municipal fire departments, certain support functions, such as budget or bookkeeping, are shared with the City /County itself. The North Collier Fire Control and Rescue District is an independent special taxing district, which means that this organization can share only a few resources with other area municipalities. While most fire departments benefit from the use of a municipal human resource manager, North Collier Fire Control and Rescue District conducts these activities within the organization. As staff numbers grow, so will the complexity of issues regarding compliance with state and federal regulations, health insurance, pensions, benefit packages, promotional processes, grievances and other employee related concerns. Often, the skills necessary to successfully manage these responsibilities require specific and advanced levels of training beyond mere orientation. Advanced human resource management as well as risk management will be necessary to successfully manage the responsibilities of a larger work force in the future. The position of Human Resource Director had been identified as being needed in 2017 but has not been provided for due to financial constraints. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 57 of 106 INFORMATION MANAGEMENT AND TECHNOLOGY With the growing dependence on all facets of technology, the five year plan for the district will need to shift focus to improving disaster recovery functions as well as redundancy. North Collier has been utilizing hosted or cloud based solutions to mitigate risk and provide improved service for our required reporting and accountability functions, all with minimal technology staff. Currently, the district's email, NIFRS and PCR reporting, training reporting and accountability as well as the Inspection reporting systems are cloud based and utilizing the vendors' data centers spread across the country. This methodology allows the ability to be back in service in short order after a major event as these services only require power and internet connectivity. This approach should be followed as long as it is cost appropriate. The district should continue on the best practice method of replacing workstation level computers at the three year mark. This keeps the workstations under warranty and allows the users to remain current and not become outdated and suffer with compatibility issues. Network servers that are internal are now being housed in the district's new server room at Station 48, designed to be our hardened facility and the district's network hub. The district currently is migrating to a virtualized infrastructure, allowing us to use a single hardware device for multiple functions. Within the next five years, we need to be utilizing shared storage and replication to a backup site. This approach helps to ensure that our ability to function is not impacted in case of an emergency or outage. This will involve investment in SAN technologies and appropriate licensing. The replacement schedule for file server hardware should remain at the three to five year mark. That hardware should only be utilized as production servers while under warranty. With the demand on the system and our usage increasing, we should never RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 58 of 106 have server or networking equipment out of warranty in production. District wide site -to -site communications are currently utilizing Metro Ethernet connections to all locations using fiber optic connections from a service provider. This is still the most cost effective manner using a vendors system rather than to source this in- house. With this approach, we have guaranteed repair times and repair priority. Phone communications have been upgraded in 2015 to include a district wide VOIP phone solution that is housed at station 48. This system has redundant servers and includes a network equipment refresh for all of our locations. This upgrade allowed the standardization of equipment at all locations and to get all equipment under warranty. The district should keep the core networking equipment and VOIP servers under the maintenance agreement in place currently. This agreement has full equipment replacement and rapid technical response from the vendor. Cellular communications have grown by a large amount for which we are heavily dependent upon. The district has cellular data devices in front -line apparatus for CAD dispatching from the CCSO 911 system. CCSO is in the midst of a major upgrade for the Mobile data system that will facilitate more functions for our FOL units. With these upgrades, we will be able to utilize tablet technology in the FOL trucks, possibly replacing expensive Toughbook MDT units. In the next five years, we will see the usage of the cellular services being utilized even greater than current patterns. The recently completed station - alerting- system Locution has shown great success. We see a need for additional components to Locution systems in all stations and to bring all locations to the same standard. Technology services staffing is showing a great need to be increased. To keep up with the current and new technologies during the next five years, the proposal to add a full time GIS /Database technician is included in Year 1 of the 5 Year Plan. This will give the RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 59 of 106 district improved response for basic repairs and allow us to fully utilize the tools we currently own for GIS and data mining for guidance and decision making. Also needed is the position of a full time information technologist, but this position has not been provided for due to financial constraints. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 60 of 106 [GOALS FOR THE NEXT FIVE YEARS While financial goals have been identified below, the availability of funds (increasing or decreasing) can impact the implementation of the plan as outlined. However, the items identified throughout the plan have been determined as "needed" for the continued provision of quality service within the District. During Year 1 (FY 2015 -2016) - Improve Current Level of Service to Taxpayers by providing ALS Engines throughout the entire District, not only a portion of the District. Increase personnel by 20 positions (shift to administrative support) as identified in the plan. The District should replace identified staff vehicles and apparatus from the general fund. Provisions are made in the 2015 -2016 General Fund Budget for purchase of a replacement apparatus. During Year 2 (FY 2016 -2017) — Maintain current level of service. Enter into a lease -to -own public /private partnership for a station in the Airport Road /Orange Blossom target area utilizing operational staff hired during the fiscal years ended 2015 and 2016. Construction for the station along the Immokalee Road corridor facility should begin, with the debt service payments made through the Impact Fee Fund. The