5-year Strategic PlanORIGIN ID:IMMA (239) 597-3222 SFNP DATE: 29SEP17
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NAPLES FL 34112
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NORTH COLLIER FIRE CONTROL AND RESCUE DISTRICT
BOARD OF FIRE COMMISSIONERS
M. James Burke . Christopher L. Crossan . Norman E. Feder . J. Christopher Lombardo . John O. McGowan
September 29, 2017
Mr. Derek Johnson, General Accounting Manager
Clerk of the Circuit Court, Finance Department
3299 Tamiami Trail East, #403
Naples, FL 34112
Sent via Federal Express
Dear Mr. Johnson:
Enclosed please find the following:
1. One copy of the Five Year Strategic Plan, including the annual facilities reports, for the
North Collier Fire Control and Rescue District.
2. Schedule of Board Meetings for the period of October 1, 2016 through September 30, 2017
3. District Map
4. Agent of Record.
Please note the District's Final Budget has been forwarded to you under separate cover.
Very truly yours,
BECKY BRONSDON
Chief Financial Officer
1885 Veterans Park Drive Naples, FL 34109 ■ (239) 597-3222 ■ Fax (239) 597-7082 0 www.northcollierfire.com
ri
North 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
TABLE OF CONTENTS
RMG & 88 NCFR Five Year Plan 9012015-912020 (FINAL) Page 2 of 106
MissionStatement................................................................................................ 4
DistrictDescription...............................................................................................
5
History................................................................................................................
10
Current Resources and Service Delivery ...........................................................
12
Emergency Medical Services.............................................................................
20
SpecialOperations.............................................................................................
31
FirePrevention Bureau.........................................................................
37
CommunityOutreach.........................................................................................
44
SupportStaff......................................................................................................
46
EssentialServices..............................................................................................
49
Apparatus Replacement Schedule............................................................50
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
FinancialHighlights............................................................................................
72
Summation.........................................................................................................
85
Attachment A -Collier County Population Data ....................................................
86
Attachment B -Organization Chart ......................................................................
88
Attachment C -Service Delivery Area & Station Locations ..................................
89
Attachment D -Facilities Records by Station & Summary ....................................
90
Attachment E - Response Time Heat Maps..............................................104
RMG & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 Sheriff's 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 & 88 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 10/2015-9/2020 (FINAL) Page 7 of 106
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 B 88 NCFR Five Year Plan 10/2015-9/2020 (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 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-912020 (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 10/2015-9/2020 (FINAL) Page 12 of 106
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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 '/2 miles travel distance. (Insurance Services Office, 2011). A circular response
area with a radius of 1 '/2 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 areas 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........................................................................1
• Fleet Technician........................................................................
4
• Elected Fire Officials..................................................................
8
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 10/2015-9/2020 (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-Qu1y Staffing
RMG & 88 NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 16 of 106
Assigned
Station #
Apparatus
ID
Assigned
Staffing
Preferred
Staffing
Safe
Staffin
1
40
Engine 40
115
5
4
3
2
40
Squad 40
124
2
2
2
3
1 44
Squad 44
1
2
2
4
42
Engine 42
109
4
4
3
5
43
Ladder43
934
4
4
3
6
44
Tower44
933
4
4
3
7
44
Engine 44
92
5
4
3
8
44
SRU 44
90
0
0
0
9
45
Squad 45
1213
2
2
2
10
45
BC -40
1994
1
1
1
11
45
Engine 45
93
5
4
3
12
46
Engine 46
110
4
4
3
13
45
Lt 41
928
1
1
N/A
14
45
Capt 410
923
1
1
N/A
15
45
Captain 41
932
1
1
N/A
16
42
Brush 42
4053
0
0
0
17
45
Reserve Eng
94
0
0
0
18
44
Brush 44
80
0
0
0
19
46
Brush 46
4054
0
0
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
29
44
U 44
1447
0
0
0
30
40
Boat 40
56
0
0
0
31
40
BT 40
56-T
0
0
0
32
45
BT 41
1100
0
0
0
33
44
Boat 43
55
0
0
0
34
44
Boat 44
1248
0
0
0
35
43
BT43
55-T
0
0
0
36
44
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
0
0
0
60
10
UTV
0
0
0
Totals
49
49
38
RMG & BB NCFR Five Year Plan 1012015-9/2020 (FINAL) Page 17 of 106
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:
Sunnort Services:
Vehicle
Fixed Asset
Use
1 _
Ford F-250
1117
Safety Officer
2.
Ford Van 250
74
K-9 and Deliveries to Stations
3.
Ford Expedition
84
U43
4.
Ford F350
86
SRU 45
5.
Ford F550
935
SRU42
6.
Ford F550
1086
Special Ops
Sunnort Services:
Trainina:
Vehicle
Fixed Asset
Use
1.
