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HomeMy WebLinkAboutMN-BFC-2003-06OFFICE OF BOARD OF FIRE COMMISSIONERS CITY OF ITHACA 310 WEST GREEN STREET ITHACA, NEW YORK 14850 NOTICE THE NEXT REGULAR MEETING OF THE ITHACA TEL (607) 272 -1234 FAX (607) 272 -2793 BOARD OF FIRE COMMISSIONERS WILL BE HELD ON TUESDAY, TUNE 10.E 2003 BEGINNING AT 6:00 P.M. AT THE ITHACA CENTRAL FIRE STATION, 310 WEST GREEN ST., ITHACA, NY. IM "An Equal Opportunity Employer with an Affirmative Action Program" %-I* Recycled Paper ITHACA BOARD OF FIRE COMMISSIONERS JUNE 10, 2003 AGENDA I. CALL TO ORDER - WELCOME: Carol Seligmann - City of Ithaca Mayoral Appointment: term to expire 6/30/04 - ANNOUNCEMENT: Co. 5 once again sponsoring "Community Fire Works" picnic at Station 5 on July 2, 2003 at Station 5. II. APPROVAL OF MINUTES III. ADDITIONS /DELETIONS TO THE AGENDA IV. PERSONS WISHING TO SPEAK TO BOARD OF FIRE COMMISSIONERS V. CORRESPONDENCE VI. MEMBERSHIP CHANGES - Remove Bunkers Brian Finucane and Andreya Daubman - graduated and moved out of area VII. MISCELLANEOUS REPORTS: A. TOWN OF ITHACA B. AUDIT C. TOMPKINS COUNTY FIRE ADVISORY BOARD VIII. DEPARTMENT REPORTS: A. CHIEF: 1. Financial Reports 2. Fire Prevention Bureau 3. Monthly Inspection Report B. DEPUTY CHIEF /TRAINING IX. OLD BUSINESS X. NEW BUSINESS - Resolution: Standby Power for National Weather Transmitter tower site - Blanding Electric Company, $15,700. XI. ADJOURN ITHACA BOARD OF FIRE COMMISSIONERS JUNE 10, 2003 MINUTES PRESENT: Commissioners Robert Romanowski, Paul Alexander and Greg Kirkpatrick ABSENT: Commissioner Jana Taylor. Chair Romanowski called the meeting to order at 1800 hrs. He welcomed Carol Seligmann to the Board of Fire Commissioners. She was appointed by Mayor Cohen as a representative of the City of Ithaca for a term to expire June 30, 2004. Chair Romanowski announced that Co. 5 is once again sponsoring the Community Fireworks picnic at Station 5 to be held on July 2, 2003. II. Chair Romanowski made a motion to approve the minutes of the May 6, 2003 meeting as written. Seconded by Comm. Alexander. Carried unanimously. III. Additions /Deletions to the Agenda: None IV. Persons Wishing to Speak to Board of Fire Commissioners: None V. Correspondence: - Chair Romanowski announced that the Town of Ithaca Board has reappointed him as a representative to the Ithaca Board of Fire Commissioners for a 3 year term to expire June 30, 2006. Comm. Kirkpatrick also was reappointed - his term expires June 30, 2005. - Chair Romanowski reported he has drafted a letter and collected a list of organizations to send out solicitation letters for monies to provide horses to pull the Steamer in parades. He will ask the Board (through the Donation Fund) to reimburse him for printing costs. Comm. Kirkpatrick made a motion that the Ithaca Board of Fire Commissioners move ahead with the solicitation, and ask the City ITHACA BOARD OF FIRE COMMISSIONERS MINUTES - JUNE 10, 2003 PAGE 2 Chamberlain to set up a Trust & Agency Account that will be solely for collection and disbursement of funds to provide horses to pull the steamer. Seconded by Comm. Alexander. Carried unanimously. VI. Membership Changes: - Chair Romanowski made a motion to approve the removal of Bunkers Brian Finucane (graduated), and Andreya Daubman (moved out of area). Seconded by Comm. Kirkpatrick. Carried unanimously. It was noted that Brian Finucane received a Rhode's Scholarship and will continue his studies at Oxford University. VII. Miscellaneous Reports: A. Chair Romanowski provided a written copy of his report to the Town of Ithaca (see Minute Book). B. Audit - The audit was reviewed and approved. C. Tompkins County Fire Advisory Board - no report VIII. Department Reports: A. Chief's Report (see complete written report in Minute Book) - Chief Wilbur answered questions and highlighted items as follows: - Chief Wilbur reviewed his attempts to seek approval to replace Assistant Chief Ray Wheaton since his retirement in early May without success. He was granted verbal permission to hire him back under a contractual arrangement by transferring salary monies to the contractual line of the budget; however the Chief will appeal the decision to the Human Resources Committe of Common Council on June 23rd. The Town of Ithaca Supervisor, Catherine Valentino has voiced concern about the vacancy and the terms of the Town contract that specifies number of staff; and the Ithaca Paid Firefighter's union is aggressively supporting filling the vacancy, but opposes a contractual agreement. - An analysis of Fire Department operations, and another study to analyze IFD's level of compliance with NFPA 1710, were conducted this past semester with a group of Cornell University students along with ITHACA BOARD OF FIRE COMMISSIONERS MINUTES - JUNE 10, 2003 PAGE 3 City GIS Adm. Ruth Aslanis , Lt. David Burbank and other IFD officers. The Chief will provide a brief PowerPoint presentation at the end of the meeting to illustrate the nature of the work that was done. The studies were very comprehensive - something we would never have time to complete ourselves, and timely given our budget constraints and operational needs - another tool for justification purposes. - 2004 City budget guidelines will be prepared by the B &A committee upon completion of departmental overview presentations. IFD's overview is due on June 19, 2003 and will be discussed on June 30, 2003 at 1900 hrs. in Common Council Chambers. - 3 special duty firefighters and the Chief are carrying on the work in the Fire Prevention Bureau since Ray Wheaton's retirement a month ago - the work is already backing up. - Codes Transition - still no answers yet on retroactivity to existing buildings - the State is working on it. Also, 807B of the Education Law regarding inspections of colleges and universities - will now be conducted by NYS OFPC. IFD has been doing these inspections at Ithaca College for the past several years; statutory facilities at Cornell were not done by us and the State has long done these inspections; IFD does retain responsibility for state & local codes on the endowed campus. - Wellness & Fitness Program - Ithaca College has renewed their funding for this program through May 2004 - this is a significant investment in our program. Suzanne Connelly of Ithaca College is assigned to work with the IFD program and people and her presence has raised the level of participation and success. - Safety Committee - working on a variety of topics. - Senator Kuhl has postponed his meeting with us once again due to State budget deliberations. We want to discuss funding possibilities for the Nautical Marine Emergency Response Center. ITHACA BOARD OF FIRE COMMISSIONERS MINUTES - JUNE 10, 2003 PAGE 4 - There are not enough applicants to have a bunker training class this August. Board members discussed methods to provide training to enable volunteers to be more active. It's difficult to schedule and expensive to provide. The County provides some training but it's generic and volunteers would still need IFD specific training. - Discussed the Fire Investigation Unit