need for a third battalion chief to assist with coverage of the 264 square mile district is identified, but is not provided for until year three (3), due to financial constraints. As growth continues, the need to fill the civilian logistics position and an additional inspector position are also identified, but not included for the same reason. Provisions for replacement vehicles and apparatus in accordance with the plan are provided for in the General Fund Budget. During Year 3 (FY 2017 -2018) The opening of Station 410 along the Immokalee Road corridor is slated for this fiscal year, with continued debt service payment made through the Impact Fee Fund. Twelve (12) firefighter positions and one (1) Battalion Chief position, are also included to provide staffing for this station. The District will continue to replace and purchase needed apparatus and vehicles as RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 61 of 106 determined by the replacement program, funded by the General Fund budget. It is anticipated that the Desoto Blvd station will be needed, based on estimated growth in that area. However, provision is not made since adequate funding is not available. The addition of two (2) support personnel (1 HR Director and 1 EVT Mechanic) is also identified as needed, but not provided for due to lack of funds. The District should continue to maintain its existing level of service while improving response to areas of growth, development and demand within the District. During Year 4 (FY 2018 -2019) The addition of four (4) firefighter positions is provided for in the General Fund Budget, in accordance with the merger plan, to provide staffing for a quick response vehicle. The construction of the Oaks Blvd station should occur during this year, based on anticipated growth. However, no provision is made due to lack of funding. A controller position and third IT position should be filled as well, but are not provided for because of lack of funding. Vehicle and apparatus needs will be evaluated and purchased in accordance with the plan and are supported by the General Fund budget. During Year 5 (FY 2019 -2020) The next 5 year plan will be initiated in the first part of this year, as the District continues to move forward and provide quality service to the community. It is anticipated that the Sun Century Station and associated equipment and personnel will be needed this year, but lack of funding to construct the facility prevent its inclusion in this plan.. Personnel needs will be re- evaluated as it relates to command staff and the ability to maintain effective leadership and command of the growing District. The District will continue to replace apparatus and vehicles as needed and supported by the General Fund budget. A schedule for station maintenance is being developed by staff. Adherence to a written and approved schedule will keep the buildings in good condition. General funds are presently being utilized to accomplish minimum maintenance as RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 62 of 106 needed. Provisions to address scheduled building maintenance as funding is available are identified in this proposed five -year plan. Firefighting and rescue equipment carried on apparatus should also be replaced as warranted. General funds are presently being utilized for these items. Provisions to address scheduled replacement are in this proposed five -year plan as funding allows. With the economy beginning to rebound, the routine replacement schedule for hose, Personal Protective Equipment (PPE), vehicles and apparatus is being re- established. The funding is established in the general fund reserves of this plan and evaluated as part of the annual budget process. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 63 of 106 CAPITAL IMPROVEMENTS PROGRAM The following Capital Improvement Program supports the goals of the Five Year Plan within the existing and anticipated financial constraints. The North Collier Fire Control and Rescue District Capital Improvements Program (CIP) is a comprehensive listing of assets owned by the District coupled with the condition and future plans for those assets. The Capital Improvements Program budgetary process encompasses the integration of revenues and expenditures, along with program policy issues included in the District's long range planning process. The program's goals and objectives are as follows: 1. Increase efficiency of the District's operations by maintaining assets in acceptable condition. 2. Recommend an annual level of combined expenditures for capital, major maintenance and equipment replacement. 3. Identify assets no longer useful to the District and assess the salvage /recoverable value of said assets, if any. 4. Reduce utility and maintenance costs by identifying improvements that will result in annual cost savings. 5. Suggest a long term plan for each asset. 6. Identify a plan for proposed maintenance and replacement of existing assets and acquisition of new assets which is based on a reasonable expectation of what the District can afford. 7. Perform annual physical inventory of District's fixed assets to ensure sufficient asset tracking, update the asset inventory and re- assess long- term plans for replacement of current assets and acquisition of new assets. Program Summary 1. Capital Vehicle/ Apparatus ...................... $3,750,000 2. Capital Equipment ...... ............................... $800,000 RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL.) Page 64 of 106 3. Building Equipment & Improvements ..... $2,092,000 4. Construction of New Facilities ...............$4,500,000 TotalCapital .......... ............................... ....................$11,142,000 Elements of the Program The Capital Improvements Program integrates the Public Buildings /Land Use Program, Capital Equipment Program (CEP), Capital Vehicle Program (CVP), major maintenance projects, and new personnel expenditures that may accompany said projects. Associated with the latter categories will be the revenue streams required to fund the aforementioned projects into an overall financial management plan. Pursuant to Section 191.013, Florida Statutes, the District is required to submit a plan that identifies the facilities, equipment, personnel, and revenue needed within the next five -year period. This plan, considered a Public Facilities Report should be submitted to State and the District's local government, in an effort to assist with the local government's comprehensive plan, pursuant to Chapter 189.08,Florida Statutes. The Public Facilities Report should include the following information: ➢ Existing public facilities including capacity and current demands. ➢ Description of facilities being built, improved or expanded over the next five (5) years, including financing and completion dates. ➢ Description of facilities proposed to be built, improved or expanded within the next five (5) years, including financing and completion dates. Program Calendar for Each Uimominq Year April -July District prepares and revises five -year plan July Program integrated into annual budget preparations August Program presented to Commissioners RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 65 of 106 September Program revised and adopted and incorporated in the budget in accordance with public hearing review Definitions The terms delineated below are used to distinguish types of assets: Capital Improvement- new construction, acquisition of assets and one- time projects which have a value greater than $50,000 and an expected life longer than one year, and are not vehicles or equipment. Equipment- assets used in an operation or activity with a cost greater than $1,000, an expected life longer than one (1) year, and are not vehicles, including, but not limited to, equipment for stations, apparatus, and administrative headquarters. Vehicles- assets generally described as vehicles and emergency apparatus that have an expected life greater than one (1) year and cost more than $1,000. On -going Maintenance- regular maintenance performed on at least an annual basis that should be included in departmental operating budgets. Limits of the Program The Program includes projected asset replacement, acquisition, and maintenance expenses related to the District assets for the period FY 2015- 2020. The program addresses projected asset needs while still operating within projected financial constraints. The District staff makes every effort to develop reasonable, educated estimates of the priority asset expenditure needs. The aforementioned projects are important to the District and need to proceed. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 66 of 106 In the event of a deterioration of the economy, the District must be prepared to re- adjust the scheduling of projects within the five -year plan in recognition of changing financial realities. PROPERTY OWNED AND LAND ACQUISTIONS FACILITIES The District currently owns thirteen (13) separate facilities, one (1) boat slip and several parcels of vacant land purchased for future use. The locations are as follows: 1. Station #40. 1441 Pine Ridge Road, which is a three (3) bay station that houses one (1) engine, 1 Battalion Chief, fire suppression personnel, one (1) Squad, and leases 1 bay to Collier EMS ambulance and personnel. 2. Station #42. 7010 Immokalee Road, which is currently a three (3) bay station that houses one (1) engine, one (1) Brush truck and fire suppression personnel, and one (1) Water Tender Collier EMS ambulance and personnel use one (1) bay. 3. Station #43. 16325 Vanderbilt Drive, which is a three (3) bay station that houses one (1) reserve engine, one (1) ladder, one(1) boat, one (1) utility truck and fire suppression personnel. One (1) bay is leased to Collier EMS ambulance and personnel. 4. Station #44. 8970 Hammock Oak Dr, which is a three (3) bay station that houses one (1) engine, one (1) ladder, one (1) SRU, one (1) Beach Patrol, two(2) boats, one (1) utility truck and fire suppression personnel. 5. Station #45. 1885 Veterans Park Drive, which is a three (3) bay station with training room and training tower that houses one (1) engine, one (1) RMG & 88 NCFR Five Year Plan 1012015-912020 (FINAL) Page 67 of 1o6 reserve engine, one (1) Battalion Chief, four (4) SRU vehicles, four (4) SRU trailers, one (1) training engine, special team equipment, fire suppression, training, and administrative personnel. 6. Station #46. 3410 Pine Ridge Road, which is a two (2) bay station that houses one (1) engine, , one (1) brush truck, fire suppression personnel, and leases one (1) bay to Collier EMS ambulance and personnel. 7. Station #47. Jointly owned by NCFR, Greater Naples Fire District and Collier County EMS, this facility is a three (3) bay station that houses one (1) ladder for NNFD, (1) engine for ENFD and one (1) EMS medic unit. B. Station #48. 16280 Livingston Road, which is a three (3) bay stations that houses one (1) engine, (1) brush truck and fire suppression personnel, one (1) Deputy Chief of EMS, one (1) EMS Captain, one (1) EMS Lt, 1 Administrative Assistant. The District is in the process of negotiating an Agreement to lease bay space to Collier EMS. 9. Station #10. 13240 Immokalee Road, which is a three (3) bay station that houses one (1) engine, one (1) rescue /attack truck, one (1) water tender, one (1) brush truck and fire suppression and Collier EMS personnel. 10. Station #12. 21520 Immokalee Road, which is a two (2) bay, two trucks deep — station that house one (1) engine, one (1) rescue /attack, one (1) water tender, one (1) brush truck, one (1) Collier EMS command vehicle and fire suppression and Collier EMS personnel. 11. Support Services Facility #1, 6495 Taylor Road, which is the location of the District's Support Services, housing the vehicle and apparatus maintenance facility, Fire and Life Safety Division, logistics, and ware- house facilities with 22 staff (including one (1) Assistant Chief, one (1) Deputy Chief, one (1) Battalion Chief of Logistics, one (1) facilities coordinator, one (1) facilities technician, one (1) lead EVT Mechanic, two , two (2) EVT's one (1) Fire Marshal, two (2) Deputy Fire Marshals , eight RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 68 of 106 (8) Fire Inspectors) and two (2) full -time Administrative personnel, and one part-time administrative assistant. Five (5) Plans review personnel (four (4) reviewers and one (1) administrative assistant) work out of the County facility on Horseshoe Dr and are considered as part of the Fire and Life Safety Division. 12. Support Services Facility #2, 18665 Immokalee Road. This station is a four (4) bay station currently used as an apparatus maintenance facility, as well as for storage, training and physical fitness. 13. Administrative Offices. 13250 Immokalee Road, directly behind Station 10 is an Administrative Office building with 4 offices, a file room and training room. 14. Boat Slip located at Marina Bay Club, 13105 Vanderbilt Drive, slip #47 maintains safe dockage for Boat 41 15. Station 412. The District owns 3.66 acres on Oakes Boulevard. This is a potential future station site; however, due to the significant decrease in impact fee revenue, the project has been put on hold until funding sources can be identified. 16. Station 413. The District owns 1.6 acres on Sun Century Road. This is a potential future station or storage site; however this project is on hold due to tax reform. 17. Station 414. The District owns 4.5 acres on DeSoto Blvd and 22nd Ave NW. The construction of this facility was put on hold in 2010 as a result of the economic down turn. The growth projections for this area are now expected to begin, but the District is not in a financial position to support the construction or staffing of this facility. 