Chevy Van
66
Maintenance
2_
Ford Ranger
78
Mechanic Take Home
3.
Ford F450
121
Mechanic
4.
Ford F150
461
Logistics
5.
Ford F250
3007
Maintenance
H6.
Ford F250
Mechanic Take Home
Trainina:
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 18 of 106
Vehicle
Fixed Asset
Use
1.
Ford F150
65
Reserve
2.
Ford Expedition
101
Reserve
3_
Ford Expedition
107
Training Commander
4.
Ford Expedition
932
Training Captain 410
5.
Ford Explorer
227
Training Lt 41
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (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
12.1
Ford Explorer
1224
Community Outreach
Inspection Bureau:
Total Vehicles — Line and Support ............................................................104
RMG & BB 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
8.
Ford F150
266
P.E.O./Inspector
9.
Ford F150
344
Inspector 47
10.
Ford F150
930
DFM 42
11.
Ford F150
1223
Inspector 45
12.
Ford F150
1224
Ins ector 42
13.
Ford F150
1409
Inspector 49
14.
Ford F150
Inspector 10
Total Vehicles — Line and Support ............................................................104
RMG & BB 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 the lives of the residents and visitors within
District boundaries as well as those in the surrounding areas.
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 Advanced Life Support Service to the residents and
visitors of the North Collier Fire Control and Rescue District.
On February 28, 2011, the State of Florida Department of Health officially licensed the
District's Advanced Life Support program, and on April 1, 2011, the District successfully
passed the final State of Florida Bureau of Emergency Medical Services System
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 Medical Director's comprehensive credentialing
requirements prior to being allowed to perform as a Paramedic.
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 1012015-9/2020 (FINAL) Page 20 of 106
GRAPH A
16000
14000
12000
10000
8000
6000
4000
2000
0
NFPA (EMS Calls) 320-329
'y'' ,yb ea ea ea ea ea ea
Q`ON Q`ON Q`61e Q`o�e Qt01e Qto�e
■ 2013
■ 2014
■ 2015 -projected
■ 2016 -projected
■ 2017 -projected
■ 2018 -projected
■ 2019 -projected
■ 2020 -projected
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
2516
2500
218
2000
1500
•A htt'—PR.1 a of CtrSp 6
1000
72 533620 566651
500 380426 4194 291347
ori
2011 2013 2015
Graph B indicates the amount of times District personnel has, ridden along to hospital.
RMG & BB NCFR Five Year Plan 1012015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 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 (CEUs) 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 10/2015-912020 (FINAL) Page 23 of 106
Division Responsibilities:
F
EM oordinator
2014-2015 - Current
Administrative Assistant
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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & BB NCFR Five Year Plan 10/2015-9/2020 (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.
EMTs/Paramedics
300
250 230 242
200
150
100
50
n
C)ti�\•''S C)ti�\•'b C)tia\,y4i5�aN,:" � NN ab51ay'LS�aN
,11
ti T ti ea ea yea yea yea
e�' e�' e� • e� • e�
Cpl Cpl Cpl Cpl Cpl
1(0Q y1Q .yOQ '�R ,COQ
�otiy\ "otic\.�o,��\ �oti�\ 4P\
■ 2012/13
■ 2013/14
■ 2014/15
■ 2015/16 projected Sta 411
■ 2016/17 projected Sta 410
■ 2017/18 -projected Sta 414
■ 2018/19 -projected Sta 412
■ 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 & 88 NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 26 of 106
110 on
10NO
0
0
INN
Elm
ONE
N
C)ti�\•''S C)ti�\•'b C)tia\,y4i5�aN,:" � NN ab51ay'LS�aN
,11
ti T ti ea ea yea yea yea
e�' e�' e� • e� • e�
Cpl Cpl Cpl Cpl Cpl
1(0Q y1Q .yOQ '�R ,COQ
�otiy\ "otic\.�o,��\ �oti�\ 4P\
■ 2012/13
■ 2013/14
■ 2014/15
■ 2015/16 projected Sta 411
■ 2016/17 projected Sta 410
■ 2017/18 -projected Sta 414
■ 2018/19 -projected Sta 412
■ 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 & 88 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
EMS Battalion Office of the Medical Director
der
EMS Coordinator
EMS Training
FTO (2)
FTO (2)
FTO 121
Mobile Integrated
Healthcare Coordinator
The box highlighted in red illustrates the addition of a new position and the boxes
highlighted in yellow are the incentivized 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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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
I EMS Division I
I Administrative Assistant I
EMS BattalionI j Office of the Medical Director
Commander
EMS Coordinator Associate Medical
Director
EMS Training Mobile Integrated
Healthcare Coordinator
I FTO (2) 1
FTO (2)
--LFTO (2)
RMG & 88 NCFR Five Year Plan 10/2015-9/2020 (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
I EMS Division I
Administrative Assistant 9
EMS Battalion Office of the Medical Director
Commander
Associate Medical
EMS Coordinator Director
EMS Training Mobile Integrated
Healthcare Coordinator
EMS Training
FTO (3) LQuality 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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & BB NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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
C
N r
U fd
� U
C
N
oo
LO
co
E a
C .0
08
WM
Wr
(� M
NW
W
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 & BB NCFR Five Year Plan 1012015-912020 (FINAL) Page 33 of 106
24:00
20:00
y, 16:00
ca
0
m 12:00
E
i=
8:00
M
M
Incident Occurrences Based on Time of Day
Based on Calendar Year 2014*
0 200 400 600
Incidents Per Time of Day
F5y
M
Information created by North Collier Fin; 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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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 10/2015-9/2020 (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 & 88 NCFR Five Year Plan 1012015-912020 (FINAL) Page 37 of 106
Deputy Chief i_
' Admin Assistants
z -FTE
BC/FM
DFMlCAPT
5
(New Construction}
-
i Inspectors , PlajLRevieweTs.
