HomeMy WebLinkAboutCity Council Meeting - Council Workshop - Agenda - 10/02/2001 e
K ENT
WAS HI NGTON COUNCIL WORKSHOP
CITY COUNCIL October 2, 2001
Leona Orr
Council President
Phone:253-856-5712
Fax:253-856-6712 The Council Workshop will be held in Chambers East in Kent City Hall at 5:00 PM
224 Fourth Ave. S. on Tuesday, October 2, 2001.
'
Kent,WA 98032-5895
Council Members: President Leona Orr,Tom Brotherton, Tim Clark,
Connie Epperly, Judy Woods, Greg Worthing,Rico Yingling
Speaker Time
1. Chamber Economic Workshops Barb Ivanov 15 min.
2. Employee Retiree Health Care Program Becky Fowler 15 min.
3. Fire Strategic Plan Steve Hamilton 15 min.
I
The Council Workshop meets each month on the first and third Tuesdays at 5:OOPM in
Chambers East unless otherwise noted. For agenda information please call Jackie
Bicknell at (253) 856-5712.
ANY PERSON REQUIRING A DISABILITY ACCOMMODATION SHOULD
CONTACT THE CITY CLERK'S OFFICE AT (253) 856-5725 IN ADVANCE.
FOR TDD RELAY SERVICE, CALL THE WASHINGTON
TELECOMMUNICATIONS RELAY SERVICE AT 1-800-833-6388.
KENT CHAMBER
OF COMMERCE
October 2, 2001
To: Mayor Jim White
City Council President Leona Orr
Members of the Kent City Council
Kent School District Superintendent Barb Grohe
Green River Community College President Rich Rutkowski
Highline Community College President Priscilla Bell
Renton Technical College President Don Bressler
Members of the Kent Chamber of Commerce Board of Directors
From: Lynn Dissinger, President
Barbara Ivanov, Executive Director
RE: Invitation to Attend Economic Development Briefing & Summit
The Kent Chamber of Commerce Board of Directors highly values your ideas and
insights. We share the critical task of guiding regional economic development with you.
We must prepare to meet changing times.
We invite you to join us to:
• Share information the Chamber and City have developed regarding the region's
economy
• Share the economic development goals of our organizations, and
• Create an ongoing partnership of our economic development organizations
524 West Meeker Street • Suite 41 • P.O. Box 128 • Kent,Washington 98035-0128
(253) 854-1770 • Fax (253) 854-8567 • www.kentchamber.com • kentcoc@kentchamber.com
To achieve those goals, you are cordially invited to attend two important events:
• Kent economic development briefing
Wednesday, 7:30-10:00 am, Dec. 5, 2001
Valley Medical Center Conference Center
Classroom C
• Kent strategic economic summit
8:00 am- 3:00 pm, Feb. 26, 2002
Valley Medical Center Conference Center
Classroom E &F
We will discuss detailed and localized information about Kent's economy at the
December 5 briefing. We will use a scenario-building model to drive the economic
summit agenda on February 26. This model will enable us to respond quickly to any of
several likely futures.
RSVP your attendance to the Kent Chamber of Commerce at 253-854-1770 or via email
at <kentcoc@kentchamber.com>by October 31, 2001.
Best regards,
Barbara Ivanov
Executive Director
Directions to Valley Medical Conference Center
From South of Renton
Take Hwy 167 north
Exit at 180'; take a right off the offramp
Turn left on Talbot Road (hospital on corner)
At third entrance to hospital take a left into parking lot
Follow signs to Medical Arts Center parking garage
Go to 3rd floor of parking garage, take skybridge into building
Turn left after crossing skybridge, take elevator on left to 1"floor
Kent Fire & Life Safety Strategic Plan
TABLE OF CONTENTS
ACKNOWLEDGEMENTS
EXECUTIVE SUMMARY 1
STRATEGIC PLANNING PROCESS 5
MISSION STATEMENT 7
VISION STATEMENT 8
GUIDING PRINCIPLES 9
ORGANIZATIONAL HISTORY 10
DEPARTMENT OVERVIEW 13
COMMUNITY DEMOGRAPHICS 16
CUSTOMER EXPECTATION SURVEY 17
STRENGTHS 25
WEAKNESSES 26
OPPORTUNITIES 27
THREATS 28
STRATEGIC POLICIES & INITIATIVES 29
APPENDIX— SURVEY RESPONSES A-1
APPENDIX— DEMOGRAPHIC TABLES A-2
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i
Kent Fire & Life Safety Strategic Plan
ACKNOWLEDGEMENTS
Kent Fire & Life Safety acknowledges the Strategic Planning Committee for
their valuable.time and participation in this process. Through their efforts
and willingness be actively involved in their community, this Committee has
developed the future of fire and life safety services for the City of Kent, Fire
District #37, and the City of Covington.
,STRATEGIC PLANNING COMMITTEE
Jeff Barsness, Lieutenant, Kent Fire &Life Safety
Connie Epperly, City of Kent, Council member
Howard G. Ferrucci
Michele Guglielinetti
_ Ronald Harmon, Citizen of Kent
Greg Markley, Kent Fire Fighters Local 1747, President
Leona Orr, Kent City Council President
Claudia Otey
Ernie Rideout, Kent Fire &Life Safety
_ Kevin Ruoff, Fred Meyer Regional Supervisor
Ray Shjerven, Kent Fire &Life Safety
Bill Stewart, Commissioner, Fire District #37
Tom Wood, Citizen of Kent
STRATEGIC PLANNING TASK FORCE
Norman G. Angelo, Fire Chief, KF&LS
Steve Hamilton, Assistant Chief, KF&LS
Dominic Marzano, Assistant Chief, KF&LS
_ Larry Webb, Assistant Chief, KF&LS
Larry Rabel, Lieutenant, KF&LS
Randy Droppert, Technology Coordinator, KF&LS
Kraig Peiguss, Lieutenant, KF&LS
_ * On July 30, 2001, the Strategic Planning Committee, by unanimous vote,
approved the "Kent Fire & Life Safety 2001 Strategic Plan".
ii
Kent Fire & Life Safety Strategic c, Plan
EXECUTIVE SUMMARY
Until the development of this document, Kent Fire & Life Safety had been using
the 1984 Master Plan for the direction on continued growth and expectations for
service delivery. While there are still unresolved proposals from this Plan, the
significant growth and increasing demands for service have made it imperative
that the organization enter into a strategic planning process.