report as well as the Dearborn PI. fire that literally chased the family out of the house - which is a total loss. B. Deputy Chief's Report (see complete written report in Minute Book). Deputy Chief Dorman answered questions and highlighted items as follows: - Lt. Deis remains on Military Leave; - Fire Prevention Bureau - Assistant Chief position not filled; - Station 9 generator project is underway and there will be job meeting tomorrow. - The Capital Project request list was submitted on time. IX. Old Business: None X. New Business: - After discussion, Chair Romanowski moved to approve the attached resolution to award a bid for a 20 KW generator to provide back up power to the National Weather Service Transmitter (funding from a USDA Rural Utilities Grant) to Blanding Electric for the sum of $15,700. Seconded by Comm. Kirkpatrick. Carried unanimously. (See complete resolution in the Minute Book). - Chair Romanowski reminded the Board that election of officers will be held at the July 8, 2003 meeting. - Chief Wilbur provided the PowerPoint presentation of the studies conducted by the Cornell students that he referred to in his report. ITHACA BOARD OF FIRE COMMISSIONERS MINUTES - JUNE 10, 2003 PAGE 5 XI. Hearing no other business, the meeting adjourned at 1910 hrs. Respectfully submitted, Christine M. Wilbur, Clerk Ithaca board of Fire commissioners (Minutes will be reviewed for approval at the July 8, 2003 meeting) CITY OF ITHACA 310 West Green Street Ithaca, New York 14850 -5497 OFFICE OF THE FIRE CHIEF Telephone: 607/272 -1234 Fax: 607/272 -2793 Monthly Report of the Fire Chief to the Board of Fire Commissioners, for the month of June 2003. LIFE SAFETY DIVISION Administration 1) Career Personnel Report See report from Deputy Chief Dorman. 2) Operating Budget Account Status No report this month. 3) Contract negotiations. Collective bargaining between the City and the Ithaca Paid Fire Fighter's Association continues. 4) County Communications and 911 Program Although the County has committed funding for a portion of the communications project, we don't have the details needed to report on it here. We will attempt to bring this up to date for the July meeting. 5) Proposed Revenues from EMS and Rescue Services No further action to report. 6) Retirement — Vacancy Review Committee After submitting supplemental information as requested, the Vacancy Review Committee met on 06 JUN 03. Although as of this writing I have not received formal notice, informally, the request to fill the vacancy was denied. The Committee will support the concept of using contracted services to perform some of the functions previously done by Fire Marshal Ray Wheaton. 7) Analysis of Fire Department Operations — Student Projects This past semester, and through the initiative of City GIS Administrator Ruth Aslanis, Lieutenant David Burbank, and other IFD officers, the Ithaca Fire Department has taken advantage of two different opportunities for significant analysis of fire department operations. One study analyzed our level of compliance with NFPA 1710; it also predicted the impact of placing a second engine in service on "The Flats ", as well as relocating the West Hill Fire Station. The other sought to correlate demographic characteristics with our response experience, and it also looked at the impact of the West Hill Fire Station on response times. A brief PowerPoint presentation will be made to illustrate the nature of the work done. A more in -depth presentation is planned for later this month. The Board will be invited to that presentation as well. 8) Department Overview Presentations for City Budget Attached you will find four pages dealing with the "Department Overview" presentations that we have been directed to prepare as the antecedent to the 2004 budget process. The calendar that is included has been modified so that the Fire Department submittal is not due now until 19 JUN 03. Similarly, the discussion of the materials submitted will occur on 30 JUN 03, at 1900 hours at Common Council Chambers. "An Equal Opportunity Employer with a commitment to workforce diversification." to Fire Chief's Report for June, 2003 Fire Prevention Bureau 06 Jun 03 Page 2 1) See attached monthly reports for code enforcement activities submitted by Bureau personnel. We hope to provide reports from the Juvenile Fire Setter Intervention Unit (JFSIU), Public Education Program, and the Fire Investigation Unit, at the Board meeting. 2) Codes Transition The issue of applicability of the new code remains unresolved. The Ithaca Building Department and the Fire Department continue to work with the City Attorney and the Department of State in an attempt to resolve the issue of applicability to existing buildings. In a discussion with Paul Martin of the New York State Office of Fire Prevention and Control (OFPC), I clarified my information regarding the new State program to perform the annual inspections of colleges and universities. Under a "concurrent jurisdiction" kind of relationship, OFPC will now be doing the annual fire inspections of colleges and universities. The Ithaca Fire Department has been doing these inspections at Ithaca College for the past several years. Statutory facilities at Cornell were not, and are not now under our jurisdiction (unless they are on fire of course), and the State has long done those inspections. Until the enhancement of our Fire Prevention Bureau, endowed either the Ithaca Fire Department of the State has not routinely inspected campus buildings at Cornell. In recent years, the Fire Prevention Bureau had begun to make some inroads there. In the meantime, Cornell EH &S has inspected them. Local municipalities, including the Ithaca Fire Department, retain responsibility for local administration and enforcement of state and local codes on the endowed campus. Safety Section 1) Wellness and Fitness Program. No change from last month: The memorandum of understanding that we are working on with Ithaca College is still in process and will be presented for consideration as soon as possible. In addition, we are hopeful this program will see continued funding from Ithaca College. The presence of Suzanne Connelly here, as a component of the Ithaca College investment in our programmatic relationship, has provided significant benefits to the program and our people. 2) Safety Committee The Safety Committee is working on a variety of topics. One issue of current interest relates to hearing protection. The Committee has been exploring this area and has come back with a recommendation that we begin to work proactively on this issue. At the same time, we have recently received two concerns from members of the public regarding the noise generated by emergency response by fire apparatus. The amount of noise required to penetrate modern day vehicles when necessary so that the right of way may be taken safely is often extreme. This presents a problem to people inside and outside of our vehicles. OPERATIONS DIVISION Response 1) Monthly Call Report Year -to -date (YTD) reports for 2003 are attached. 