4- FTE
DFM/Capt. {
(Existing Bldg) j
Inspector
7—FTE
(5 Inspectors, ]Public
ucation, I Quality Assuran
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 & BB NCFR Five Year Plan 1012015-9/2020 (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.
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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
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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.
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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
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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.
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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,
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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.
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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
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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.
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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.
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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.
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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)
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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.
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 & 88 NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 51 of 106
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 Cyclone
-
4,313
4,313
0109
EN -42
2000
Pierce Quantum
333,776
0
13,961
103,127
30.90%
0092
PU-42
1 1998
Pierce Quantum
294,609
0
13,866
114,812
38.97%
0093
PU-45
1998
Pierce Quantum
294,609
0
15,324
86,757
29.45%
0094
PU-43
1998
Pierce Quantum
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
5,131
52,142
9.88%
8102
EN -44
2013
Pierce Impel
454,106
0
1,572
3,404
0.75%
8103
EN -48
2014
Pierce Impel
455,388
18,890
1,299
6,769
1.49%
8335
EN -12
2006
Sutphen
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
Freightliner / Sutphen
196,322
48,119
2,528
1,075
0.55%
Ordered
EN -42
2015
Pierce Quantum
499,900
0
0
0
0
0098
LA -47
1998
Pierce Quantum
544,489
0
12,738
185,556
34.08%
0933
TO -44
2006
Pierce Quantum
894,600
0
6,887
154,299
17.25%
0934
LA -43
2006
Pierce Quantum
621,570
0
8,636
81,060
13.04%
8343
WT -10
2007
Freightliner / E -One
271,525
14,080
1,220
8345
WT -12
2013
Freightliner / Pierce
194,000
1,493
67
2977
WT -42
2008
Kenworth Contender
157,198
0
5,486
12,457
7.92%
8331
AT -l0
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 & 88 NCFR Five Year Plan 10/2015-9/2020 (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.
Number
VIN Number (last
4
'
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
SS
1994
2768
2008
F-250
FY 15-16
8333
2185
2008
F-250
FL
228
4952
2007
Expedition
OP
1223
9723
2007F-150
FPB
1409
0887
2007
F-150
FPB
1224
9724
2007F-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 & 88 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
8989
2002 Taurus
Recommend Surplus
107
7723
2001 Expedition
IT
78
6664
1999 Ranger
SU
65
951
1999 F-150
SU
84
5253
1997 Expedition
FL
82
3383
1998 Explorer
Recommend Surplus
74
5686
1 1996 250 Van
SU
TRAINING &SAFETY
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 & 88 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
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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.
EMERGENCY DISPATCH
A branch of the Collier County Sheriff's 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
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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.
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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.
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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
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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
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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.
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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
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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
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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.
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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
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3. Building Equipment & Improvements..... $2,092,000
4. Construction of New Facilities ...............$4,500,000
Total Capital............................................................. $111142,000
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 Upcoming Year
April -July District prepares and revises five-year plan
July Program integrated into annual budget preparations
August Program presented to Commissioners
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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 Proaram
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.
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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)
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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.
8. 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
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(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.
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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
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consistently in the 8-10 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.
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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
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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.