18. The District owns .8 acres on 9th street in Bonita Shores. This vacant lot is adjacent to Station 43. This property is held for future use. RMG & 88 NCFR Five Year Plan 1012015- 912020 (FINAL) Page 69 of 106 19. The District owns 26.35 acres on Nursery lane. This is a potential future station site; however, due to the significant decrease in impact fee revenue, the project has been put on hold until funding sources can be identified. Currently a three bay warehouse resides on the property and stores two (2) hurricane trailers and fire equipment 20. The District owns 1.01 acres of vacant property at the south end of Center Lane. This property could be sold or used for mitigation credits. 21. The District owns two (2) vacant lots on Kathleen Court totaling 1.31 acres. These lots are for a potential future station; however these projects are on hold due to financial constraints. 22. The District own 1.78 acres on Pine Ridge Road. This lot was purchased in conjunction with the property on Kathleen Court with the intent to use the three parcels together for a station replacement site for Station #40, or for storage or warehouse space. However, this project is on hold due to financial constraints. 23. The District owns 5 acres on 24th Ave NE. LAND NEEDED FOR DEVELOPMENT Place holders of station 410 and 411 have been utilized for facilities to be located on property not yet owned or funded by the District, but determined to be potential needs. Station 410 — Falls on the Immokalee Road Corridor between Stations 42 and 10, a distance of eight (8) miles, and is projected in year 3 of the plan. This facility has been determined to be needed to assist with the growth anticipated within the communities of Esplanade, The Quarry, Heritage Bay and Twin Eagles — 5,247 homes at build out in this corridor. Three fire stations (42, 10 and 12) currently service the area east of 1 -75 — an area that represents 214 square miles of the District. Current response times in these communities are RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 70 of 106 consistently in the B -10 minute range as identified on Attachment E. The depth of the communities places the northern end of these communities outside the 5 road mile access, which equates to an X (or what used to be a 10) in fire protection classification as per ISO, but also increases the response time. In the Twin Eagles community alone, there is a difference of almost 3 minutes in response time from a call on Aerie Lane (the southern end of the development, averaging 7 minutes travel time) to Fenhurst Way (the northern end of the development, averaging 10.3 minutes travel time). In addition to the growth within the specific communities, the traffic on the Immokalee Road corridor is anticipated to increase as well, which will impact travel times and call volume. Station 411 — Orange Blossom and Airport Corridor, projected in year 2 of the plan. RMG & BB NCFR Five Year Plan 1012015- 912020 (FINAL) Page 71 of 106 FINANCIAL HIGHLIGHTS The financial projections contained in this Plan are segregated by two (2) of the three (3) District funds: the General Fund and the Impact Fee Fund. The third fund, the Inspection Fee Fund, was created in January of 2003 in accordance with Collier County Resolution 01-313. Purchase of capital items from this fund are limited to those capital assets directly attributed to the function of new construction inspections and plan review. Funding of this fund has been inconsistent since inception, and while the last year has seen a significant increase in revenue, prior year receipts did not allow for the purchase of any capital assets. For this reasons, purchases from this fund have not been included in the Five Year Plan projections. General Fund The major source of revenue for the General Fund is ad valorem taxes. Historically, projections for ad valorem revenue have been based on an analysis of receipts for the previous ten (10) years. However, declines in property value between 2008 and 2013 resulted in significant reductions in property value. Increases in the property value throughout the District as a result of increase in current property values and additional developed property were realized in FYE 2014, 2015 and 2016. Based on development in the permitting and early construction phase, increases in property value district-wide over the five years encompassed in this plan are anticipated. For year one of the Plan (2015- 2016), preliminary taxable values provided by the Collier County Property Appraiser have been utilized. This preliminary value reflects an increase in the Big Corkscrew Service Delivery Area ("BC SDA") of 13.7% and in the North Naples Service Delivery Area ("NN SDA") of 7.9%. Based on actual increases in the last two years, property value increase for Years 2 through 5 of the plan have been estimated as follows: • Year 2 — (2016-2017) o BC SDA— 8% Increase RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 72 of 106 o NN SDA— 5% Increase • Year 3— (2017-2018) o BC SDA— 7% Increase o NN SDA—4% Increase • Years 4 and 5—(2018-2019, 2019-2020) o BC SDA—7% Increase o NN SDA— 3% Increase The income projection is based on the District receiving 95% of projected ad valorem revenue. The projection for other revenue is derived from an average amount of other income received over the last five (5) years. Expenditure projections for the General Fund are based on the proposed tentative budgets for year 1 of the plan (2015-2016). Years 2 through 5 reflect the following: • Savings identified in the Endorsed Merger Plan • Operating cost increase pursuant to the CPI as reflected in the Endorsed Merger Plan (2.74%) • Provisions of the current Collective Bargaining Agreements • Funding of new positions identified • Cost allocation method approved by the Board for the 15-16 fiscal year • Purchase in full (as opposed to lease to own option) of replacement apparatus funded by the General Fund. RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 73 of 106 Impact Fee Fund The major source of revenue for the Impact Fee Fund is Impact Fees collected for new construction occurring in the District. Income projections for future years have been based on current year receipts in both service delivery areas. It is anticipated that growth generating impact fees will be significant over the course of this plan. However, the impact fee study to determine the appropriate rates for the merged District is underway and has not yet been approved by the Board at this time. It is difficult to adequately project future fees without the methodology and rates established. Therefore, estimating impact fees based on the current year receipts is a conservative means of projection given the anticipated growth and the possibility that the rate structure for the new District may result in reduced rates. Expenditures from the Impact Fee Fund are regulated by state statute and must meet the following criteria: 1. Expenditure must be a Capital Asset (minimum life in excess of one (1) year and the cost must exceed $1,000, although grouping is permitted). 