2) City Disaster Management Plan Work continues on Pre - Disaster Mitigation planning. There has still not been time to review the draft of the city's emergency management plan. Work continues on the 2003 emergency management exercise and our participation in the County Emergency Management Group. Fire Chief's Report for June, 2003 06 Jun 03 Page 3 3) County Hazardous Materials Team Same report as last month in that it is still not known when the balance of the WMD equipment cache, and the trailer to carry it, will arrive. Support 1) See report from Deputy Chief Dorman. 2) Training Center: a) Usage and Activity Report for the month of May 2003, will be provided at the meeting. 3) Space Needs Nothing new on this for this month. 4) Marine Facility Senator Kuhl has had to cancel each of the two meetings we had set up with him due to pressing budget deliberations in Albany. In the meantime, Lt. Parsons has been working with City Engineering and Planning to evaluate proposals received for design development work on the proposed center. 5) Generator Replacement Project — Station 9 See Deputy Chief Dorman's report Training 1) See monthly training report from Deputy Chief Dorman. VOLUNTEER SERVICES DIVISION Membership Unit 1) New (volunteer) Member Training No change. We had one person apply to serve as a bunker and we had to advise we would not be running a bunker basic training class this August. We will retain the application for inclusion for a future class. Service /Duty Unit 1) Volunteer Standby Hours for May 2003 Report will be provided at the meeting. 2) Bunker Program Almost all renewal contracts have been executed for the coming year. pectfu y submitted, � Wu Fire Chief Attachments Ithaca Fire Department Position Review Request Supplementary Information 05 JUN 03 Executive Summary The request to fill the original and succeeding vacancies created by the retirement of Assistant Fire Chief Raymond Wheaton is comprehensive. In the pages that follow, you will find a brief history of the Ithaca Fire Department that goes back to 1987 and recounts events occurring in the last 15 years or so. Our conclusion is that, in the struggle to maintain staffing, the administrative side of the house has eroded to the point where we are in a chronic overload situation, with no capacity to absorb and perform additional work. The narrative then moves to a summary of actions taken to manage the vacancy on an interim basis. From our perspective, this clearly makes the argument that the administration of the department is being overwhelmed. Much of the work related to what Ray Wheaton did for us is related to code enforcement, both for existing buildings and new construction. As we face what may be the busiest time ever for new construction in the City of Ithaca, shorting codes enforcement personnel does not make sense. Similarly, the relationship between the City and the Town is especially critical. Without the partnership, neither municipality could afford the level of service that is needed, expected, and provided by this department. This relationship is impacted by this vacancy. It wasn't until 1999 that we were finally able to comply with a 1984 state mandate that required annual inspections of all places of assembly. It took the staffing of the Fire Prevention Bureau, newly comprised of one assistant fire chief and three fire fighters, to be able to do this. The ability of key personnel in the department to function effectively in this environment is at risk. Working longer hours and cutting corners to survive will translate into an exodus of key personnel and increased risk to the community. Succession planning efforts reveal that many senior personnel within the Ithaca Fire Department are closing in on retirement. Ideally, decisions as to when to leave should be made based on personal choice and circumstances, not burnout and frustration. If all positions are filled as requested, the 2003 budget for the Fire Department, a savings of $30,420 is projected from that budgeted for this year. This includes salary and fringe calculation, based upon current data and a 2.5% CPI /COLA. Finally, in a continuing effort to see if there is any other ways to do things that will make the system work with resources diminished even further, alternatives have been considered. Some of these are stopgap; others take a longer -term view. Ultimately, we return to the conclusion that we have looked under every stone, and around every corner, and there are not other solutions that will allow us to deliver the same levels of service with fewer people. Ithaca Fire Department Supplementary Information Previously Position Review Request 05 JUN 03 As a result of significant changes to the agreement between the City and the Town of Ithaca, the Ithaca Fire Department began a staffing upgrade in 1987 that was designed to stabilize, and then expand the capabilities of this combination department so that it could meet the terms of the new agreement. There were two substantial changes made which were key to the implementation of the agreement. The first called for services to be delivered in the same manner in the Town as they were in the City. This had not been the case up to that point. Previously, a smaller response was sent into the Town than would be sent to a similar alarm in the City. The second provided for a different mechanism for determining the costs of those services for the Town. The costs would be distributed proportionately between the City and the Town, based on the ratio of taxable assessed value in each. This change resulted in the Town paying its fair share, but also represented a substantial increase in costs for the Town. As a function of this increased demand on the department, staffing was to increase. In the period from 1987 to 1990, two Deputy Fire Chiefs, a municipal training officer, and a volunteer coordinator were added to the roster. In addition, four additional career fire fighters were to be added to the roster (but were not). The addition of the Volunteer Coordinator was seen as a way to improve recruitment and retention of volunteers and student bunkers, thus stabilizing and eventually increasing the numbers of these fire fighters. In 1992 -93, when the State slashed revenue sharing to localities, the department lost one Deputy Fire Chief and the Municipal Training Officer, on the promise of reinstatement during better times. To compensate, an internal reorganization occurred to increase the number of lieutenants in the department. This was done without adding personnel to the roster. In addition, the method of managing officer time off was changed from a "float officer" system to a "acting officer" system, thus freeing up an assistant chief for other duties. All of this was intended to address span of control issues and to spread out the administrative load. As we know now, the better times never came and the increase in demand for service came without a corresponding increase in resources with which to deliver those services. In 1996, as the result of an intense effort to evaluate the department, one fire station was closed, an aerial and heavy rescue were taken