The goals of the planning process were to determine the most critical service
delivery issues, identify why the organization exists, and perform an
organizational strengths, weaknesses, opportunities, and threats (SWOT)
analysis. Also, the development and distribution of an external customer survey
coupled with a departmental issue analysis was used to develop the issues that
were in need of strategic direction.
A Strategic Planning Committee was then assembled to develop the strategic
policies, initiatives and goals for the future of Kent Fire & Life Safety.
MISSION, VISION & GUIDING PRINCIPLES
As part of the strategic planning process it is essential that the organization
understand "why it exists", "what is its vision", and "what values guide it".
The mission of Kent Fire & Life Safety is:
Our members strive to continually connect with our community. We deliver
emergency and non-emergency services in a caring, professional manner with
world-class customer service.
The vision of the organization is:
To continually be recognized by our community as the leader in providing
excellent customer service.
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Kent Fire & Life Safety Strategiclan
The guiding principles are:
_ ❖ Emergency Response
•'• Communication
•
❖ Teamwork
•'• Connecting with the Community
•'• Personnel Safety
❖ Ethical and Compassionate Behavior
THE ORGANIZATION
The Strategic Plan contains a brief overview of the department; its divisions and
_ service provided. Included, also is a chronological history of the departments'
milestones and gives a historical perspective on continued growth and
accomplishments.
The department's executive staff completed an organizational Strengths,
_ Weaknesses, Opportunities, and Threats (SWOT) analysis. The following is an
overview of that effort.
— Internal Strengths:
Customer Service
Budget
Staff
Regional Relationships
Internal Weaknesses:
Internal Communications
Trends & Technologies
Professional Development
Lack of Mission Prioritization
Workload.
External Opportunities:
Consolidation /Regionalization
Generation of Revenue
EMS Transport Service
New Technologies
Stakeholder Education
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Kent Fire & Life Safety Strategic Plan
-- External Threats:
Lack of Stakeholder Understanding
Funding Limitations
Taxed Infra-structure
Changing Society
Unfunded Legal Mandates & Standards
THE ENVIRONMENT
A key part of the strategic planning process was the development and distribution
of an external customer survey. This survey mailed randomly to the citizens of
the City of Kent and District #37 was used to gauge the effectiveness of the
organization and solicit the communities' perception of importance on programs
and efforts of Kent Fire & Life Safety.
Of the respondents, Kent Fire & Life Safety continues to maintain a good to very
good reputation within the community. The effort that received the highest level
of importance to the citizens was that of a timely response. That is, a response of
less than 6 minutes. This survey also played a key role in the Strategic Planning
Committees task of developing Policies, Initiatives, and Goals.
Included in the Strategic Plan is information regarding the community
demographics served by Kent Fire & Life Safety. Although not comprehensive,
it identifies the changing cultural environment of our community.
-- THE POLICIES. INITITATIVES & GOALS
_ It was through the commitment and leadership of the Strategic Planning
Committee that the Policies, Initiatives and Goals of this Strategic Plan were
developed. A 13-member committee made up of citizens, community leaders,
and a representative from each division within the department, were tasked with
developing this 5-year plan.
The Strategic Planning Committee identified seven mission critical issues of high
importance to develop Strategic Initiatives around. The following is a brief look
at the issue and corresponding Strategic Initiative.
Issue: Community Connection
Initiative: Develop and deliver educational/informational programs
that meet the needs of the community through all available methods.
3
— Kent Fire & Life Safety Strategic Plan
Issue: Regionalization
Initiative: Develop and enhance current and new regional
relationships.
Issue: Firefighter Utilization & Staffing
— Initiative: Identify service levels and staff appropriately.
Issue: Emergency Medical Services
Initiative: Enhance EMS to meet customer needs specific to our
community.
Issue: Response Times
Initiative: Strive to reduce response times
Issue: Funding
Initiative: Fund basic services through taxes and levies and provide
enhanced services desired by the public through innovative funding.
Issue: Prevention
Initiative: Reduce injuries, loss of life, and property damage through
— education, regulation, and compliance.
— The development of this document is only the first step. Once adopted, an in-
depth Implementation Plan will need to be developed by the organization that
will establish the objectives, tasks, and performance measures for the direction
provided by the Strategic Planning Committee.
It is expected that the Strategic Planning Committee will meet at least annually to
receive reports on current efforts in accomplishing the strategic direction and to
evaluate any changes that may be needed in accomplishing the mission of the
department.
Kent Fire &Life Safety's greatest asset is its personnel. A commitment to
excellence and high levels of customer service are the hallmark of this
organization. These values coupled with the direction of the Strategic Plan will
continue efforts to provide the excellent services expected by the community it
serves.
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Kent Fire & Life Safety Strategic Plan
STRATEGIC PLANNING PROCESS
— On November 6, 2000, Kent Fire & Life Safety embarked on a Strategic Planning
process. Strategies for the continued growth and direction of the department had
not been placed in writing since the 1984 Master Plan.