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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
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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
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FINANCIALHIGH LIGHTS EXHIBIT A-1
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North SDA
Big Corkscrew SOA
Year 1
Year 1
Revenue11015-2016
Budgeted/Projected Ad Valorem (Millage Rate -.95 NN, 3.45 BC)
$ 23,598,510
$ 3,868,881
S
Budgeted/Protected Other Revenue (Years 2 thorugh 5 - Merger
Plan Projections Used)
1 549 538
224 838
Total Revenue
$ 25,148,048
$ 4,093,719
Emenditures
Projected Personnel Expenses (Including all identdied 5 year plan
additions)
$ 21,079.928
$ 3,284,298
Projected Operating Expenses (Including all identified 5 year plan
additions)
$ 3,905,326
$ 608,457
Projected Debt Service
$ 27,728
$ 4,320
Projected Capital (including all identified 5 year plan additions)
$ 1,309,008
$ 203,946
Total Projected Expenditures;
$ 26,321,990
S 4,101,021
ryes
Apparatus Replacement E iris
$ 556,914
$ 8,004
Equipment
S 122,852
Station MaintenanceA rovements
$ 230,290
Personal Protective Eq.
$ 86,520
Vehicles
$ 154,772
Personnel/Operating Costs
$
Total Additions Dekttfons to Reserves
$ 1,151,
S 004
SUMMARY -GEN. N
Cash Reserves - October 1
S 13 412.388
S 2.247 244
Projected Revenue
S 25148 048
S 4,093.719
Projected Expenditures
S 26.321.990
S (4,101.021
Total Cash Reserves
Y
Perc- Total Reserve
48%
55%
Per Merger Plan
Cash Reserves - October 1
$ 11 284 012
S 2,114,7691
Pro ctedRevenue
-Projected
S 23.563,665
S 3.709426
Expenditures
(24,422,544)
5 (4,153,887
Total Cash Reserves
43%
40%
AddUion Deletion to Reserves
$
i(444.46111
RMG & 88 NCFR Five Year Plan 1012015-9/2020 (FINAL) Page 76 of 106
FINANCIALHIGHLIGHTS EXHIBIT A-2
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 77 of 106
North Na0ft SM
wgCoftCMw3M
BENE FUND
Year 2
Year 2
Revenue
2016-
2016-2D17
Budgeted/Projected Ad Valorem (Millage 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 SudgetedlProjected Revenue
$ 25,653,435
$
4,251,541
ExDenditures
Projected Personnel Expenses (Including all identified
5 year plan additions)
$ 20,214,107
$
3,146,936
Projected Operating Expenses (Including all identified
5 year plan additions)
$ 4,016,332
$
625,752
Projected Debt Service
S 27,728
$
4,320
Projected Capital (including all identified 5 year plan
additions)
$ 1,168,020
$
181,980
Total Projected Expenditures
$ 25A26,187
$
3,958,988
dd' '(Deletions) o Reserves
Apparatus Replacement (Engine)
Equiprnent
Station Maintenance/Irnprovernents
Personal Protective Eq.
Vehicles
PersonneUOperating Costs
Total Additions Deletion to Reserves
S
SUMMARY -GEN. FUN
Cash Reserves - October 1
$ 12,238,446
$
2,239,942
Projected Revenue
$ 25,653,435
$
4,251,541
Projected Expenditures
$ 25 426 187
$(3,958,
Total Cash Reserves
Perc e - 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
$ 24,541 695
$
(4,159,942)
Total Cash Reserves
41%
35%
Addition Deletion to Reserves
S 304.9151$
195.978
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 77 of 106
FINANCIALHIGHLIGHTS EXHIBIT A-3
RMG 6 BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 78 of 106
North Napbs SDA
Big
Corkscrew SDA
GENERAL FUND
Year 3
Year 3
Revenue
2017-2018
17-2018
Budgeted/Projected Ad Valorem (Millage Rate -.95 NN,
3A5 BC)
$
25,769,572
$
4,470,878
4% Increase
7% Increase
Budgeted/Projected Other Revenue (Years 2 thorugh 5 -
Merger Plan Projections Used)
90)0.000
75,000
Total BudgetedlPr ' ted Revenue
$
26,669,572
$
4,545,878
ExDenditures
Projected Personnel 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
$
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 Resery
Apparatus Replacement (Engine)
$
59,891
Equiprnent
Station MaintenanceArnprovernents
Personal Protective Eq.
Vehicles
Personnel/Operating Costs
Total Additions Deletions to Reserves
$
59,891
i
421,584
SUMMARY -GEN. FUND
Cash Reserves - October 1
S
12,465,694
S
2,532,495
Projected Revenue
S
26,669,572
S
4,545,878
Projected Expenditures
S
26,729,463
S
4 124,294
Total Cash Reserves
Percentage - Total Reserve
46%
71%
Per Merger Plan
Cash Reserves October 1
$
10,120,219
S
1,474,330
Projected Revenue
S
24,930,088
S
4,238,172
Pro ected Expenditures
$
(24,619,223)
S
(4 ,1419,714)
Total Cash Reserves
11
42%
38%
Addition Deletion to Reserves
S
310,865
$
88,458
RMG 6 BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 78 of 106
FINANCIALHIGHLIGHTS EXHIBIT A-4
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 79 of 106
North Nmpks SDA
Corkscrew SDA
GENERALFUND
Year 4
Year 4
Revenue
Zqlq=2012
2018-2019
Budgeted/Projected Ad Valorem (Millage Rate -.95 NN, 3.45
13C)
$
26,542,659
$
4,783,839
3% Increase
7% Increase
Budgeted/Projected Other Revenue (Years 2 thorugh 5 -
Merger Plan Projections Used)
900.000
75 000
Total BudgetedtProjected Revenue
$
27,442,659
$
4,858,839
Expenditures
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 (Delletionsl to Resery
Apparatus Replacernent (Engine)
E ui ment
Station Maintenancefirnprovernents
Personal Protective Eq.