out of service, and the Deputy Fire Chief was saddled with municipal training officer responsibilities as well as all of the other operational responsibilities he already had to manage. In 1999, three fire fighters were added to the roster to assist in meeting an old mandate and a new one. The old mandate had been imposed in 1984, and had not been complied with up to that point. That mandate was to inspect all places of assembly at least once per year. As a result of this addition to the roster, it can be said the Deputy Fire Chief for life safety that was lost in 1993, eventually was replaced by one assistant fire chief and three fire fighters. There was, and is, that much work. The new mandate was something called two in — two out. Imposed by OSHA, this requires at least two fire fighters enter a burning building as a team, and at least two other fire fighters be stationed outside to assist them if the two inside got into trouble. Ithaca Fire Department Supplementary Information Position Review Request 05 JUN 03 As the result of a complicated agreement, the three fire fighters were added to the roster to try to help us comply with two in — two out, especially during weekdays. The three fire fighters were to be scheduled to work weekdays to provide the inspection force necessary to comply with the state inspection mandate; and, the addition of three fire fighters was supposed to allow us to keep the West Hill Station open by redeployment of personnel from downtown to West Hill. Last but not least, the fire fighters would be uniquely funded — a third from the City, a third from the Town, and a third from code enforcement revenues. Making this work has been an extremely intense and constant effort. It has required regular attention at the labor- management table, as well as complicated administrative procedures to implement these significant changes. Even at that, not all has gone as envisioned at the time. In 2001, and in recognition of the fact that we had not made progress in stabilizing, much less increasing the bunker and volunteer ranks, the Volunteer Coordinator's position was changed to the Director of Development. This new position was intended to seek operating revenues from the world of development — grants, donations, and in -kind services. Despite efforts to shift resposibilities to the Ithaca Volunteer Fire Fighter's Unit, most of the volunteer recruitment and retention duties that had to be delivered were shifted to the Administrative Secretary. Given the other tasks already performed, this essentially completely loaded her with duties other than being a secretary to the Fire Chief. In the two short years the Director of Development position was funded, it returned over $400,000 in additional resources to the department. Despite intentions to do so, it was never able to fund its own salary — most of the grant sources available to fund fire service programs specifically excluded salary as an eligible expense. In 2003, that position, along with half a clerk, was lost due to funding cutbacks. There was no logic in losing a development position that was bringing in revenue. However, the reality of needing to keep the very small number of fire fighters we do have intact, suspended any other logic in this case. On the good faith of "we'll do better by you soon," the administrative component of the department has been reduced, diluted, and diminished to the point it is completely overwhelmed. Now, we face the loss of yet another administrative position. The Ithaca Fire Department, and the high level of service it provides, is being dismantled brick by brick. Current Situation Interim Adjustments Made Attached are documents detailing the interim adjustments that have been made in an attempt to manage the loss of an Assistant Fire Chief — fire marshal. Also included is a packet showing the processes that were used to analyze the impact of the vacancy at issue. 3 Ithaca Fire Department Supplementary Information Departmental Impacts Position Review Request 05 JUN 03 Administrative The administration of the fire department is severely impacted by this vacancy. Since no other supervisory personnel are located within the chain -of- command for the Fire Prevention Unit, all day -to -day supervisory duties have been placed with the Fire Chief. Similarly, all duties of a discretionary nature within the Fire Prevention Bureau have been moved to the Fire Chief s desk. These duties include, but are not limited to, plan review, code interpretation, and inter - agency liaisons. Operational Coverage The vacancy created by the retirement of Ray Wheaton reduces the department from five Assistant Fire Chiefs to four. Each of the four remaining assistant chiefs is the shift commander for one of the department's four duty shifts. These are operational positions, with the on -duty shift commander being responsible for the 24 hour a day, seven day a week, function of the department for all readiness and response activities. If a fire or other emergency occurs during regular business hours that requires a "full- response" or greater, the Chief, Deputy Chief, and all Fire Prevention Bureau personnel immediately move from administrative or staff functions, to operational or line functions to support the incident. With the loss of the Assistant Chief in the Fire Prevention Bureau, the decision to activate off -duty personnel must occur sooner rather than later. The Fire Chief and Deputy Fire Chief are always on call. In order for one to leave town, the other must be available. On those occasions when both the Fire Chief and Deputy Fire Chief cannot be available, one of the Assistant Fire Chiefs is placed on a "restricted call" basis, meaning that he must be available to respond to any call -in for a second alarm, or other emergencies which have committed all on -duty personnel. This requires additional compensation if he is actually called in. Being "on call" as a chief officer oftentimes has a different meaning than with other departments. In the event of a fire or other situation that is out -of- control, the need to quickly assemble and deploy adequate resources to manage the incident is critical. The incident command system (ICS) requires sufficient personnel of appropriate rank for assignment to the various tasks necessary to manage the incident. Immediate response by off -duty personnel is the only way we can cover significant incidents at this point. Emergency mode response by on -call chiefs is required to fill out the ICS and insure coverage of the rest of the city in the meantime. The pool of people available to perform this function is limited. Prior to the vacancy, there were a total of seven chiefs. With the vacancy, we are at six. Should the Fire Chief and Deputy chief be unavailable for immediate response, that leaves four. One of those four is on duty, leaving three. Another is due to come on duty on the opposite shift, that leaves two chiefs left to work with to get coverage, if they are available to respond. The probability that one or both of the two remaining already has plans or are otherwise engaged