The goal of the planning process was to determine the most critical service
— delivery issues facing the organization and solicit community involvement to
assist in determining the level of risk and expectations of the community KF&LS
serves.
A Strategic Plan creates an organizational understanding of the purpose and
values of the department. It creates a framework that guides the organizations
management and creates broad goals that measure achievement and results.
The process consisted of three broad areas; identification of why the organization
exists, identifying the mission critical issues that face the organization, and the
— determining the communities expectations of the department.
_ The three parts of the process culminate in the development of the Strategic
Initiatives. These identified initiatives and goals set the priority and direction for
the department.
The revisiting of the mission statement, the formulating of an organizational
_ vision and the additions to the guiding principles, was the first step in the
planning process. These three items build the foundation on which the Strategic
Plan was built.
The department conducted an evaluation exercise to determine the major external
_ issues affecting our ability to accomplish the organizations mission. This exercise
included the Fire Chief, all division heads, the Local 1747 President, and all unit
leaders within the organization.
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Kent Fire & Life Safety Plan
— The top six identified external issues facing the organization are:
_ ❖ Service Level Expectations
❖ Legal Constraints & Mandates
•'• Response Times
❖ Staffing
•'• Response to Growth
❖ Adopt & Enforce Risk Reduction Practices
An effort was made to determine the external stakeholders expectations. This was
accomplished by using a survey that was mailed to a random sampling of citizens
throughout the community.
The survey results were used by the Strategic Planning Committee to assist in
their development of the Strategic Initiatives.
The final step in the process was the assimilation of the Strategic Planning
_ Committee. The Planning Committee met bi-monthly from February 26, 2001
until July 16, 2001. This Committee was given presentations on the current
service delivery status, the major issues affecting the departments' ability to
— deliver service, and key questions that needed to be answered to determine future
levels of service.
With this information, The Committee accomplished the development of the
Strategic Policy and Initiatives. Each initiative has corresponding goal(s) that will
— measure the success of reaching the initiative. Also, included with each initiative
are potential funding sources or mechanisms to meet the intent of the initiative.
In essence, the Strategic Plan is a five-year business plan. It is expected that the
Strategic Planning Committee will meet at least annually. The purpose of these
meetings will be to re-evaluate the initiatives, goals and funding options. The
Strategic Plan will be a work in progress as community, economic, legal, and
political impacts are not static.
6
Kent Fire & Life Safety Strategic Plan
MISSION STATEMENT
A mission statement defines the "why" of an organization's existence and "what"
— it seeks to accomplish. It is a shared understanding throughout the department
that declares its intentions and expectations.
As part of the Kent Fire & Life Safety Strategic Plan, the mission statement was
revisited and slightly modified.
Our members strive to continually connect with our community. We deliver
emergency and non-emergency services in a caring, professional manner
with world-class customer service.
w
7
Kent Fire & Life Safety Strategic Plan
VISION STATEMENT
A vision statement defines where an organization is going. That is, what
organizational success would look like if it could ever reach its full potential.
Vision statements are not necessarily attainable, but focus the direction of the
efforts.
To continually be recognized by our community as the leader in providing
excellent customer service.
_
8
Kent Fire & Life Safety Strategic Plan
GUIDING PRINCIPLES
The guiding principles define the areas that are priorities for the existence of the
organization. They are the values that govern the operation and culture of the
department.
❖ Emergency Response
o Answering all calls for service in an efficient, timely and
professional manner.
•'• Communication
o Practicing quality and effective speaking, listening and writing skills
to enhance relationships and achieve quality results.
•'• Teamwork
-- o Continually working together to accomplish the organizational
mission.
❖ Connecting with the Community
o Being aware of community needs and always reaching out to our
fellow citizens with open minds and helping hands.
•'• Personnel Safety
o We will continually evaluate the risk and benefit as it relates to the
safety of our personnel.
❖ Ethical and Compassionate Behavior
o Every member understands that leadership is a privilege and all
members will be held to the same standard of behavior.
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Kent Fire & Life SafetyS trate iic Plan
ORGANIZATIONAL HISTORY
1882 — Informal group of men formed the Department consisting of one large
chemical fire extinguisher mounted on wheels.
1900 — Two hand drawn hose carts added to the Department.
1912 — Official Kent Volunteer Fire Department organized. Consisted of 28
members. Horse drawn hook and ladder rig added.
1917 — Department becomes mechanized with purchase of Maxwell chemical fire
truck.
1924 — On January 23rd the Department was reorganized with volunteer staff
consisting of a Chief and eleven men. Beginning of the City Fire
Department.
1925 — Bond issue passed for purchase of new fire engine. First year that night
shift firefighters were on duty at the station.
1927 — Inspections of public and commercial buildings begin. Department
_ purchases "Lung Motor", device to revive unconscious people. Fire
Department takes responsibility for first aid alarms.
1929 — May 2"d, first recorded aid call.
_ 1936 — Purchase of new Ford fire truck. Funds provided from people outside city
limits and were used to provide rural fire protection.
1940 — Purchase of new Seagrave fire engine.
1948 — Fire District #37 formed. City Chief became chief of both departments.
1952 — Donations from the community purchase a 1952 Chevrolet Sedan delivery
vehicle to operate as a medical aid car.
1954 — First large capacity, open cab Kenworth fire engine purchased.
10
Kent Fire & Life Safety Strategic Plan
1964 — Second bond issue passes for $200,000. Added two new fire stations and
purchase of two new Crown fire engines.
1965 — City Council hires first paid staff, consisting of 2 chief officers and ten
firefighters. Fire District hires own fire chief.