Vehicles
Personnel/Operating Costs
Total Additions Dektbns to Reserves
$
396,609
189
SUMMARY -GEN. FUND
Cash Reserves - October 1
S
12,405,803
$
2,954,079
Pro ected Revenue
S
27,442,659
$
4.858 839
Projected Expenditures
Total Cash Reserves
S
IS
27,046 050
$
4,096.650
16'
Percentage - Total Reserve
47%
91%
Per Merger Plan
Cash Reserves - October 1
S
10.431 084
$
1,562,788
Projected Revenue
$
25,644195
$
4,529,594
Prolected Expenditures
$
(25,728,4591
$
(4,483,084
Total Cash Reserves
40%
36%
Addition Deletion to Reserves
S
(84,264)-$
46,510
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 79 of 106
FINANCIALHIGHLIGHTS EXHIBIT A-5
RMG & BB NCFR Five Year Plan 10/2015-9/2020 (FINAL) Page 80 of 106
Nath
SOA
Blia
Corkscrew SDA
GERAL FUND
Year 5
Year 5
Revenue
019-2020
Budgeted/Projected Ad Valorem (Millage Rate -.95
NN, 3.45 SC)
$
27,338,939
S
5,118,708
3% Increase
7% Increase
Budgeted/Projected Other Revenue (Years 2
thorugh 5 - Merger Plan Projections Used)
900,000
75,000
Total BudgetedlProjected Revenue
$
28,238,939
$
5,193,708
Exoenditures
Projected Personnel 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 (indudmg all identified 5 year plan
additions)
$
1,168,020
S
181,980
Total Projected Expenditures
$
27,319,155
$
4,123,046
Additions letions to Reserves
Apparatus Re acernent (Engine)
Equipment
Station Maintenance/lmprovements
Personal Protective Eq.
Vehicles
PersonnellOperating Costs
Total Additions Deletions to Reserves
$
919,784
S
1 .
SUMMARY -GEN. FUND
Cash Reserves - October 1
S
12.802.412
$
3,716268
Projected Revenue
S
28.238.939
S
5,193,708
Projected Expenditures
S27
319 155
S
4 123 046
Total Cash Reserves
1 196
S
Percentage - Total Reserve
50%
116%
Per Merger Plan
Cash Reserves - October 1
Projected Revenue
Me
erPlan rojecdonssto
at2018-2019
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 COLLIER FIRE CONTROL & RESCUE DISTRICT
SUMMARY OF 5 YEAR PLAN - GENERAL FUND
Year 1 Year 2 Year 3
Year 4
Year 5
2015-2016 2016-2017 2017-2018
18-2019
2019-2020
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 ADDITIONS -PERSON
20 0 3
4
0
'15 Firefighters reflects 12 funded by Safer Grant and 3 for the NN SDA; —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 Equipme
Per Budget Per Budget Per Budget
Per Budget
Per Budget
Personal Protective EquipM
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 emvision
made in the course of the annual b
et routine
alae a7-15
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
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
TOTAL
IMPACT FEE FUND
Buildin s/ Land Use
Station 411 (Orange Blossom &
Airport) - Lease to Own
S 500.000
S 500.000
S 500.000
$ -
S 1.500 000
Station 410 (Immokalee Rd Corridor)
Finance Station Construction
S 1.000.000
S 1 000 000
S 700000
S 300.000
S 3 000 000
Total
$
$ 1,500,000
$1,500,000
$1.200.000
$300,000
$ 4,500,000
COLLECTION FEES -EXPENSE
45,000
45.000
45,000
45,000
180,000