2. The purchase of the asset must be due to growth in the District. The projected expenditures therefore represent anticipated capital items which the District will require due to the growth in the District. Where appropriate, the expenditure has been apportioned by percentage between the General Fund and the Impact Fee Fund. Impact fee expenditures are summarized on Exhibit D and consist of: • Lease-to-own payment for Station 411 at Orange Blossom and Airport Road through a public/private agreement. • Construction costs for Station 410 along the Immokalee Road Corridor, financed, with debt service payments made from the Impact Fee Fund • Fire apparatus for Station 410 and 411 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 74 of 106 It is essential that this Plan be reviewed on an annual basis to identify any upward or downward trends in income and expenses for both the Impact Fee Fund and the General Fund. For financial details, see Exhibits A-E to follow: Exhibit A - Financial Projections Years 1-5 Exhibit B —Summary of General Fund Exhibit C —Capital Purchases & Fund Source Exhibit D — Impact Fee Summary Exhibit E — Impact Fee Expenses RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 75 of 106 FINANCIALHIGHLIGHTS EXHIBIT A-1 North Naples WA , Big Corkscrew WA , GENERAL FUND Year 1 Year 1 lima 2015.2018 2015.2016 Budgeted/Projected Ad Valorem(Millage Rate-.95 NN,3.45 BC) $ 23,598,510 S 3,868,881 ' $ Budgeted/Projected Other Revenue(Years 2 thorugh 5-Merger Plan Projections Used) ; 1.549.538 224.938 Total BudgetedlProjected Revenue S 25,148,048 $ 4,093,719 Projecd Expenses(Including at identified 5 year plan additions) $ 21,079,928 $ 3,284,298 Projected Operating Expenses(Including all identified 5 year plan additions) 5 3,905,328 $ 608.457 Projected Debt Service S 27,728 $ 4,320 Projected Capital(including all identified 5 year plan additions) $ 1,309,008 $ 203,946 Total Projected Expenditures $ 26,321,990 f 4,101,021 Additions (Deletions)to Reserves, Apparatus Replacement(Engine) S (558,914) $ (8,004) Equipment $ (122,852) Station Maintenance/improvements $ (230,290) Personal Protective Eq. S (86,520) Vehicles $ (154,772) Personnel/Operating Costs $ Total Additions(Deletions)to Reserves ,$ (1,151,348) 5 48,0041 ikMSMARY-GEN/JtID Cash Reserves-October 1 S 13.412.388 $ 2,247.244 Projected Revenue $ 25.148,048 S 4.093.719 Projected Expenditures $ 26.321:990)_S .4101,021) Total Cash Reserves $ 12,238.446 S '1 Percentage-Total Reserve 48% 55% Per Merger Plan Cash Reserves-October 1 $ 11,284,012 $ 2,114,769 Projected Revenue $ 23.563665 S 3,709,428 Protected Expenditures $ (24A22.544) $ (4.153.8871 Total Cash Reserves $ 10,425,133 $ 1,670,308 43% 40% Addition(Deletion to Reserves) $ (858.878).$ (444,481) RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 76 of 106 FINANCIALHIGHLIGHTS EXHIBIT A-2 North Naples SDA , Big Corkscrew SDA GENERAL FUND Year 2 Year 2 aims 2016-2017 2016.2017 Budgeted/Projected Ad Valorem(MiNage Rate-.95 NN,3.45 BC) $ 24,778,435 $ 4,178,391 5%Increase 8%Increase Budgeted/Projected Other Revenue(Years 2 thorugh 5 -Merger Plan Projections Used) 875.000 $ . 73.150 Total Budgeted/Projected Revenue 5 f�•• 4,251,541 rojeded Personnel Expenses(Including ail identified 5 year plan additions $ 20,214,107 $ 3,146,936 Projected Operating penes(Including all ident�Tied 5 year plan additions) $ 4,016,332 $ 625,752 Projected Debt Service $ 27,728 $ 4,320 Projected Capital(induding all Identified 5 year plan additions) $ 1,168,020 $ 181,980 Total Projected Expenditures $ 25,426,187 $ 3,958,988 Additions (Deletions)to Reserves, Apparatus Replacement(Engine) Equipment Station MaintenanceAmprovements Personal Protective Eq. Vehicles PersonnelOperating Costs Total Additions(Deletion)to Reserves $ 227,248 $ 292,553 S AY-G Cash Reserves-October 1 $ 12.238,446 $ 2,239.942 Protected Revenue $ 25,653,435 $ 4,251,541 Projected Expenditures $ (25,426,187) $ (3,958,988) Total Cash Reserves $ 12,465,694 $ 2,532.495 Percentage-Total Reserve 49% 64% Per Merger Plan Cash Reserves-October 1 $ 10.425.133 $ 1,670,308 Projected Revenue $ 24,236,780 $ 3,963,965 Projected Expenditures $ 124,541,695) $ (4159:942) Total Cash Reserves $ 10.120,218 $ 1.474,331 41°6 35% Addition(Deletion to Reserves) $ 304,915 $ (195,978) RING&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 77 of 106 FINANCIALHIGHLIGHTS EXHIBIT A-3 North Naples SDA Big Corkscrew SDA GENERAL FUND Year 3 Year 3 2017-2018 2017-2018 u BR Projected Ad Valorem(Mlilage Rate-.95 NN, 3.45 BC) $ 25,769,572 $ 4,470,878 ' 4%Increase 7%Increase Budgeted/Projected Other Revenue(Years 2 thorugh 5- Merger Plan Projections Used) 900 010 75 000 Total Budgeted/Projected Revenue $ 26,669,572 $ 4,545,878 Expenditures 'Projected ersonnel Expenses(Including all identified 5 year plan additions) $ 21,401,136, $ 3,300,742 Projected Operating Expenses(Including all identified 5 year plan additions) $ 4,132,579 $ 637,252 Projected Debt Service $ 27,728 8 4,320 'Projected Capital(including all identified 5 year plan additions) $ 1,168,020 $ 181,980 Total Projected Expenditures $ 26,729,463 $ 4,124,294 Additions (Deletions)to Reserves Apparatus Replacement(Engine) $ _ (59,891) Equipment Station Maintenance/Improvements Personal Protective Eq. Vehicles Personnel/Operating Costs Total Additions(Deletions)to Reserves $ (59,891) $ 421,584 SUMMARY-GEN.FUND Cash Reserves-October 1 $ 12,465,694 $ 2,532,495 Proiected Revenue $ 26,669,572 $ 4,545.878 Projected Expenditures $ (26,729,463) $ (4,124,294) Total Cash Reserves $ 12,405,803 $ 2,954,079 Percentage-Total Reserve 46% 71% Per Merger Plan Cash Reserves-October 1 $ 10,120,219 $ 1,474,330 Projected Revenue $ 24,930,088 $ 4,238,172 Projected Expenditures $ (24.619,223) $ (4,149,714) Total Cash Reserves $ 10,431.084 $ 1,562,788 42% 38% Addition(Deletion to Reserves) $ (310,865) $ 88,458 1 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 78 of 106 FINANCIALHIGHLIGHTS EXHIBIT A-4 _ North Naples SDA Big Corkscrew SDA GENERAL FUND Year 4 Year 4 ammo 2018-2019 2018-2019 Budgeted/Projected Ad Valorem(Millage Rate-.95 NN,3.45 BC) $ 26,542,659 S 4,783,839 3%increase 7%Increase Budgeted/Projected Other Revenue(Years 2 thorugh 5- M= •er Plan Projections Used) !I, Likr 75 011 Total Budgeted1Projle Revenue $ 27,442,659 $ 4,858,839 gxbendligies Projected Personnel Expenses(Including all identified 5 year plan additions) $ 21,626,018 $ 3,258,957 Projected Operating Expenses(Including all identified 5 year plan additions) $ 4,252,012 $ 655,713 Projected Debt Service Projected Capital(including all identified 5 year plan additions) $ 1,168,020 $ 181,980 Total Projected Expenditures $ 27,046,050 $ 4,096,650 Additions (Deletions)to Reserves Apparatus Replacement(Engine) Equipment Station Maintenanceilmprovements Personal Protective Eq. Vehicles , PersonneUOperating Costs