is high. The translation of all of this is that the burden of 24/7 0 Ithaca Fire Department Supplementary Information Position Review Request 05 JUN 03 coverage placed on the Fire Chief and Deputy Fire Chief is extremely demanding and unrelenting. Last, but not least, the number of ICS functions that need covering in a major incident far exceeds the one or two people we can muster to respond under these conditions. Inter - agency The Ithaca Fire Department works with seven different police agencies, numerous in -house fire and safety organizations, various departments from city, town, and county, and very many departments within in Cornell University and Ithaca College. Most of the code related activity generated by the entities represented here are discretionary in nature and are funneled through one person, the fire marshal. As noted above, essentially all duties related to the fire marshal have been placed on the Fire Chief s desk. Large -scale construction season ahead The construction season coming at us is huge. In addition to all the work in the city, both Cornell and Ithaca College has projects underway, some of them significant. The ability to react quickly and effectively to code enforcement needs and issues will be important to both the level of code compliance, and the completion time lines for these projects. The current vacancy demands the other tasks of the Fire Chief be set aside to attend to the life safety issues that code enforcement is all about. Town contract The newly executed contract between the City and Town of Ithaca includes a section on staffing. That section states: 13. Staffing Levels. The number of paid career personnel in the fire department used as a basis for determining shared costs under this agreement is 51 firefighters, 8 lieutenants, 5 Assistant chiefs, 1 Deputy chief, I chief, 1 fire alarm superintendent, 1 administrative secretary, 1 administrative Assistant - financial, and 1 half -time account clerk typist (20 hrs.), (total 69.5 positions). In the event that the City approves additional positions, such positions must be approved by the parties hereto and made an amendment to this Agreement in order to be considered as a shared cost. Should the City choose to add any positions which are not deemed by both parties to be beneficial to both parties, all costs relating thereto would be borne solely by the City. Should the Town request the addition of any paid positions or paid career personnel which are not agreed to by both parties to be beneficial to both parties, all costs relating thereto would be borne solely by the Town. Unless the Town agrees to a lesser level of staffing, the City agrees that each of the two fire stations to be located in the Town of Ithaca will be staffed in the same manner as individual stations in the City. It is the contention of the Fire Chief and the Town that the current contract is predicated on the staffing levels stipulated in section 13. The staffing levels described in the agreement are critical to our providing the levels of service described in this agreement, both in operations and code enforcement arenas. Any reduction in force will negatively impact our ability to provide the services we have contracted to do. 5 Ithaca Fire Department Position Review Request Supplementary Information 05 JUN 03 State mandates Inspection of assembly spaces annually Effective in 1984, New York State imposed a mandate requiring that all places of assembly be inspected at least once per year. The responsibility for fulfilling this mandate is invested in the Ithaca Fire Department. Prior to the addition of the three fire fighters to create the Fire Prevention Unit, Ithaca had not complied once in the 15 years previously. The horrific fire in West Warwick, Rhode Island, and the panic stampede that occurred in a Chicago nightclub are both graphic indicators of just how important these inspections are. Similar events in New York State and across the nation in the late 1970's and early 1980's were the impetus for this statewide requirement. The potential for a similar event in Ithaca is remains high. Only through diligent code enforcement and intervention are these risks reduced. Fire cause determination In New York State, the fire chief is required to determine the origin and cause of each fire and /or explosion occurring within his or her jurisdiction. Within the Ithaca Fire Department, the head of the Fire Prevention Bureau, aka the Fire Marshal, is assigned the responsibility to administer this mandate. In practical terms, the Fire Marshal is often a key figure in conducting the investigation and coordinating with law enforcement agencies. The loss of the Assistant Fire Chief - Fire Marshall means that the Fire Chief is now directly tasked with carrying out this mandate. Personal impacts Because of the long- standing and constant reduction in force that this department has experienced as the result of the loss of volunteers and bunkers over the years, we have had to do everything possible to maintain the number of fire fighters available at any given time. One of the results of this are reductions in the only other functional area available — administration. Since 1993, this has translated in the loss of a Deputy Fire Chief, a municipal training officer, a volunteer coordinator /director of development, and half of an account clerk typist. To compensate, we upgraded three fire fighter positions to lieutenants, and, four years later, gained an administrative Assistant — financial. In management circles, this is also known as flattening the pyramid. However, and unlike the majority of management settings, all but a very few here work a rotating schedule. The result is the burden of continuity falls on the minimal Monday through Friday staff, despite the fact that various responsibilities have been distributed to others in the organization. Overall, the Ithaca Fire Department has delivered a high level of service, providing a high level of return on the investment. To do this has come at the cost of an administration running with no margin whatsoever. Any unusual event puts us over the edge, and we end up running at well over 100% effort during that period. This has been a regular practice, and is tolerable for the short term, such as a fire or other emergency. 