Vehicle/A aratus Re lacement
Engine -Station 411
S 500.000
-C; J--
CCEn
ine - Station 410
Engine
-
S 500.000
S nD,- Q
Total-VehiclelA .-IMPACT
$
$
$ 500,000
$ 500,000
$
$ 1,000,000
E ui ment
Personal Protective Equip
-
Total -E ui ment4MPACT
$
$
$ -
$ -
$
$
TOTAL PURCHASES -IMPACT
$
$ 1,545,000
$ 2,045,000
$1,745,000
$ 345,000
$ 5,680,000
BJE`t-=-15&-1-15
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 5
2015-2016
2016-2017
2017-2018
2018-2019 2019-2020
IMPACT FEE FUND
Prior year Deferred Revenue
$
716,439
$ 1,014,244
S 969,244
$ 424,244 $
179,244
Revenue
Projected Impact Fees
$2,200,000
$1,600,000
$1,600,000
11,600,000
1 500 000
Impact Fees Available
$
2,200,000
$ 1,500,000
$ 1,500,000
$ 1,500,000 $
1,500,000
Im act Ex enses
Projected Expenditures Per
Budget
$
1,902,195
Projected Expenditures Per 5
Year Plan
S
-
S 1,645,000
$ 2,045,000
$ 1,745,000 $
345,000
Total Impact Fee Expenses
$
1,902,195
$ 1,545,000
$ 2,045,000
$ 1,746,000 $
345,000
Impact Fees Available at
Fiscal Year End
$
1,014,244
$ 969,244
i 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
BJB/bb
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
2015,2016
2019-2020
T.&_
IMPACT FEE FUND
_j2LtVjL_njL-NjL_njk=L
__M
Suildin s/ Land Use
Station 411 (Orange Blossom &
Airport) - Lease to Own
S 500.000
S 500.000
S 500,000
S -
$ 1.500.000
Station 410 (Immokalee Rd Corridor)
Finance Station Construction
$ 1.000 000
$ 1.000.000
S 700.000
S 300.000 1
$ 3,000.000
Total
$
- $ 1,600,000
$1,600,000
$1,200,000
$300,000
$ 4,500,000
COLLECTION FEES -EXPENSE
46,000
46,000
45,000
46,000
180,000
Vehicle/Aooaratus Re lacement
Engine - Station 411
S
S 500.000
S 500.000
Engine - Station 410
S
S 500.000
$ 500 000
Total-Vehicle/App.-IMPACT
$
$
$ 5w,000
$ 5w,000
$
$ 1,000,000
ui ment
Personal Protective Equip
$ -
Total ui ment-IMPACT
S
$
$ -
$ -
$
$
TOTAL PURCHASES -IMPACT
$
- $ 1,645,000
S2 046 000
$1,746,000
$ 345 000
$ 6,680,000
BJ&bb 7-7-15&01-15
RMG & 88 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 & 88 NCFR Five Year Plan 1012015-9/2020 (FINAL) Page 85 of 106
ATTACHMENT A-1
Collier County Population Growth Data by Collier County Comprehensive
Planning Section May 26, 2015
380, 000 ]
370100C
360900C
350900C
340,000
330100C
320100C
310,000
300,000
37
,
36.,
77
-35
34 , 141
36
00
2,
78
----3431200
,8
2014 2015 2016 2017 2018 2019 2020 2021
RMG & 88 NCFR Five Year Plan 1012015-9/2020 (FINAL) Page 86 of 106
ATTACHMENT A-2
Aa ana W P+opr In"I
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 PopaAWA » {2M0") _
_
_ F�
Unincorporated Area
365,869
Countywide
---- - -
410,297
_ r-
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"') -- ~
.$58,106
Number of Golf Courses (Public & Private)
i-�� 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
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ATTACHMENT C
NORTH COLLIER FIRE CONTROL i& RESCUE DISTRICT
FIRE STATIONS
Station Addrossss
1STATION 47 0 125 25 s Md.