-
1970 — Paid firefighters have increased to 24.
1972 — First four members trained as Emergency Medical Technicians. Building
department brought under control of Fire Department.
1973 — Insurance rating reduced from Class 5 to Class 4.
1974 — Kent Fire Department and Fire District#37 contract together to cut costs
and operating expenses. Combined workforce and equipment, increasing
total personnel to 39 and area of protection to 53 square miles.
_ 1980 — Fire District passes $985,000 bond for purchase of one new station, a
remodel, a fire engine, and an aid car. City passes bond of$450,000 for
new engine and ladder truck.
1984 — Master Plan developed and adopted. Sets direction for department in
coming years.
1984 — Purchased two engine/aid combination apparatus. Provided ability to
perform multi-functions with single piece of equipment.
_ 1985 — Placed 1 aid car and 1 engine out of service to provide for 3 person engine
companies. Number of alarms tops 5000 per year mark.
1986 — City passes Public Safety Bond Issue in the amount $12.3 million for the
construction of new stations, remodels, new apparatus, training center,
etc.
1986 — Fire District #37 lifts lid to build Station 75, purchase engine/aid
apparatus and provide staffing.
_ 1987 — Engine 76 re-staffed from 1985 change in staffing model. Purchase of 6
engine/aid apparatus.
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Kent Fire & Life SafetyS trate iic Plan
1989 — District Station 75 placed in operation. Paid firefighters increased to 100.
1991 — Fire department headquarters moved from downtown to new East hill
station #74. Building department moved under Planning Department.
1992 — Alarms surpass the 10,000 per year mark.
1993 — Purchase of state of the art fire simulators for burn tower.
1995 — Staff added to Fire Prevention division due to increase in workload.
Contracts created to train outside jurisdictions using Training Center.
_ King County Medic One places ALS unit, Medic 11, in service at Station
#75. City begins apparatus replacement fund.
1996 — City annexes Lake Meridian area. Station #72 assets transferred to City
of Kent. City purchases District Station #75.
1997 — City of Covington incorporates. On request of Covington, annexes to
District #37 who contracts with District #43 to provide services along
— `.. existing district boundaries. Apparatus replacement fund becomes
undefended due to annexations and asset transfers.
1998 — Department signs contract to provide apparatus maintenance to District
#11. Washington State Labor & Industries passes "2 in 2 out" law. King
County Medic One places ALS unit, Medic 7, in service at Station #76.
1999 — Approval and adoption of Comprehensive Emergency Management Plan.
2000 — Fire Department begins operations of the Emergency Coordination Center
at the East Hill Headquarters station. Department signs contract to
provide training services for District #40.
2001 — Minimum staffing rose from 24 to 26, addition of one full time aid car.
Permit Center opens for coordination and ease of getting permits through
city processes.
2001 — District replacement Station #77 opens. Purchase of 4 new fire engines.
12
Kent Fire & Life Safety Strategic Plan
DEPARTMENT OVERVIEW
FIRE CHIEF
SUPPRESSION&ADMIN DIVISION TRAINING&SUPPORT DIVISION
�s
ASSISTANT ASST CHEF FIRE LT DST.LWSON BATTALIONADMN ASST 3
CHF
3 FR EOMT MTC BATTALION SPECIAL SPECAL 3 '
BATTALION SPUR CHEF ASSIGNMENT ASSIGNMENT TRN OFCR(LT) ADMN SEC T
CHEF
2 ADYN SEC 2
21 FR APP MECH VOLUNTEER ADMN SEC 2
FIRE LT FIRE LT
30
91 VOLUNTEERS
FIREFIGHTER
FIRE PREVENTION DIVISION
ASST CHEF
FRE YARSHAL SPECAL UNIT LEADER ADMN ASST 2
(BC) ASSGNMENT
5 OFFICE TECH 2
FRE NV CERTFED CERT PLANS ASST FIRE EMERG MGT
(Haz•Mat LT) WSPECTOR REVEV/ER MARSHAL SPCLST
SUPP SVCS
2 2 FIRE T) pLIW S E%AMI 2
(CONS SPEC
FRE&ARSON CER77FED NS(CONS 4SSP NSP�OEM
NV NSPECTOR SPECIALIST
CERTIFIED PLANS IN PECTOR PUB ED(LT)
EXAMNER
`� CERT PLANS
RENEWER 2
PUg ED SPC
SERVICES PROVIDED BY PROGRAM
Administration
➢ Organizes, directs and coordinates the overall operations of the Fire
Department including Administration, Suppression/EMS, Fire Prevention,
Public Education, Training, Apparatus Maintenance, and major projects to
provide quality services to the citizens of the City of Kent and King County
Fire District #37.
➢ Develop, implement and monitor department goals and programs; provide the
public with a high volume of emergency/non-emergency information; provide
full administrative and financial services for King County Fire District #37;
keep records and coordinate support services; respond to emergencies; and
coordinate computer and communications for emergency services. Provide
13
Kent Fire & Life Safety Strategic Plan
support services to: Unit Leaders; Chief Officers; program/project personnel;
Volunteers/Safety; Apparatus Maintenance Division; and JAW Committee.
_ Emergency Services (Suppression/EMS)
➢ Serves the Citizens of Kent and King County Fire District #37 providing fire
suppression; emergency medical services; hazardous materials/confined space
response; fire safety inspections; deliver public education programs, CPR
classes, disaster preparedness and other classes; and support a variety of other
departmental and city programs.
Training
➢ In addition to meeting State and Federal operational requirements, training is a
critical element in maintaining a readiness to deliver emergency and non-
emergency services for suppression, emergency medical, hazardous materials,
fire inspection, public education/information, physical fitness and support
services. It is also essential for safe operations and meeting state and federal
mandatory requirements.