6 Ithaca Fire Department Position Review Request Supplementary Information 05 JUN 03 However, functioning this way on a long -term basis has caused damage to our operation, and to our people. It has the potential to create serious consequences if left to continue. Since 1996, my vision for the Ithaca Fire Department has been: My vision of where we are going in pursuit of fulfilling that mission is to provide a broad array of services with competence and professionalism. To define the scope and quality of those services as a result of a new customer driven orientation. To be the best value and competitive in every respect through highly trained, motivated, and empowered people. To establish continuous improvement as a way of life especially as it regards the safety of the men and women providing those services. We have worked hard to implement this vision, and I think it shows. However, maintaining morale is difficult, and takes tremendous effort, especially under our current circumstances. Continuing this level of effort is more important than ever, and is what is the right thing and fair to the people that work here. With the reduction in administrative capacity, it is not fair to the Fire Chief and others. Ultimately, times like these demand leadership. As the result of staffing cutbacks, there isn't time for leadership because we are all so consumed with being managers. This will come back to haunt us time and again. Basic Request Financial Impacts The financial impacts to the city to fill the Assistant chief s vacancy, and also the succeeding vacancies that would be created in the lieutenant's and fire fighter's ranks are as follows. 2003 Appropriated Proposed AFC - basic salary 68,446 w /fringes 95,161 76,611 Lieutenant - basic salary 60,104 w /fringes 83,563 80,531 Fire Fighter - basic salary w /fringes Salary appropriated Less New Positions Total Balance 7 51,243 71,243 62,404 $ 249,966 $ 219,546 $ 30,420 Less than appropriated for 2003 Ithaca Fire Department Supplementary Information Alternatives Position Review Request 05 JUN 03 Organizational changes In an attempt to consider other alternatives to filling the vacancy in the traditional manner, a number of alternatives have been considered. As has been the case over the last decade, this effort is an exercise in frustration as there is just so much that can be done to compensate for chronic lack of resources. Temporary Lieutenant One immediate move to buy time to address immediate concerns, and to fill some of the gap while the longer -term promotional process works, would be to create a temporary lieutenant's position within the Fire Prevention Bureau. Authorization to do this would permit us to appoint a fire fighter from within the ranks of those in the bureau. Currently, none of the three fire fighters are eligible for a permanent appointment. A temporary lieutenant could immediately assume some of the supervisory duties, thus re- establishing the chain of command, while freeing the Fire Chief from some of the day -to- day supervisory tasks that are now his to deal with. Deputy Fire Chief Re- establishing the Deputy Fire Chief s position lost in 1993 would help restore some balance to the administrative function of the department, while creating more flexibility in terms of those discretionary tasks which would normally be done by management level personnel. Two Captains Another suggestion that has been considered is using this opportunity to create two captains' positions within the department. Compensation for each would necessarily be slightly less than current Assistant chiefs, and slightly more than current lieutenants. Implementing this option means adding an additional position to the roster. However, this would allow filling the fire marshal's position as well as restoring the municipal training officer's position lost in 1992. Both functions are critical to the mission of this department and rank very high with regard to overall staffing goals. Contract Work A final consideration is setting aside funds to allow us to contract with the Ray Wheaton to perform certain duties on behalf of the fire department related to code enforcement. Although this option still imposes a significant burden on the Fire Chief in terms of the discretionary functions of the office, much of the research and process involved in reviewing the issues at hand could be performed in this manner. Last, but not least, I need to remind you that we are operating one lieutenant short as the result of the deployment of Thomas Deis with the National Guard. In addition, we have suffered a constant reduction in force of at least one or two fire fighters at a time as the result of the recent major illnesses of three fire fighters. Finally, it is not a secret that 0 Ithaca Fire Department Supplementary Information Position Review Request 05 JUN 03 Deputy Chief Tom Dorman has being dealing with a major illness in his family, which has kept him from work significantly since last September. The critical work that City departments provide for the community day in and day out can be measured, not only in quality of life, but also in losses prevented or mitigated. Deciding to maintain the resources required to deliver those services is as hard a choice as denying them. E r D CL CD m " Ch rn CD Wr 0 0 x 0 CD <0 (D 0 0 0 CD o - o < CD -n � cn CD cn � Qo 0 rn 0 (D 9 0 0 m��' n0cn a 0Zm o0 (D Cl) _ n (N CD Q o I o O 0 CD 0 c0n� tai ono a �-n .� CD a ' Co 3 0 0 CD 0 cn CD m_ o C: 0 z r m cn = c�i� cn �'. ao a CD 0 r ai � (D 0 n � — v-aa,C�C n- �C��n' 0 m 0� ��' UM] �C�n tn0 ��� cnp0� 0Q �' (Dr �� SD �, 0 W o (a C CD CD CD m oo �c 0 �' (Q r D CL CD m " Ch rn CD Wr 0 0 x 0 CD <0 (D 0 0 0 CD o - o < CD -n � cn CD cn � Qo 0 rn 0 (D 9 0 0 m��' n0cn a 0Zm o0 (D Cl) _ n (N CD Q o I o O 0 CD 0 c0n� tai ono a �-n .� CD a ' Co 3 0 0 CD 0 cn CD m_ o C: 0 z r m cn = c�i� cn �'. ao a CD O LTI C (D � 00 (D 0 2 c Cl) m w m a m �. m oo �c 0 �' (Q N c� m . < n CD 03 m _ U) j D m � -n 0 n= 0 0 0 CD p D N Cl) m3 r� n _ CO) m' cn vnp �W m CD O LTI C (D z O 00 (D GJ 2 c Cl) m O 0 `v CD o � 920 a� z -oil "O , N O -a (D " O (D cl `< O (D O O co r�r3 :3 z cn n c (n In N CD 0 M 0 3 cD C (0 fl.,�0 cn CD 0 ca cc 3 3 cD �< m c� o CD � cD o o w 3 cfl D �= o' CD- CL 0 5' o° 0 -, 0 o o w 0 0 c m �� C- m ) C7 o O im 3 � �- C c`n o C? C — 0- °< to CD �- iw m m C D A O CL m O CD U' < m D -n r (D N. -v o CD < 0 CD CD Co �-0 C 0 .. Q p 030 CD C n _ CD' c —j o CD a) w Al C c C C Q C cQ o CD P 3 3 � CD CD CD CD -0 CD cn CO O 0 0 CD Q. * (n CD - 'O 3 Q CD 30 CD 0 cn C- C z 0 W Ui m CD CD 3 CD "T1 C G tv n City of Ithaca Budget Calendar — FY 2004 5/13/03 — 6/6/03 Departments complete the Department Overview. 4 weeks 5/22/03 5 -year budget overview. 5/28/03 Budget and Administration Committee meeting 6/9/03 — 6/25/03 Through a series of meetings, Council and mayor review 3 weeks Department Overviews and information from controller on expectations for the coming year. Council and mayor determine rough goals for the 2004 fiscal year to help guide department budgeting, including how much to cut/add for next year's budget. Also, by the end of each meeting, Council will draft in writing any follow -up questions for the departments reviewed during that meeting. Department heads will have until 6 /24/03 to respond in writing to those questions. 6/25/03 Budget and Administration Committee meeting, and COW. Some department heads may be requested to attend. 6/30/03 — 8/1/03 Departments develop their budget submissions for the 5 weeks mayor's budget, using rough goals set by Council and the mayor. Included in the budget for 2004 are the department's goals. 7/23 or 7/30/03 Budget and Administration Committee meeting 8/4/03 — 8/15/03 Council and mayor review department budgets. Have at 2 weeks least one or two meetings where Council and mayor can do Q & A with each department. 