1
$TATIC N 48
� a
STATION 42
, "r7m,"'ml
•
A.j"40
r�rlgw-M
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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
ENGINES: 1
BRUSH: 1
WATER TENDER: 1
ATTACK/SQ UAD: 1
TOTALAPPARATUS: 1
STAFFING
SHIFT
CAPTAIN: 0
LIEUTENANT: 1
ENGINEERS: 1
FIRE FIGHTERS: 2
TOTAL STAFF: 11
SERVICE AREA
AREA SIZE:
AREA TYPE:
AREA POPULATION:
CALLS PER YEAR:
AVERAGE RESPONSE TIME:
TOTAL POPULATION OF DISTRICT
These 2 buildings are on 1 platted parcel
ATV/UTV: 1
FPB: 1
PEO/OUTREACH: 1
TRAILER: 2
FIRE PREVENTION
INSPECTOR:
97 Sq Miles
RURAL
7,500
1,171
7.50 MINUTES
ADMIN CLERICAL
1 OUTREACH: 1 ADMIN: 1
120,000
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
1
BRUSH:
CAPACITY:
Fire Station
DEMAND: Emergency Response Fire & Rescue
LAND SIZE:
4.07 ACRES
CONSTRUCTION TYPE: CBS
BUILDING SIZE:
LIVING QTRS:
2,196
SHIFT
GARAGE:
3,420
0
WORK AREA
1
ENGINEERS:
OFFICE
100
2
STORAGE
4
SERVICE AREA
TOTAL SQ FT:
5,716
APPARATUS AND EQUIPMENT
LADDERS:
0
ENGINES:
1
BRUSH:
1
WATER TENDER:
1
ATTACKISQUAD:
1
TOTAL APPARATUS:
5
STAFFING
SHIFT
CAPTAIN:
0
LIEUTENANT:
1
ENGINEERS:
1
FIRE FIGHTERS:
2
TOTAL STAFF:
4
SERVICE AREA
AREA SIZE:
AREA TYPE:
AREA POPULATION:
CALLS PER YEAR:
AVERAGE RESPONSE
TIME:
TOTAL POPULATION OF DISTRICT
PUMPER: 1
FIRE PREVENTION ADMINISTRATION CLERICAL
97 Sq Miles
RURALIREMOTE
5,000
360
7.50 MINUTES
120,000
RMG NCFR Five Year Plan 10/2015-9/2020 Page 91 of 106
FACILITY NAME
STATION 40
Date Updated: 711/2015
ADDRESS
1441 Pine Ridge Road, Naples, FL 34109
DESCRIPTION
CAPACITY:
Fire Station DEMAND:
Emergency Response Fire 8 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
TOTALSTAFF
16
SERVICE AREA
AREA SIZE:
10 Sq Miles
AREA TYPE
Urban
AREA POPULATION
14.500
CALLS PER YEAR
2.200
AVERAGE RESPONSE TIME 6.00 Minutes
TOTAL POPULATION OF DISTRICT 120,000
RMG NCFR Five Year Plan 1012015-9/2020 Page 92 of 106
FACILITY NAME
STATION 42
Date Updated 7/12015
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
TOTALAPPARATUS:
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: 7/1/2015
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
AREA POPULATION:
20,000
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
TOTALAPPARATUS:
8
STAFFING
SHIFT
FIRE PREVENTION
ADMINISTRATION CLERICAL
CAPTAIN. 1
LIEUTENANT: 5
ENGINEERS- 6
FIRE FIGHTERS: 12
TOTALSTAFF: 24
SERVICE AREA
AREA SIZE:
7 Sq Miles
AREA TYPE
Urban
AREA POPULATION:
20,000
CALLS PER YEAR
2,500
AVERAGE RESPONSE TIME
6 00 Minutes
TOTAL POPULATION OF DISTRICT 120,000
RMG NCFR Five Year Plan 1012015-9/2020 Page 95 of 106
FACILITY NAME
ADDRESS
DESCRIPTION
CAPACITY
LAND SIZE:
BUILDING SIZE
STATION 45 Date Updated 7/1/2015
1885 VETERANS PARK DR.. NAPLES. FL 34109
Fire Station DEMAND:
6 9 ACRES CONSTRUCTION TYPE:
LIVING OUARTERS:
GARAGE
RESIDENTIAL:
ASSEMBLY:
SQUARE FT
TRAIN TOWER:
GENERAL BUILDING:
TOTAL SQ FT
APPARATUS AND EQUIPMENT
ENGINES. 1 SRU:
UTILITY 1 TRAINING VEHICLE
TRAILER 9 FPB
PUMPER: 1 COMMAND:
PIO
Emergency Response Fire 8 Rescue
CBS
7.619
6.923
5.533
2.707
22.782
2.332
308
25.422
4
6
0
5
1
TOTALAPPARATUS
28
AREA SIZE.
8 Sq Miles
STAFFING
Urban
AREA POPULATION
22.000
SHIFT
FIRE PREVENTION
ADMINISTRATION
CLERICAL
BATTALION CHIEF
3
CHIEF
1 FINANCE
CAPTAIN:
1
ASST. CHIEF
2 ADMIN
LIEUTENANTS:
2
DEPUTY CHIEF
2
ENGINEERS
6
BATT COMM
1
FIREFIGHTERS:
6
CAPTAIN
2
PUBLIC INFOR_
1
PEO/INSPECTOR
1
COMM OUTREACH
1
IT
1
MEDICAL DIRECTOR
1
TOTALSTAFF 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
2
3
RMG NCFR Five Year Plan 1012015-9/2020 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 CTRS
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 1012015-9/2020 Page 97 of 106
FACILITY NAME
ADDRESS
DESCRIPTION
CAPACITY:
LAND SIZE.
STATION 47 DATE UPDATED: 7/1/2015
2795 N AIRPORT PULLING RD, NAPLES FL 34105
Fire Station DEMAND -
1 5 ACRES CONSTRUCTION TYPE
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
CAPTAIN. 1
LIEUTENANT 2
ENGINEERS. 3
FIRE FIGHTERS3
TOTAL STAFF 9
SERVICE AREA
AREA SIZE
AREA TYPE.
