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Page 3 <br /> <br />some time. The City's last review was in 1991 when we were <br />assigned a "5" rating which was one point better than the 1976 <br />rating of ~6'. <br /> <br />Looking ahead to the next ISO assessment which will occur in 2006, <br />the Fire Department, as a part of its FY 1999-2000 work plan, set as <br />a strategic goal to identify and correct operational issues that would <br />prevent the City from obtaining a more favorable rating. To assist, <br />Mr. Glen Stanley, a Fire Protection Consultant, was brought in to <br /> <br />give the .Department an. indep.e, ndent assessment and <br />recommendations for corrective actions (See EnClosure D}. <br />Although the Department has internally made a number of <br /> <br />improvements that are expected to favorably impact our next <br />rating, Mr. Stanley concludes that our inability to respond a ladder <br />truck to ~l! fires involving buildings will preclude achieving what he <br />tei-ii~s as a "projected achievable Class 3 rating". <br /> <br />To amplify Mr. Stanley's comments, please refer to ~Enclosure E', a <br />report from Assistant Chief Clarence Monday dated September 17, <br />2003. In his report Assistant Chief Monday outlines the National <br />Fire Protection Associations (NFPAI standards for response times; <br />required fire scene equipment; and minimum staff levels necessary <br />to achieve an acceptable fire response. He goes on to detail an in- <br />house study that was done to confirm the operational difficulty of <br />responding Ladder 1 to all building fires which, as noted above, is an <br />ISO and a NFPA requirement. Finally, included in his report is <br />information obtained from a local commercial insurance broker <br />which demonstrates how commercial fire insurance rates can be <br />positively impacted if the City were to achieve a Class 3 rating. <br /> <br />CONCLUSION: In May of this year we approached the Council for <br />permission to seek bids to replace Engine 110 which is a reserve unit in <br />poor operating condition. Our request was consistent with the five-year <br />replacement program detailed above. In addition, we felt it appropriate to <br />seek an alternative which would also address the problems inherent to the <br />City's lean staffing configuration and give us an edge with the <br /> <br /> <br />