Support Services
➢ Apparatus maintenance is charged with the response readiness of the
emergency fleet. This unit responds to emergencies and also assists with
specifications, acceptance and warranty work on apparatus. Perform
preventative maintenance on apparatus in addition to repairs and testing of
systems including high-tech mobile equipment systems.
➢ Firefighters manage in-house maintenance programs dealing with breathing
apparatus; EMS equipment; small power equipment; pagers/radios; uniforms
and protective clothing; and, conduct annual tests of all fire 'hose, hydrants,
ladders, etc; and provide a variety of customer support programs for citizens
prior to and following emergencies.
14
— Kent Fire & Life Safely Strategic Plan
Fire Prevention
➢ The Fire Prevention Division provides for essential controls of a fire and life
_ safety environment through the provision of information, an effective
education, and permit and inspection processes. Services include: active
coordination within the permit process system; plans checking; new
construction and annual business inspections; public education; major incident
(disaster) contingency planning and management; investigation/mitigation of
_ high priority life safety complaints; fire/arson investigations; juvenile fire
setter counseling (ranked in the top three (3) for referrals); and,
education/planning in hazardous materials risk mitigation. Training in this
area is critical to maintain certifications, maximize productivity, and minimize
future community risk through proactive programs. Another key area is the
_ CERT program in which we train city employees, citizens and the business
community in disaster survival skills.
STATISTICS/WORKLOAD MEASURES 1998 1999 2000
Actual Actual Actual
Emergency Services
Suppression Inspections 2,151 2,266 1,794
— `.- Total Number of Calls 12,678 13,040 13,294
Average Response Times (in minutes) 6.2 6.2 6.42
Rate of Cardiac Saves (admitted to hospital) 58% 58% 58%
Fire Prevention
CERT Training N/A 75 53
Plans Reviewed 965 1,241 925
_. Fire Investigations 140 163 120
Fire Prevention New Construction Inspections 1,196 1,315 1,812'
Fire Prevention Annual UFC Permitted Inspections 1,370 1,435 . 757
Fire Prevention New Business Inspections N/A N/A 300
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Kent Fire & Life Safety Strategic Plan
COMMUNITY DEMOGRAPHICS
Kent Fire & Life Safety is a combination department that serves a diverse
community encompassing approximately 58 square miles, which include the City
of Kent and Fire District #37 that serves a portion of the City of Covington. The
•- community is a mix of light manufacturing, retail, service, warehousing and
residential. Residential is a combination of single-family dwellings, apartments,
and senior housing.
Current 2000 census figures place the city population at 79,521. This is a 109%
increase from 1990. This places the City of Kent as the 8th largest city in
Washington. The median age is 31.8 years with 14.2% of the population over the
_ age of 55. The total number of housing units within the city and the Potential
Annexation Areas (PAA) is 39,578. Forecasts for the City of Kent and the PAA
anticipate the population to increase to 109,581 by the year 2010, a 10% increase.
Current 2000 assessed valuation for the City of Kent and District #37 is estimated
_ at $9,066,297,984.00. Total employment within the city is 63,067 and projected
growth in employment is 68,866 by the year 2010.
— The total estimated population served by Kent Fire & Life Safety is 148,000.
KF&LS responded to 13294 calls for assistance in 2000. This is an average
_ increase of 8% per year since 1990. The breakdown by percent of calls for
assistance by property type is as follows:
2000 1992
Residential Residential
_ Single Family 29.8% Single Family 29.1%
Multi Family 28.0% Multi Family 24.1%
Business 24.4% Business 24.6%
Schools 2.7% Schools 3.5%
Roads/Public Spaces -15.1% Roads/Public Spaces 18.6%
SEE APPENDIX A-2 FOR CITY OF KENT GENERAL DEMOGRAPHIC CHARACTERISTICS
16
-- Kent Fire & Life Safety Strategic Plan
STAKEHOLDER SURVEY RESULTS
The following is an-aggregate look at the results of the Customer Expectation and
Perception Survey that was sent to a random sample of citizens within the
jurisdictional boundaries of Kent Fire and Life Safety. A total of 2,206 surveys
were mailed during the month of February 2001. Approximately 20% of the
surveys were returned. There were 149 surveys that were returned as
undeliverable. This resulted in 2,057 surveys delivered.
The distributions of the surveys are as follows:
Target Group
Senior Population 80
_ City-Citizen Population 946
District- Citizen Population 960
City-Business Population 220
The Planning Committee used the results of this questionnaire as they built
policies and initiatives.
The figure located under each question is the percentage of the number (407) of
responses for each choice. This is the total of the 4 population groups targeted.
The number represents the percentage responding and does not include those that
did not answer the question.
The answers to questions that required a written response are available in
Appendix A-1.
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Kent Fire & Life Safety Strategic Plan
Kent Fire & Life Safety
Customer Expectation Survey
RESULTS -COMBINED
Kent Fire & Life Safety is beginning a Strategic Planning process that will help
us respond to increasing demand for service. We value your opinion and
encourage you to help us by completing the attached survey; it should take less
T than 15 minutes. Your opinion and comments will become a part of our planning
process.
Kent Fire & Life Safety is comprised of two divisions, Suppression and Fire
Prevention. This survey is organized with questions that pertain to services
provided by these two divisions. For your convenience, these divisions and the
services they provide are listed below.
Suppression Services: This Division responds to fires, medical calls,
rescue situations, hazardous material incidents and general requests for
assistance. Support is also given to other divisions.
`- Fire Prevention Services: This Division offers services through the
following Offices.