Total Additions(Deletions)to Reserves $ 396,609 $ 762,189 SUMMARY-GEN.FUND, Cash Reserves-October 1 $ 12,405.803 $ 2.954.079 Projected Revenue $ 27,442.659 $ 4.858,839 Projected Expenditures $ (27046,050),$ (4,096,650) Total Cash Reserves $ 12802,412 S 3,716,268 Percentage-Total Reserve 47% 91% Per Merger Plan Cash Reserves-October 1 $ 10,431,084 $ 1,562,788 Projected Revenue $ 25,644,195 $ 4,529,594 Projected Expenditures $ (25,728,459) $ (4,483,084) Total Cash Reserves .S 10,346,820 $ 1,609,298 40% 3696 - Addition(Deletion to Reserves $ (84,264) S 46,510 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 79 of 106 FINANCIALHIGHLIGHTS EXHIBIT A-5 North Naples SDA Big Corkscrew SDA ' GENERAL.FUND Year 5 Year 5 Basis 7019-2020 211E1921 Budgeted/Projected Ad Valorem(Millage Rate-.95 NN,3.45 BC) $ 27,336,939 $ 5,118,708 3%Increase 7%Increase Budgeted/Projected Other Revenue(Years 2 t Total B 5-Mer r/Fed Revenue Used) 30,000$ ,1 3, 08 Total Budgets Revenue �� Pxor Projected Fiesonnel Expenses(Including all identified 5 year plan additions) $ 21,776,018 $ 3,273,957 Projected Operating Expenses(Including all identified 5 year plan additions) $ 4,375.117 $ 667,109 Projected Debt Service Projected Capital(including all identified 5 year plan additions) $ 1,168,020 $ 181,980 total Projected Expenditures $ 27,319,155 S 4,123,046 Additions (Reletlonsl to Reserves Apparatus Replacement(Engine) Equipment Station Maintenance/Improvements . Personal Protective Eq. Vehicles Personnel/Operating Costs Total Additions(Deletions)to Reserves $ 919,784 $ 1,070,662 SUMMARY-GEN.FUND Cash Reserves-October 1 $ 12,802,412 $ 3.718,268 Projected Revenue $ 28.238.939 $ 5.193.708 Projected Expenditures $ (27.319,155) $ (4,123.046) Total Cash Reserves $ 13,722,196 S 4,786,930' Percentage-Total Reserve 50% 116% Per Merger Plan Cash Reserves-October 1 Projected Revenue Merger Plan projections stop at 2018-2019 Projected Expenditures , Total Cash Reserves 'Addition(Deletion to Reserves) _ . RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 80 of 106 FINANCIALHIGHLIGHTS EXHIBIT B NORTH COLUER FIRE CONTROL&RESCUE DISTRICT SUMMARY OF 5 YEAR PLAN-GENERAL FUND Year 1 Year 2 Year 3 Year 4 Year 5 2015-2016 1 20 6-2017 OZ 17-2018 2018-2019 019- PERSONNEL ADDITIONS Firefighters 15* 4** EMS Training Ltn. 1 Battalion Chief 3 Fire Training Ltn. Fire Inspectors 1 EVT Mechanic 1 _ Custodian 1 IT/GIS 1 Logistics(Civilian) Human Resource Director Controller TOTAL ADDmONS-PERSONN 20 0 3 4 0 *15 Firefighters reflects 12 funded by Safer Grant and 3 for the NN WA;"*4 FF Per Merger Plan APPARATUS&EQUIPMENT-General Fund, Replacement Fire Engine Per Budget Per Budget Per Budget Per Budget Per Budget Replacement/New Vehicles Per Budget Per Budget Per Budget Per Budget Per Budget Replacement of Fire Equipmei Per Budget Per Budget Per Budget Per Budget Per Budget Personal Protective Equipmer Per Budget Per Budget Per Budget Per Budget Per Budget Station Improvements Per Budget Per Budget_ Per Budget Per Budget Per Budget *"Budget"denotes financial provision made in the course of the annual bu at routinely. e,ieroe 7.7-15 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 81 of 106 FINANCIALHIGHLIGHTS EXHIBIT C PROJECTED CAPITAL EXPENDITURES FOR FISCAL YEARS 2015-2020 IMPACT FEE FUND Year 1 Year 2 Year 3 Year 4 Year 5 • alkali 201 2017-2018 2018-2019 291E2422 TOTAL IMPACT FEE FUND Buildings/Land Use Station 411 (Orange Blossom& Airport)-Lease to Own $ 500,000 $ 500,000 $ 500,000 $ - $ 1,500,000 Station 410(Immokafee Rd Corridor)- Finance Station Construction $ 1,000,000 $1,000,000 $ 700,000 $ 300,000 $ 3,000,000 Total '$ - S 1,500,000 $1,500,000 $1,200,000 $300,000 $ 4,500,000 COLLECTION FEES-EXPENSE 46,000 45,000 46,000 46,000 180,000 Vehicle/Aonaratus Reolacemen>i Engine-Station 411 $ - $ 500,000 $ 500,000 Engine-Station 410 $ - $ 500,000 *$ 500,000 Total-Vehicle/App.-IMPACT $ - $ - $ 500,000 $ 500,000 $ - $ 1,000,000 Sgidalat Personal ective Equip. $ - Total-Equipment-IMPACT $ - \$ - '$ - $ - k$ - $ - TOTAL PURCHASES-IMPACT $ - $ 1,545,000, $2,045,000 $1,745,000 $ 345,000 $ 5,880,000 BJBibb 7-7-1519-01-15 1 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 82 of 106 FINANCIALHIGHLIGHTS EXHIBIT D IMPACT FEE FUND PROJECTED REVENUE AND CAPITAL EXPENSES-SUMMARY-IMPACT FEE FUND Year 1 Year 2 Year 3 Year 4 Year 6 2016-2018 016-2017 2017-2018 2018-2019 2019-2020 IMPACT FEE FUND Prior year Deterred Revenue $ 716,439 $ 1,014,244 $ 969,244 $ 424,244 $ 179,244 Revenue Pro =cted Im. ct Fees 2 200 000 1 500 000 1 500 000 1 500 000 1 500 000 Impact Fees Available $ 2,200,000 $ 1,600,000 $ 1,500,000 $ 1,500,000 $ 1,600,000 Im.: t _x. ses Projected Expenditures Per Budget $ 1,902,196 Projected Expenditures Per 6 Year Plan $ $ 1,545,000 $ 2,045,000 $ 1,745,000 $ 345,000 Total Impact Fee Expenses $ 1,902,195 $ 1,545,000 $ 2,045,000 $ 1,745,000 $ 345,000 Impact Fees Available at Fiscal Year End $ 1,014,244 $ 969,244 $ 424,244 $ 179,244 $ 1,334,244 Note: Impact Fee revenue estimated based on current rates;new rate structure has not been approved NOTE PROJECTED EXPENDITURES REFLECT ONLY THOSE INDICATED IN 5 YEAR PLAN AND 15-16 BUDGET ( _ J BJBPoE 7-7-15/9.01.15 1 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 83 of 106 FINANCIALHIGHLIGHTS EXHIBIT E IMPACT FEE FUND PROJECTED CAPITAL EXPENDITURES FOR FISCAL YEARS 2016-2020 IMPACT FEE FUND Year 1 Year 2 Year 3 Year 4 Year 6 11j • _,j_ ,,j_ ., 11 .!J 1 : _,21 . _ 2 1. L -. IMPACT FEE FUND , ulIdinas/Land Use _ Station 411(Orange Blossom& Airport)-Lease to Own $ 500,000 $ 500,000 $ 500,000 S - $ 1,500,000 Station 410(Immokalee Rd Corridor)- Finance Station Construction $ 1,000,000 S 1,000,000 $ 700,000 S 300000 $ 3,000,000 Total $ - $ 1,600,000 $1,500,000 $1,200,000- $300,000 $ 4,600,000 COLLECTION FEES-EXPENSE 46,000 46,000 46,000' 46,000 180,000 �f� I►nnar,t�JS Reol� a Engine-SteStation 411 $ - $ 500,000 $ 500,000 Engine-Station 410 $ - $ 500,000 $ 500,000 Total-Vdricl&App.