AREA POPULATION:
CALLS PER YEAR:
AVERAGE RESPONSETIMF
TOTAL POPULATION OF DISTRICT
Emergency Response Fire & Rescue
CBS
FIRE PREVENTION ADMINISTRATION CLERICAL
5 Sq Miles
Urban
6.000
1,500
6 00 MINUTES
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
1
BRUSH:
CAPACITY:
Fire Station
DEMAND: Emergency Response Fire & Rescue
LAND SIZE:
3.28 ACRES
CONSTRUCTION TYPE:
1
TOTAL APPARATUS:
TYPE: CBS
BUILDING SIZE:
LIVING QTRS:
TBD
GARAGE:
TBD
SHIFT
WORK AREA
TBD
ADMINISTRATION CLERICAL
OFFICE
TBD
STORAGE
TBD
2
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 1012015-9/2020 Page 99 of 106
FACILITY NAME
SUPPORT SERVICES FACILITY #1 DATE UPDATED 711!2015
ADDRESS
6495 TAYLOR RD, NAPLES, FL 34109
DESCRIPTION
FIRE PREVENTION
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
DEP CHIEF
BUILDING B: 6,156
LIEUTENANT:
BUILDING C: 9,042
BATT COMM
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 1012015-9/2020 Page 100 of 106
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 TYP CBS AND STEEL
BUILDING SIZE:
BUILDING A: 4,800
TOTAL SQ FT: 4,800
APPARATUS AND EQUIPMENT
SUPPORT:
UTILITY:
TOTALAPPARATUS
STAFFING
SHIFT
AS NEEDED
TOTAL STAFF: N/A
SERVICE AREA
AREA SIZE:
AREA TYPE:
AREA POPULATION:
CALLS PER YEAR:
AVERAGE RESPONSE TIME:
COMMAND:
LIFE SAFETY/FPB:
FIRE PREVENTION ADMINISTRATION CLERICAL
TOTAL POPULATION OF DISTRICT
AS NEEDED
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
AS NEEDED FOR RESPONSE
SERVICE AREA
AREA SIZE:
AREA TYPE:
AREA POPULATION:
CALLS PER YEAR:
AVERAGE RESPONSE TIME:
TOTAL POPULATION OF DISTRICT
FIRE PREVENTION ADMINISTRATION CLERICAL
INLAND WATERWAYS AND GULF OF MEXICO
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
197
17,500
1 171
7.5 minutes
12
97
5 000
360
17.5 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 Ride 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
15.2 Acres
Ivacant
Ifuturegrowth/trade
RMG NCFR Five Year Plan 10/2015-9/2020 Page 103 of 106
NORTH COLLIER FIRE CONTROL AND RESCUE DISTRICT
2017-2018 Board of Fire Commissioner Meeting Dates
October 12, 2017
November 9, 2017
December 14, 2017
January 11, 2018
February 8, 2018
March 8, 2018
April 12, 2018
May 10, 2018
June 14, 2018
July 12, 2018
August 9, 2018
September 13, 2018
NORTH COLLIER FIRE CONTROL AND RESCUE DISTRICT
P -1 DISTRICT [RIEPORTEN'
E CC
Section i S9 -'1' 0', Florida Statutes, requires that Cachspec ial district in the state
d,s(,?r,,at-- a Ceglst--red o and a Cerlstered agent and I1[e this 1nfon—nation v;[th
the Dopa,,-cm,�-nt of Comraunit,; Affairs and The local goti"Zini11E autl-oct�`, Collier
County Board of County Commission--cs. Anv chanJe4 !n CcQ7lsteCed ac-enL and
registered office muse be reported to the above named agencies.
[n the space b?[ow, please pro-,, t
Ce�is�cred agcnt: N , th 11-olh ire Cogtpnj
'885 Vetera-js Payk Dr,
D1ST IC T � A—'\,1E.:: tier
R_ GIS;TEnED - GIE\ 1 .
P,ECIS TE P�ED OFFICE: l ooh �� eterans Park Dri�-e
N�aplcs FL J-2-4,109
[n addi tion, C!llasc provide the tt[ephone nu-TTLbec o _Dlstered aaenL.
?39l 597-3-227
Indicate your discr?ct's sPatus (dependent or independ�rltj by marking and Xin the -
app -1 opriate space.. dee section [89.403., Florida Statutos, for de initions')
DCPLEND NT IN-DEPELNDE NT
if the actual location of your special district otltce is different from that of your
registered a enL, PCO -Vide the district's business address 1n the space below:
Please retum, this io1Tn, to the address belovi:
Derek Johnssen, General_Accounting %ManaaeC
Clerk o� the Circuit Court Finance Department
Court Plaza III
2071 _ U—poc-L Load South
Nap[. -s, FL 341 t