Office of the Fire Marshal: The Fire Marshal provides
developmental review and inspections to assure community safety
from fire and life safety issues relating to the Uniform Fire Code and
other related codes established by the City of Kent. Some of these
codes deal with the regulation of hazardous materials, and the
protection of people and property from fire and other hazards in
buildings.
Fire Investigations: The members of this office are commissioned
police officers, carry side arms, and investigate the cause and origin
of all fires occurring in the City of Kent. Arson suspects are arrested
and prosecuted with the assistance of the Kent Police Department.
Public Education: This office provides a wide variety of fire safety
training and education to area schools, businesses, community
groups and private citizens.
18
Kent Fire & Life Safet�Strategic PI
_ Emergency Management: Deals with Citywide planning, training
_ and coordination efforts in preparation for dealing with the effects of
an emergency or disaster. Some of the known hazards this office
plans and trains for are earthquakes, floods, severe weather and
volcanic threat.
1) When you think of the Kent Fire & Life Safety Department in general, your overall opinion
is:
Very Good Good Neutral Poor Very oor
5 4 3 2 1
47.1% 37.9% 15.0% 0% 0%
Fire Suppression Division
2) When you think about requesting fire and emergency medical services, what is most
important to you.
- Highly trained responders:
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
85.1% 13.9% .1% 0% 0%
`— - Professional Appearance and Conduct:
Very Important Important Neutral Unimportant Very Unimportant
_ 5 4 3 2 1
26.6% 59.0% 11.7% 2.2% 0.5%
- Timely Response:
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
92.6% 6.7% 0.5% 0.0% 0.2%
- Courteous Service:
Very Important Important Neutral Unimportant VeryUUnimportant
5 4 3 2 1
34.5% 56.0% 8.0% 1.0% 0.5%
- Quality Equipment:
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
76.4% 21.8% 1.5% 0.0% 0.3%
19
Kent Fire & Life Safety Strategic Plan
3) From the time you call 911 to the time an emergency unit arrives at the location is called
response time. How many minutes do you feel is a reasonable response time?
4to5 5to6 6to7 7to8 8to9 9to10
30.8% 33.1% 18.9% 9.3% 2.0% 5.8%
4) The initial few minutes of an emergency are the most critical. Our current average response
time is 6.6 minutes for all calls. How important do you feel it is to reduce this response
time?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
35.5% 37.7% 24.3% 1.2% 1.2%
5) If you required transportation to the hospital because of an injury or illness,whom would
you prefer to provide this service?
Fire Department Aid Car Private Ambulance Doesn't Matter Other
50.9% 4.3% 44.2% 0.5%
6) If you required transportation to the hospital for an illness or injury how would you expect
the service to be paid for?
_ Patient Patient's Insurance Publicly Funded Other
5.6% 84.1% 10.1% 0.2%
_ 7) Kent Fire & Life Safety has been involved in regional relations. These relationships have
developed efficiencies and cost savings. How important do you feel it is that we continue
these efforts?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
49.0% 46.5% 3.8% 0.0% 0.7%
8) Regional growth has placed increasing demands on the ability of Kent Fire & Life Safety to
provide timely services. How important is it to you that Kent Fire & Life Safety provides
resources such as stations, equipment and staffing to maintain standards of service
appropriate with area growth?
VeryIImportant Important Neutral Unimportant Very Unimportant
5 4 3 2 1
54.3% 41.2% 3.7% 0.2% 0.5%
20
Kent Fire & Life SafelyS trate ig_c.Plan
9) Recognizing that the City budget is limited, how likely are you to support levies, taxes, or
fees, devoted to building, equipping, and staffing, additional Fire & Life Safety Stations?
Very Likely Likely Neutral Unlikely Very Unlikely
5 4 3 2 1
33.5% 48.1% 13.1% 4.3% 1.0%
10) How do you feel Kent Fire & Life Safety should most appropriately respond to the
increased demand for service caused by regional growth?
(SEE APPENDIX A-1)
Fire Prevention (Fire Marshal Office)
11)Kent Fire & Life Safety employs staff to enforce fire and life safety codes and laws, and
provide fire safety inspections. How important do you consider this service?
Very IMportant Important Neutral Unimportant Very Unimportant
5 4 3 2 1
33.8% 53.0% 11.2% 1.5% 0.5%
�- Fire Prevention (Fire Investigations Office)
_ 12) Fire Investigators determine the cause of fires, and prosecute people who deliberately set
fire to property. How important do you feel this service is?
_ Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
56.0% 37.8% 5.7 0.2% 0.2%
Fire Prevention (Public Education Office)
13)Kent Fire & Life Safety provides; training to area schools, safety fairs and public education
programs to reduce the occurrences of fires and injuries. How important do you consider
this service?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
41.3% 48.5% 8.4% 1.5% 0.2%
21
Kent Fire & Life Safety Strategic Plan
14) How important is it for you and your family to have the opportunity to take part in the
following preparedness training classes?
- CPR training?
Very Important Important Neutral Unimportant Ver�mportant
_ 5 4 3 2 1
44.1% 44.4% 9.8% 1.3% 0.50/(
- Fire extinguisher training?
Very Lmportant Important Neutral Unimportant Very Unimportant
5 4 3 2 1
24.8% 50.4% 21.8% 2.3% 0.8%
- Home fire safety training?
Very IMportant Important Neutral Unimportant Very Unimportant
5 4 3 2 1
29.5% 49.4% 18.4% 2.0% 0.8%
- How likely are you to take part in these, and other training opportunities offered by Kent
Fire & Life Safety?