8/18/03 — 8/29/03 Council and mayor use department budgets to set priorities 2 weeks for the coming year — information is passed on to the mayor and controller to use in crafting the Mayor's budget. 8/27/03 Budget and Administration Committee meeting 9/2/03 — 9/30/03 Mayor and controller develop Mayor's budget. Submit to 4 weeks Common Council by October 1. 9/24/03 Budget and Administration Committee meeting 10/1/03 — 10/26/03 Common Council reviews Mayor's budget and makes 3.5 weeks recommendations for changes by October 26. This calendar assumes that special meetings will have to be scheduled in order to meet the deadlines for Common Council to develop recommendations. If Council does not meet their deadlines, the process will continue on schedule anyway. Program/Function Inventory Attach to Department Overview See attached for instructions Current Programs ❑ Proposed Programs ❑ Program Name: Total Program Expenditures: Total Program Revenues: Revenue Sources: Program Description: Quantifiable Output: Staff Positions Involved with Program: Local /State/Federal Mandate? Yes ❑ No ❑ Program Name: Total Program Expenditures: Total Program Revenues: Revenue Sources: Program Description: Quantifiable Output: Staff Positions Involved with Program: Local /State/Federal Mandate? Yes ❑ No ❑ Department Overview Instructions The information included in this document will provide crucial background information needed to evaluate Department Budget Requests. The department overview should contain the following information: Department Mission: Provide a description of the department's mission. Department Goals: List and provide a concise explanation of the department's goals for the next fiscal year. Organizational Structure: Provide a department organizational chart. The larger departments, i.e., DPW, Fire, GIAC, Police and Youth Bureau, only need to provide information down to the lowest supervisory level. If it helps to clarify the chart, include a brief narrative description. If a department plans to reorganize, both the current and the proposed organizational chart should be submitted. Department Narrative: Discuss the major budget problems facing the department in meeting the goals described above. For this narrative, departments should feel free to go into reasonable depth. Greater detail will help decision - makers thoroughly understand the department's needs. However, remember to keep the discussion as concise as possible. Program/function Inventory: Provide a detailed list of current department programs and/or functions including key information. Also, if needed, provide a detailed list of proposed department programs and/or functions including key information. Use the attached form. Be certain to check at the top of the form whether it addresses current or proposed programs /functions. Please make as many copies as you need. A program/function should represent a major, distinct, division of a department's organization. Programs /functions may be differentiated by orientation to specific client groups, major operational functions, or important policy objectives. The program/function structure of a department should delineate the key services that it provides. A program/function must be related to specific performance measurements. Program/Function Inventory Instructions Overview: The purpose of the Program/Function Inventory sheets is to provide basic informa- tion to Common Council and the Mayor regarding all current and proposed programs. Com- mon Council and the Mayor will use this information throughout the budget process in order to better understand the program commitments of each department. Current or Proposed Programs: Mark "Current Programs" if programs inventoried on this sheet are currently in operation. Mark "Proposed Programs" if programs inventoried on this sheet are not currently in operation, but are proposed for the following year's budget. Program Name: Name of program. Program Description: Brief description of program. Quantifiable Output: Briefly illustrate the current or intended impact of this program in as concrete terms as possible (i.e. people served, miles of road repaired, information produced). Total Program Expenditures: Total expenditures of administering and executing this pro- gram. Total Program Revenues: Total revenues directly generated by program operation (i.e.fees, grants, state /federal funding, matching funds). Revenue Sources: List all sources of revenue. Staff Positions Involved with Program: List position titles involved in program operation. Local/State /Federal Mandate? Mark "Yes" if the City is required by local, state or federal law to provide program. Otherwise, mark "No ". Statistical Summary Report to the Board of Fire Commissioners - YTD 06 JUN 03 There are 13,528 records in the Incidents Table. Between Wednesday, January 1, 2003 and Aday, June 6, 2003 there were 1,738 incidents. Currently there are an average of 11.07 incidents per day. Average response time for the department is 4.35 minutes. The average duration of an incident is 18.63 minutes. 100 80 60 40 20 0 250 200 150 100 50 0 Incidents by Hour of the Day 11 M11 O r N M It LO O r- M M O T-- N M't M O r` M M O r N M O O O O O O O O O O T , T r r T T r N N N N Incidents by Day of the Week 40000 35000 30000 25000 20000 15000 10000 5000 0 SUN MON TUE W® THU FRI SAT Dollar Loss by Hour of the Day O - N M -1 LO (O r� M M O r N M V' (C) (O M M O r N M O 0 0 0 0 0 0 0 0 0 r r r r r r r r N N N N Loss Statistical Summary Report to the Board of Fire Commissioners - YTD 06 JUN 03 There are 13,528 records in the Incidents Table. Between Wednesday, January 1, 2003 and :riday, June 6, 2003 there were 1,738 incidents. Currently there are an average of 11.07 incidents per day. Average response time for the department is 4.35 minutes. The average duration of an incident is 18.63 minutes. 80000 70000 60000 50000 40000 30000 20000 10000 0 700 600 500 400 300 200 100 0 6 5 4 3 2 1 0 Dollar Loss by Day of the Week i e SUN MON TUE WED THU FRI SAT Incidents by First Responding Unit LO O CO M (p N O L(') 't CO O It O O O M (O O O CO (p O ' O) M 0) M 0) a) O) 0) O) a) a) 0) Average Response Time by Unit r M O M CO (O N O LO 'IT CO (O r O O O M (O O O M (p O M M O O O O M O O M M M M M i Runs ITHACA FIRE DEPARTMENT BOARD OF FIRE COMMISSIONERS REPORT June 2003 PERSONNEL STAFFING LEVELS 1 Chief 1 Deputy Chief 4 Assistant Chiefs 8 Lieutenants 50 Fire Fighters 64 On duty personnel 1 Fire Alarm Superintendent 1 Administrative Secretary 1 Administrative Assistant - Financial 0.5 Account Clerk Typist Lieutenant on Military Service Leave Total employees as of 6/01/03 — 68.5 AC Wheaton's position not filled at this time. MUTUAL AID CALLS — From: Lansing (boat) To: SELECTED CALLS — No report SUPPORT 23 Vehicle work orders were written and 22 were closed. Station 9's generator project is scheduled to start 6/2/03. TRAINING — See Attached report. Submitted by: J. Thomas Dorman, Deputy Chief n;ifp Prinfi-d- A /7 /m PaQa 1 r LO ti O M M r o0 M 6) n v'f r v) O O M 00 O V V t0 N w N r (0 CO N M r M 0) O N 00 I- W N N N M N M f- r a0 N r V V' v) V M l0 V r J )n N N I- M M 00 U) r 0 d1 d1 N N CO C0 w N )n N 6) r N r u') r N M In 0) V' LO a) M n Lo 6) lu J M M N M M M M M M N M N M M m m N N M M w O O O O O O O O O O O O O O O O O O O O N N N N \ N \ \ N \ N N J -. -M M M V M M V' V V M V M v M N M M M V V w 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ O M N N r a1 N M N M r r )n M V r Z V r M 0 m w v I- N O O O N 0 O O O C O 0 00 r V' V' N u) r 2 Z w M O M M M 00 C0 O 00 r 00 M M .