-IMPACT $ - $ - ,$ 500,000 $ 500,000 $ - $ 1,000,000 ritidaral Personal Equip S - Total-Equipment-IMPACT $ - $ - '$ -'$ -, $ - $ - TOTAL PURCHASES-IMPACT S - $ 1,546,000 $2,046000 $1,745,000 $ 346,000 $ 6,680,000 BJBAb 7.7-15B-01-15 1 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 84 of 106 SUMMATION The growth and changes that are permeating the North Collier Fire Control and Rescue District necessitate the development of this five year plan and an identification of projected long term needs. Recommendations made within this plan will assist in the setting of strategic decision processes and will lay the foundation for key decision makers of this District. Not addressed at this time in the plan is the lack of storage space for equipment and supplies. The assessment of options is being researched at this time and should be addressed in the updates of this five year plan. An assessment of the current millage rate maximum of one mil and the analysis of potential additional sources of revenue, including the assessment of a non-ad valorem fire fees, is underway. In order to keep the five year plan action goals in place, this plan will be revisited every year in August to adjust for any previously unforeseen events or emergencies. The District will operate within the realm of fiscal resources that are available to the District and with the highest accountability to all tax payers of the North Collier Fire Control and Rescue District. Public input on the five year plan and comments and critiques can be sent to the address below: North Collier Fire Control & Rescue District 1885 Veterans Park Drive Naples, FL 34109 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 85 of 106 ATTACHMENT A-1 Collier County Population Growth Data by Collier County Comprehensive Planning Section May 26, 2015 380,000 38 ' , 868 370,000 376,100_ 36 {✓ _. ,77 360,000 ' 36 78 350,000 ___ 356,000 349,541 340,000 343,200 330,000 !3369783 320,000 310,000 300,000 1 2014 2015 2016 2017 2018 2019 2020 2021 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 86 of 106 ATTACHMENT A-2 Permanent Population(2010*) Unincorporated Collier County 301,860 City of Everglades City 412 City of Marco Island 16,607 City of Naples 19,849 Collier County Total 338,728 Peak Season Population(2010**) Unincorporated Area 365,869 Countywide 410,297 Additional Population Data Available By Traffic Analysis Zone(TAZ) Land Area(square miles) 2 025 5 Making Collier the largest County In the State of Florida Number of Dwelling Units(2010") 197.298 Median Household Income(2006-2010"*1 $58,106 Number of Golf Courses(Public&Pnvate) 91 Federal&State Lands. Parks, Preserves, Refuges(acres) 821,620 *2010 Census Estimates **2010 Staff Estimates ***U.S. Census Bureau's American Community Survey RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 87 of 106 ATTACHMENT B 1 W a1 m `...4 V :* C II N 7 Cr �i _._1 . I . I _ c _ 5 II I . In W 5 d E W yuz_ � .a $ W WF Vyy yN� 0 c Q W Z0. S b - e � z _ $—4 J O W _ W H UD g. r a. ira X C) iro 3 Ce W : �•• s w ,mob 4 .L.1. i ' y € 4 - ( a LL ag Z if. i Tai i E i 4 RMG&BB NCFR Five Year Plan 10/2015-9/2020(FINAL) Page 88 of 106 ATTACHMENT C NORTH COLLIER FIRE CONTROL & RESCUE DISTRICT FIRE STATIONS Station Addresses w4 Y• ••••••1 MSS... U M Mw•MP MAW lhommItaloo ra.a Ma MMM ANYfeswaMMLrO ss �'�`{�ara- - -.ru•WM OM14 1 dATATION43 ° 1 ' a • STATWM 4! �1F••1•'� ON wWY MIN M� •"*"..Y STATION 45 STATION 42 • beds. •• -34 I # I d VrNlrl 114•0 • I sMw,w•F•wi,yrm. , STAT x}140 a S po* � TATION 46 yR a I I R . S7 AVON if/ SOWAIKVOLiegr 1411M/t,Yr Yq RMG NCFR Five Year Plan 10,2015-9/2020 Page 89 of 106 ATTACHMENT D FACILITY NAME STATION 10 DATE UPDATED:7/1/2015 ADDRESS 13240 AND 13250 IMMOKALEE RD,NAPLES FL 34120 DESCRIPTION CAPACITY: Fire Station DEMAND:Emergency Response Fire&Rescue LAND SIZE: 2.31 ACRES CONSTRUCTION TYPE:CBS BUILDING SIZE: LIVING QTRS: 900 GARAGE: 3,000 WORK AREA OFFICE 2,900 STORAGE TOTAL SQ FT: 6,800 APPARATUS AND EQUIPMENT LADDERS: 0 ATV/UTV: 1 ENGINES: 1 FPB: 1 BRUSH: 1 PEO/OUTREACH: 1 WATER TENDER: 1 TRAILER: 2 ATTACK/SQUAD: 1 TOTAL APPARATUS: 1 STAFFING SHIFT FIRE PREVENTION ADMIN CLERICAL INSPECTOR: 1 OUTREACH: 1 ADMIN: 1 CAPTAIN: 0 LIEUTENANT: 1 ENGINEERS: 1 FIRE FIGHTERS: 2 TOTAL STAFF: 11 SERVICE AREA AREA SIZE: 97 Sq Miles AREA TYPE: RURAL AREA POPULATION: 7,500 CALLS PER YEAR: 1,171 AVERAGE RESPONSE TIME: 7.50 MINUTES TOTAL POPULATION OF DISTRICT 120,000 These 2 buildings are on 1 platted parcel RMG NCFR Five Year Plan 10/2015-9/2020 Page 90 of 106 FACILITY NAME STATION 12 DATE UPDATED:7/1/2015 ADDRESS 21520 IMMOKALEE RD, NAPLES, FL.34120 DESCRIPTION CAPACITY: Fire Station DEMAND:Emergency Response Fire&Rescue LAND SIZE: 4.07 ACRES CONSTRUCTION TYPE:CBS BUILDING SIZE: LIVING QTRS: 2,196 GARAGE: 3,420 WORK AREA OFFICE 100 STORAGE TOTAL SQ FT: 5,716 APPARATUS AND EQUIPMENT LADDERS: 0 PUMPER: 1 ENGINES: 1 BRUSH: 1 WATER TENDER: 1 ATTACK/SQUAD: 1 TOTAL APPARATUS: 5 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 0 LIEUTENANT: 1 ENGINEERS: 1 FIRE FIGHTERS. 2 TOTAL STAFF: 4 SERVICE AREA AREA SIZE: 97 Sq Miles AREA TYPE: RURAUREMOTE AREA POPULATION: 5,000 CALLS PER YEAR: 360 AVERAGE RESPONSE TIME: 7.50 MINUTES TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 91 of 106 FACILITY NAME STATION 40 Date Updated: 7/1/2015 ADDRESS 1441 Pine Ridge Road,Naples,FL 34109 DESCRIPTION CAPACITY Fire Station DEMAND: Emergency Response Fire&Rescue LAND SIZE 1.05 CONSTRUCTION TYPE: CBS BUILDING SIZE LIVING QUARTERS: 3,257 GARAGE: 3 915 WORK AREA: 600 OFFICE: 1,750 STORAGE: 320 HOSE TOWER 184 TOTAL SQ FT: 10,026 APPARATUS AND EQUIPMENT ENGINES, 1 LADDERS: 0 PUMPERS- 0 SQUAD' 1 HOSE 0 UTILITY 0 TANKERS 0 BRUSH' 0 COMMAND 1 WOODS 0 STAFF 0 ANTIQUE 0 TOTAL APPARATUS 3 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL BATTALION CHIEF 1 CAPTAIN 1 LIEUTENANT 2 ENGINEERS 6 FIRE FIGHTERS. 6 TOTAL STAFF 16 SERVICE AREA AREA SIZE 10 Sq Miles AREA TYPE Urban AREA POPULATION. 14,500 CALLS PER YEAR: 2,200 AVERAGE RESPONSE TIME 600 M.nutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 92 of 106 FACILITY NAME STATION 42 Date Updated. 7/1/2015 ADDRESS 7010 IMMOKALEE ROAD,NAPLES FL 34119 DESCRIPTION CAPACITY Fire Station DEMAND: Emergency Response Fire&Rescue LAND SIZE: 1.29 CONSTRUCTION TYPE CBS BUILDING SIZE. LIVING QUARTERS: 3,228 GARAGE: 3,638 WORK AREA: 91 OFFICE: 91 STORAGE: 125 TOTAL SQ FT: 7 173 APPARATUS AND EQUIPMENT ENGINES: 1 LADDERS 0 PUMPERS: 0 SQUAD: 0 HOSE: 0 UTILITY: 0 TANKERS: 1 BRUSH: 1 COMMAND 1 WOODS: 0 STAFF: 0 ANTIQUE 0 TOTAL APPARATUS. 3 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 1 LIEUTENANT 2 ENGINEERS 6 FIRE FIGHTERS TOTAL STAFF: 9 SERVICE AREA AREA SIZE' 20 Sq Miles AREA TYPE. Urban AREA POPULATION: 11 000 CALLS PER YEAR: 2,000 AVERAGE RESPONSE TIME: 6.00 Minutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 93 of 106 FACILITY NAME STATION 43 Date Updated: 71112015 ADDRESS 16325 Vanderbilt Dr,Bonita Springs,FL 34134 DESCRIPTION CAPACITY. Fire Station DEMAND. Emergency Response Fire&Rescue LAND SIZE 1 26 acres CONSTRUCTION TYPE CBS BUILDING SIZE: LIVING QUARTERS: 3,233 GARAGE 2 820 WORK AREA 524 OFFICE: 104 STORAGE. 952 TOTAL SQ FT. 7,633 APPARATUS AND EQUIPMENT ENGINES 0 LADDERS' 1 PUMPERS. 1 SUPPORT 0 HOSE' 0 UTILITY 1 TANKERS. 0 BOAT. 1 BRUSH: 0 COMMAND 0 WOODS 0 STAFF 0 TOTAL APPARATUS 3 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN' 1 LIEUTENANT, 2 ENGINEERS: 3 FIRE FIGHTERS 3 TOTAL STAFF: 9 SERVICE AREA AREA SIZE: 12 Sq Miles AREA TYPE' Urban AREA POPULATION: 11,000 CALLS PER YEAR: 1,300 AVERAGE RESPONSE TIME 6.00 minutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 94 of 106 FACILITY NAME STATION 44 Date Updated 7/1/2015 ADDRESS 8970 Hammock Oak Dr.,Naples,FL 34108 DESCRIPTION CAPACITY. Fire Station DEMAND Emergency Response Fire&Rescue LAND SIZE: CONSTRUCTION TYPE: CBS BUILDING SIZE LIVING QUARTERS 5,976 GARAGE: 3,744 WORK AREA 249 OFFICE. 