L- Very Likely Likely Neutral Unlikely Very Unlikely
5 4 3 2 1
19.4% 46.2% 21.2% 9.1% 4.0%
_ 15) What types of training, mentioned here or not, do you feel is most important for Kent Fire
& Life Safety to offer?
(SEE APPENDIX A-1)
Fire Prevention (Office of Emergency Management)
FEMA, the Federal Emergency Management Agency,views the state of Washington as having
a very high likelihood for disaster risk. These risks include severe weather, flooding,volcanic
activity, seismic activity posing potential for earthquake, and now, the growing risk of
terrorism. The City of Kent is in one of the highest risk areas of Washington.
22
Kent Fire & Life Safety Strategic Plan
_ 16)Kent Fire & Life Safety is responsible for emergency management activities for the City of
Kent. In light of the risk our area is exposed to, how would you rank the importance of
these emergency management activities?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
51.6% 39.5% 8.1% 0.5% 0.3%
17) Often times disasters overwhelm emergency responders. How important do you feel it is
for Kent Fire & Life Safety to provide disaster preparedness training to area citizens?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
38.7% 46.2% 13.9% 0.7% 0.5%
18) How important do you feel it is for Kent Fire & Life Safety to provide disaster
preparedness training to area businesses?
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
34.2% 45.5% 19.0% 1.0% 0.2%
19)How important do you fee it is for Kent Fire & Life Safety to provide disaster preparedness
training to area schools and students.
Very Important Important Neutral Unimportant Very Unimportant
5 4 3 2 1
58.3% 35.3% 5.4% 0.7% 0.2%
The final questions are about you and your household. Your answers to this survey are
completely anonymous and will be reported in group form only.
-
20)How many years have you lived in Kent? 19.9 yrs (avg.)
_ 21)Do you own or rent your residence?
❑ Own house 90.3%
❑ Rent house 3.1%
❑ Rent apartment or condo 6.6%
22)Which area of the City/County do you consider yourself a resident of?
❑ West Hill 15.8%
❑ East Hill 53.3%
❑ Valley(Downtown) 12.0%
❑ Scenic Hill 6.9%
❑ Covington 12.0%
23
— Kent Fire & Life Safety Strategic Plan
23)Which of the following best describes your race/ethnicity?
❑ Caucasian 88.9%
❑ African American 1.6%
❑ American Indian 0.8%
❑ Latino/Hispanic 1.1%
❑ Pacific Islander 0.8%
❑ Asian 6.8%
❑ Russian 0.0%
❑ Ukrainian 0.0%
❑ Other 0.0%
24)Which of the following best describes your age?
❑ 18 —24 1.3%
❑ 25 —34 7.8%
❑ 35 —44 19.9%
❑ 45 —54 25.9%
❑ 55 —64 18.4%
❑ 65 —74 14.0%
❑ 75 or older 12.7%
25)What do you expect your total household income to be this year?
❑ Under $20,000 9.0%
❑ $20,000 to $34,999 13.9%
❑ $35,000 to $49,999 15.7%
❑ $50,000 to $74,999 26.4%
❑ $75,000 to $89,900 12.2%
❑ $90,000 to 105,000 13.0%
❑ Over $105,000 9.9%
26)What is your Gender?
❑ Female 50.3%
❑ Male 49.7%
24
Kent Fire & Life Safety Strategic Plan
ORGANIZATIONAL STRENGTHS
An important part of the Strategic Planning process is identifying the
organizations internal strengths and weaknesses. A successful organization not
only develops strategies to fix weaknesses, but also capitalizes on its strengths.
Kent Fire & Life Safety identifies its internal strengths as:
Customer Service—Personnel display caring and customer oriented attitude. Our personnel
provide responsive, high quality services to the community we serve.
Budget—Currently, department is funded to meet basic organizational needs.
Decision Making— There is increasing input and involvement in decision-making process.
Staff—High quality, well trained staff. Personnel have the ability to function in diverse and
challenging positions. Personnel are willing to get involved and provide strong support during
critical times.
— �...- District#37 Relationship — Continued relationship between the City of Kent and Fire District
#37 results in efficiencies and continuities that otherwise would not be realized.
Apparatus & Facilities—Facilities are generally safe and comfortable. Organization retains
quality apparatus and equipment. Mechanics as part of the organization assure quality
maintenance and response readiness.
Regional Relationships—Department retains relationships in some areas that affect the
operations and future of the industry. The ability to influence on a regional level will become
more important.
25
-- Kent Fire & Life Safety Strategic Plan
ORGANIZATIONAL WEAKNESSES
Every organization has internal areas that can be identified that need
improvement. An assessment of the internal weaknesses is an important part of
the Strategic Planning process. By identifying these areas and assessing the
interplay between strengths and weaknesses, strategies can be developed to
overcome shortcomings and build upon strengths. .
Internal Communications-Lack of communication between divisions and staff, decreasing
awareness and internal support. Communication difficulties manifest as mistrust, lack of
'- cooperation and divisional rivalries.
Community Involvement-Missed opportunities to interact with community,perception that
— we are not as involved as we could be.
Trends & Technologies-Organization has insufficient awareness and involvement in new
and evolving industry trends and technology.
Aging Workforce-Average age of department continues to get older, bringing a variety of
organizational issues.
_ Professional Development-Organization is limited in providing mechanism and means to
develop and enhance our personnel in career opportunities.
Disaster Preparedness-Organization under prepared for large, long-term disaster situation.
Workload-Legal mandates, operational needs, and complexity of industry is overloading
workforce. Limited amount of time for accomplishment of mission critical items and tasks.
(See below)
Lack of Mission Prioritization-Organization attempting to do "everything", overloads
personnel and causes frustration and anxiety as some projects and programs fail to reach
completion.