- r N O r W 00 00 CO N r N u) to r- cr C0 u) W 00 N w U1 C0 CO V' r N M N V) C0 N a W _J O M N M r .- (.0 O (.0 V V )O N m O W r M Q I� w N M N O M r 0 N W 00 6) r r N M V C0 N S Z w O) O N 0) 00 r N 00 6) O 00 N )n r O r 0) M N O CO 00 O r M M r t- N O N 00 47 )f) N O 00 )n V) r r Q CO 00 N N M U) M N )n V N r r 00 M lf) M M M )n V r W N N M r N M 00 O) r N L!) 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Thayer, Controller City of Ithaca 108 E. Green St. Ithaca, NY 14850 Dear Steve: At the regular meeting of the Ithaca Board of Fire Commissioners held on June 10, 2003, the attached resolution to award a bid for the generator for the National Weather Service Transmitter, was unanimously approved and awarded to Blanding Electric for the sum of $15,700. Sincerely, Christine M. Wilbur, Clerk Ithaca Board of Fire Commissioners Enc. Copy of Resolution Board of Fire Commissioners Proposed Resolution 6/10/03 Meeting Whereas the Ithaca Fire Department, using funding from a USDA Rural Utilities Grant specifically for this purpose, requests to obtain and have installed at the WICB Tower Site, Ithaca College, Ithaca, NY, a 20 KW generator to provide back up power to the National Weather Service transmitter; and Whereas the Ithaca Fire Department and the City of Ithaca Controller have prepared bid specifications and solicited bids to furnish and install the generator; and Whereas the city controller did receive 3 acceptable bids for the furnishing and installation of the generator; and Whereas Blanding Electric Company, Vestal, NY is the apparent low bidder, bidding a total of $15,700; and Therefore, be it resolved that the Board of Fire commissioners of the Ithaca Fire Department awards the contract to furnish and install the generator to Blanding Electric for the sum of $15,700. TRAINING CEN'T'ER REPORT Training Ctr. Hours May 2003 IFD County Private 22 Hours 7 Hours 16 Hours No other activities. Regular maintenance ongoing. VOLUNTEER STAND -BY DUTY REPORT IFD Volunteer Hours Kilgore: 68 Maas 24 Gilligan 6 Koukourtis 28 Wehrspan 42 Jupter 17 Keller 4.5 Jessel 64 Cantone 3 Begg 36.5 May 2003 CITY OF ITHACA 310 West Green Street Ithaca, New York 14850 -5497 OFFICE OF THE FIRE CHIEF Telephone: 607/272 -1234 Fax: 607/272 -2793 The Fire Investigation Unit responded to the following incidents in May 2003: 05/07/03 — Bartels Hall (Cornell University) FF Chris Hamilton investigated a trash and refuse fire that was maliciously set inside the building. (4 hours) 05/15/03 — Baker Laboratory (Cornell University) FF Rob Covert investigated an accidental explosion in a chemistry lab. (3 hours) 05/21/03 — 1601 N. Cayuga St (Boynton Middle School) FF Chris Hamilton investigated a burned out light switch. FF Hamilton determined that the switch was deliberately tampered with. (3 hours) 05/28/03 — 325 Dryden Rd. FF Tim Payne and FF Rich Keller investigated an incendiary fire set on the outside of the structure (5 hours to date) Total hours worked: 20 Submitted: FJJim Crowley, "An Equal Opportunity Employer with a commitment to workforce diversification." c 7-o oN mac- LrP 4 cA Cor -tM. -- � S. f�oc9�rr/CacvS�t r COOAJI�/ Cc�dlHG'er/JC�TONS rg,�tp `%`/ mss - Ae A1,60 C>vrNG e4 A-e-6 .DiM6 7—&,C zee r poT < Ff :S �- f�S Q co !� �CaGf3irosrJ - T/s< �e%�s" D�sc �ssAC.rJ /?/t/ 1-#e XWXeAe., ,o �ctrce CAIr €,c -r a,)&J1-1 ,4AiVi v o/J "AcooTro r1 cox ri .0 PiS,ew)2w acs-, /kTl�iL / >`�%�ad� - r4��'llB.;CrT� L,E'�Tt•�r'.4 .%'�1. ✓.s�S �/iu.2�5�vEJ %/f� =TiC:4 Zex TE 6ry,477-4y_4TSTT 7 ,o�2e3 AG4et>1116 kFK1,%Ti.dc &Ae/A5 -5. /fl/�✓o�c /ia�eJ f. d yE ✓il ,4'/i �/}.P.l�DU3 /�I/1 /�1,�¢LS T.si�f - 3T /t�. k.RrTr�fG �.t .E'.�.Yt.�icr�r-� d•� T�� lt//�l G� �• >i/o,ye�/T ,�-,vV %ft�e , T!{r.� �v�-S � �/�rr�� �,�Ta.E.��r1 .��D � T�� �crvTy /� �.��:c% /%�ii��LS Ac T%e 1142 -1-14 F %,V, 2Sjj III-,-y Ice ys, ;f -P lva vkD cQ ✓ze_ PC�OIA -VD tae Ae 6Y ss �`�S7Sl 1,c -8ff iti� � �G�rc�Ty rc.�ac��U CG ►/�.e- ikfL' �c!Si oe 2�S�ax�?L 4"cE Ae4t> 5 e$� X s ' EVf1 .4tJA7,AI6 4AIP PZiZ',�9iwilea s�p,53c� MAWS /NC�4CO05 7*- z C ©�1J5 /J�,�'�tTioN 6/z /%�; 6�:�i � v•.� i� C4r',��.�i ' G't.c�T�'_ s�p.4ce-• �9 i jlJ� �•� �.!-� r� _ .NEL'T /,vG 0/0 f,!/j jJ !! � CGS j� Evf T'�4' J��it t.,�T,�' k �'�:L 7n / Me ZFP S %- '?V1A1G 6W C O.IA16 k(� p .4 �.c94AA AA16 TAE ,C1;c4 ,;A,4 C� %EJj T. 0, ixlle E 3 48 S7,- 4e.�ES 7A�4rl%Ia caAr& *w' IJ' -'44 fti';A✓d,� h 0'146C ACC1C"7 -_ 1b16 5 %EAM �Q�,IEc! . - �(/ctz% s1c r%.�y ,5c��rc;7rK'G /`c�nrDs < aK,;�22rBzi'fa �r4 3e fts�t 4'ftf/ t ��Gi -� df�/�- �✓tlo L��6'LRCS �L%i�'= �% ijr %�jcCt.�Gd J� �,F! ryN`�/�''�� FIRE PREVENTION BUREAU REPORT: MAY 2003 Activity numbers for May 2003 Parking Tickets: 43 issued Fine $ amount: $840.00 Baker Hamilton Eaton Total First Inspection 3 1 6 10 Re-inspections 10 4 9 23 Inspections Completed 6 6 Complaints 5 5 Investigated 2 4 6 Closed 2 2 Referred 3 2 5 Walk Through Type "A" 3 3 In service 1 1 I Bills sent 8 g Test Observed 4 5 3 12 Other L 38 20 20 78 Activity numbers for May 2003 Parking Tickets: 43 issued Fine $ amount: $840.00 Statistical Summary Report to the Board of Fire Commissioners - YTD 06 JUN 03 There are 13,528 records in the Incidents Table. Between Wednesday, January 1, 2003 and -7riday, June 6, 2003 there were 1,738 incidents. Currently there are an average of 11.07 incidents per day. Average response time for the department is 4.35 minutes. The average duration of an incident is 18.63 minutes. 100 80 60 40 20 0 250 200 150 100 50 N Incidents by Hour of the Day i O r N m to CO t\ M O O •- N m r � r r — r r r In — O O O N M O O O O O O O O O O r r � N N N N Incidents by Day of the Week ■ 1 t � t ■ �' ■ t t t t ■ f t t t t t ■ 40000 35000 30000 25000 20000 15000 10000 5000 0 SUN MON TUE WED THU FRI SAT Dollar Loss by Hour of the Day O r N m q,T Lo w t\ O O O N m w O O N - N M O O O 0 O 0 O O O O - r T r, N N N ® Loss Statistical Summary Report to the Board of Fire Commissioners - YTD 06 JUN 03 There are 13,528 records in the Incidents Table. Between Wednesday, January 1, 2003 and Friday, June 6, 2003 there were 1,738 incidents. Currently there are an average of 11.07 incidents per day. Average response time for the department is 4.35 minutes. The average duration of an incident is 18.63 minutes. 80000 70000 60000 50000 40000 30000 20000 10000 0 700 600 500 400 300 200 100 0 6 5 4 3 2 1 0 Dollar Loss by Day of the Week El SUN NION TUE W® THU FRI SAT Incidents by First Responding Unit r LO O co M CD N M Cn et CO CD 11 rn OOi rn rn OOi M CD O It O O O O O Average Response Time by Unit 1 1 1 p■r7 1 1 1 1 1 1 1 1 1 1 F==1 1 1 1 1 1 1 11 1 1 1 1 1 1 A 1 1 1 A 1 - U) 0) CO CO CD N O Cn IT CO CO t7 r 0 0 ft O M CD O O M CD O ' O O) O CA CA O CA 03 O O) O O ® Runs