359 STORAGE 458 TOTAL SQ FT. 10,786 APPARATUS AND EQUIPMENT ENGINES: 1 LADDERS 1 PUMPERS: 0 SUPPORT 0 HOSE- 0 UTILITY: 1 TANKERS: 0 SQUAD: 1 BRUSH: 0 COMMAND: 0 WOODS: 0 STAFF: 0 BOAT 2 ATC: 2 TOTAL APPARATUS 8 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 1 LIEUTENANT 5 ENGINEERS 6 FIRE FIGHTERS 12 TOTAL STAFF 24 SERVICE AREA AREA SIZE: 7 Sq Miles AREA TYPE. Urban AREA POPULATION: 20,000 CALLS PER YEAR 2 50 AVERAGE RESPONSE TIME: 6.00 Minutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 95 of 106 FACILITY NAME STATION 45 Date Updated. 7/1/2015 ADDRESS 1885 VETERANS PARK DR..NAPLES,FL 34109 QESCRIPTION CAPACITY Fire Station DEMAND: Emergency Response Fire&Rescue LAND SIZE 6.9 ACRES CONSTRUCTION TYPE: CBS BUILDING SIZE' LIVING QUARTERS 7,619 GARAGE 6,923 RESIDENTIAL 5,533 ASSEMBLY: 2.707 SQUARE FT 22,782 TRAIN TOWER: 2,332 GENERAL BUILDING: 308 TOTAL SO FT 25,422 APPARATUS AND EQUIPMENT ENGINES 1 SRU: 4 UTILITY: 1 TRAINING VEHICLE: 6 TRAILER: 9 FPB: 0 PUMPER 1 COMMAND: 5 PIO: 1 TOTAL APPARATUS: 28 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL BATTALION CHIEF: 3 CHIEF 1 FINANCE 2 CAPTAIN 1 ASST.CHIEF 2 ADMIN LIEUTENANTS: 2 DEPUTY CHIEF 2 ENGINEERS 6 BATT COMM 1 FIREFIGHTERS: 6 CAPTAIN 2 PUBLIC INFOR. 1 PEO/1NSPECTOR 1 COMM OUTREACH 1 IT 1 MEDICAL DIRECTOR 1 TOTAL STAFF: 34 SERVICE AREA AREA SIZE. 8 Sq Miles AREA TYPE: Urban AREA POPULATION: 22.000 CALLS PER YEAR 2.200 AVERAGE RESPONSE TIME 6.00 Minutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 96 of 106 FACILITY NAME STATION 46 Date Updated: 7/1/2015 ADDRESS 3410 PINE RIDGE RD.NAPLES FL 34105 DESCRIPTION CAPACITY: Fire Station DEMAND: Emergency Response Fire&Rescue LAND SIZE 4.25 CONSTRUCTION TYPE: CBS BUILDING SIZE: LIVING OTRS 3,088 GARAGE 2,628 WORK AREA 399 OFFICE 96 STORAGE 324 TOTAL SO FT 6,535 APPARATUS AND EQUIPMENT Engines: 1 Brush: 1 TOTAL APPARATUS: 2 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 1 LIEUTENANT 2 ENGINEERS. 3 FIRE FIGHTERS: 3 TOTAL STAFF: 9 SERVICE AREA AREA SIZE: 8 Sq Miles AREA TYPE: Urban AREA POPULATION: 15,000 CALLS PER YEAR: 2.000 AVERAGE RESPONSE TIME: 6.00 Minutes TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 97 of 106 FACILITY NAME STATION 47 DATE UPDATED 711/2015 ADDRESS 2795 N AIRPORT PULLING RD NAPLES FL 34105 DESCRIPTION CAPACITY: Fire Station DEMAND Emergency Response Fire&Rescue LAND SIZE 1.5 ACRES CONSTRUCTION TYPE: CBS BUILDING SIZE: LIVING OTRS 4.357 GARAGE 3,720 WORK AREA 650 OFFICE 392 STORAGE 388 TOTAL SO FT 9,507 APPARATUS AND EQUIPMENT LADDERS 1 ENGINES 0 BRUSH: 0 TOTAL APPARATUS 1 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 1 LIEUTENANT 2 ENGINEERS 3 FIRE FIGHTERS 3 TOTAL STAFF, 9 SERVICE AREA AREA SIZE: 5 Sq Miles AREA TYPE Urban AREA POPULATION: 6,000 CALLS PER YEAR: 1,500 AVERAGE RESPONSE TIME 6 00 MINUTES TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 98 of 106 FACILITY NAME STATION 48 DATE UPDATED:7/1/2015 ADDRESS 2795 N AIRPORT PULLING RD,NAPLES FL 34105 DESCRIPTION CAPACITY: Fire Station DEMAND: Emergency Response Fire&Rescue LAND SIZE: 3.28 ACRES CONSTRUCTION TYPE: TYPE: CBS BUILDING SIZE: LIVING QTRS: TBD GARAGE: TBD WORK AREA TBD OFFICE TBD STORAGE TBD TOTAL SQ FT: 15,686 APPARATUS AND EQUIPMENT LADDERS: 1 TRAILERS: 1 ENGINES: 0 SRU: 1 BRUSH: 1 TRAINING: 2 SQUAD: 0 COMMAND: 1 TOTAL APPARATUS: 7 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL CAPTAIN: 1 CHIEF: 1 ADMIN: 1 LIEUTENANT: 2 CAPTAIN: 1 ENGINEERS: 3 LIEUTENANT: 1 FIRE FIGHTERS: 3 TOTAL STAFF: 13 SERVICE AREA AREA SIZE: TBD AREA TYPE: Urban AREA POPULATION: 8,000 CALLS PER YEAR: TBD AVERAGE RESPONSE TIME: TBD TOTAL POPULATION OF DISTRICT 120,000 DUE TO STATION JUST OPENING-CERTAIN STATISTICS NOT YET AVAILABLE RMG NCFR Five Year Plan 10/2015-9/2020 Page 99 of 106 FACILITY NAME SUPPORT SERVICES FACILITY#1 DATE UPDATED 7/1/2015 ADDRESS 6495 TAYLOR RD,NAPLES,FL 34109 DESCRIPTION CAPACITY: MAINTENANCE,WAREHOUSE,OFFICE DEMAND: FLEET, FACILITIES, LIFE SAFETY LAND SIZE: 1.6 ACRES CONSTRUCTION TYPE: CBS AND STEEL BUILDING SIZE: BUILDING A: 3,039 BUILDING B: 6,156 BUILDING C: 9,042 TOTAL SQ FT: 18,237 APPARATUS AND EQUIPMENT SUPPORT: 3 COMMAND: 4 UTILITY: 2 LIFE SAFETY/FPB: 14 TOTAL APPARATUS: 23 STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL FIRE MARSHAL 1 ASST CHIEF 1 ADMIN 2 CAPTAIN: DEP FIRE MARSHAL 2 DEP CHIEF 1 PT TIME 1 LIEUTENANT: INSPECTORS 9 BATT COMM 1 ENGINEERS: APP TECH 3 FIRE FIGHTERS: FACILITIES 2 TOTAL STAFF: 21 SERVICE AREA AREA SIZE: AREA TYPE: AREA POPULATION: CALLS PER YEAR: AVERAGE RESPONSE TIME: TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 100 of 106 II FACILITY NAME SUPPORT SERVICES FACILITY#2 DATE UPDATED:7/1/2015 ADDRESS 18665 IMMOKALEE RD,NAPLES FL 34120 DESCRIPTION CAPACITY: MAINTENANCE,WAREHOUSE, FITNESS DEMAND: FLEET, FACILITIES,LIFE SAFETY LAND SIZE: 4.02 ACRES CONSTRUCTION TYPCBS AND STEEL BUILDING SIZE: BUILDING A: 4,800 TOTAL SQ FT: 4,800 APPARATUS AND EQUIPMENT SUPPORT: COMMAND: UTILITY: LIFE SAFETY/FPB: TOTAL APPARATUS: STAFFING SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL AS NEEDED AS NEEDED TOTAL STAFF: N/A SERVICE AREA AREA SIZE: AREA TYPE: AREA POPULATION: CALLS PER YEAR: AVERAGE RESPONSE TIME: TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 101 of 106 FACILITY NAME NCFR BOAT SLIP DATE UPDATED:07/1/2015 ADDRESS 13105 VANDERBILT DR, SLIP 47, NAPLES, FL. 34109 DESCRIPTION CAPACITY: BOAT SLIP DEMAND Emergency Response Fire&Rescue LAND SIZE: N/A CONSTRUCTION TYPE:Wood Dock BUILDING SIZE: LIVING QTRS: NA GARAGE: NA WORK AREA NA OFFICE NA STORAGE NA TOTAL SQ FT: NA APPARATUS AND EQUIPMENT FIRE/RESCUE BOAT 1 ENGINES: 0 BRUSH: 0 TOTAL APPARATUS: 1 STAFFING, SHIFT FIRE PREVENTION ADMINISTRATION CLERICAL AS NEEDED FOR RESPONSE SERVICE AREA AREA SIZE: AREA TYPE: INLAND WATERWAYS AND GULF OF MEXICO AREA POPULATION: CALLS PER YEAR: AVERAGE RESPONSE TIME: TOTAL POPULATION OF DISTRICT 120,000 RMG NCFR Five Year Plan 10/2015-9/2020 Page 102 of 106 Summary of Operational Facilities ZONE SQ MILES POPULATION CALL/YEAR AVG. RESP.TIME 40 10 14,500 2200 6 minutes 42 20 11,000 2000 6 minutes 43 12 11,000 1311 6 minutes 44 7 20,000 2500 6 minutes 45 8 22,000 2200 6 minutes 46 8 15,000 2000 6 minutes 47 5 6,000 1,500 6 minutes 48 TBD 8,000 TBD TBD 10 97 7,500 1,171 7.5 minutes 12 97 5,000 360 7.5 minutes Summary of Properties Owned by District PROPERTY ACERAGE DEVELOPED PROPOSED/ CURRENT USE Oakes Blvd 3.66 Acres vacant Station 412 Sun Century Road 1.6 Acres vacant Station 413 Pine Ridge Road 1.78 Acres vacant future growth 9th St/Bonita Shores .8 Acres vacant Adj to St 43 Nursery Lane 26.35 Acres 1 structure storage/training Center Lane 1.01 Acres vacant future growth Kathleen Court(2) 1.31 Acres vacant future growth DeSoto Blvd 4.5 Acres vacant Station 414 24th Ave NE 5.2 Acres vacant future growth/trade RMG NCFR Five Year Plan 10/2015-9/2020 Page 103 of 106 ATTACHMENT E 1 t_ ,I as I i p re 1 OILY . 5 q .\ Sr Ilk ,_fi��gg -{7. 3 `mss. 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