26
Kent Fire & Life Safety Strategic Plan
ORGANIZATIONAL OPPORTUNITIES
Organizations do not exist in a vacuum. They are influenced and driven by the
external environment. An assessment of the external opportunities and threats is
an integral part of implementing strategies. These include the political,
economic, social, technological, and legal forces that can influence the
organization. Opportunities are those factors that exist that can move the
— department forward. Depending on the perspective, external factors may be seen
as either threat or opportunity.
Consolidation/Regionalization—As communities attempt to provide maximum services at
the lowest cost, agencies will look to partnering to provide cost effective services in many
duplicated areas.
Generation of Revenue—As traditional funding sources reach their limits and costs of
providing services continue to rise there is a need to look to untapped and non-traditional
funding sources.
EMS Transport Service—Consistency and improved patient care; increased skills and
knowledge of providers, and cost recovery have the potential to exist in the future.
New Technologies—Continued advances in industry technologies can improve efficiencies
and increase service levels.
Stakeholder Education—Political,public and constituent education will result in increased
understanding and support of emergency services. New mediums and opportunities will need to
be pursued.
-
27
Kent Fire & Life Safety Strategic Plan
ORGANIZATIONAL THREATS
_ Organizational threats are those external forces that are capable of holding an
organization back. Threats hinder the department from reaching its potential.
(See Opportunities) A successful organization will find ways to use its strengths
— and opportunities to overcome threats and weaknesses. Opportunities missed can
become threats and threats can be turned into opportunities.
Lack of Stakeholder Understanding—Political and community understanding of the
organizations mission, needs and services. Increasing growth of multi-cultural demographics
and customers. Intra-departmental perception of Fire &Life Safety Division may affect
budgetary and cooperative efforts.
Funding Limitations— Tightening budgets, economic downturn, citizen reluctance to support
increased taxes and limited funding options.
Taxed Infra-structure— Transportation, water systems, energy and social services are at
capacity. Improvements and solutions have an extended time frame.
Changing Society— Violence, drug use, and crime continue to tax emergency services,placing
emergency service providers at risk and overburdening social programs. An aging population
will increase demand for service, as well.
Privatization—Possibility of private contracted EMS, Fire and Prevention Services.
Un-funded Legal Mandates & Standards—Legislative mandates, state and nationwide
standards that require compliance may have an affect on current service delivery options.
28
Kent Fire & Life SafetyStrategic Plan
STRATEGIC POLICIES. INITIATIVES & GOALS
The Strategic Planning Committee identified seven mission critical issues for the
development of strategic direction. For each issue the Committee developed an
organizational policy, a strategic initiative, and goals that would benchmark the
pursuit of the initiative. The seven issues are:
❖ Firefighter Utilization & Staffing
❖ Emergency Medical Services
•'• Regionalization
•'• Response Times
•'• -Prevention
•'• Funding
— ❖ Community Connection
The issues are in no particular order and carry the same weight of priority.
Where appropriate, funding options are listed that support the pursuit of the
strategic initiative. These options for funding represent the Committee's
recommendation for achieving the initiative.
29
Kent Fire & Life Safety Strategic Plan
STRATEGIC INITIATIVES
ISSUE: COMMUNITY CONNECTION
STRATEGIC POLICY: Enhance our partnership with the community,
_ through communication, prevention, education, and interactive
involvement to meet the ever-changing needs of those we serve.
STRATEGIC INITIATIVE: Develop and deliver
educational/informational programs that meet the needs of the
community through all available methods.
GOAL: Increase and encourage community involvement through
surveys,focus groups and public meetings.
GOAL: Develop mechanisms to determine program successes and
benefits.
GOAL: Utilize existing media to its fullest extent.
_ GOAL: Explore and implement appropriate new media to deliver
information (print/electronic).
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Donations
b) Grants
c) Public/Private Partnerships
d) Fees for Service
..-
30
Kent Fire & Life Safety Strategic Plan
STRATEGIC INITIATIVES
ISSUE: REGIONALIZATION
STRATEGIC POLICY: Maximize efficiencies of resources available by
developing regional cooperative agreements.
STRATEGIC INITIATIVE: Develop and enhance current and new
— regional relationships.
GOAL: Identify services/programs that would benefit from
regionalization.
GOAL: Prioritize, introduce and encourage regional services.
�-- GOAL: Establish performance measures for regional efforts.
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Cost Sharing I Strategic Alliance
b) Public/Private Partnerships
c) Grants
d) Sales of Service
31
Kent Fire & Life SafetyS trate ig c Plan
STRATEGIC INITIATIVES
ISSUE: FIREFIGHTER UTILIZATION& STAFFING
STRATEGIC POLICY: Meet operational needs through efficient
organizational structure and provide adequate staffing levels for success.
_ STRATEGIC INITIATIVE: Identify service levels and staff
appropriately.
GOAL: Identify tasks and services that could be provided by a support
services division.
GOAL: Establish support services division that increases effectiveness
of department mission.
GOAL: Determine staffing to meet operational needs.
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Taxes —Special (Real Excise, Levy)
b) Impact Fees
c) Grants
d) Public/Private Partnerships
e) Fees for Service
32
Kent Fire & Life Safety Strategic Plan
STRATEGIC INITIATIVES
ISSUE: EMERGENCYMEDICAL SERVICES
STRATEGIC POLICY: To become an expanded,full service, community
based EMS provider, with an emphasis on expeditious, professional, and
cost effective customer care.
STRATEGIC INITIATIVE: Enhance EMS to meet customer needs
specific to our community.
_ GOAL: • Work to organize regional providers to determine service
_ delivery plan that meets regional needs and assures system
integrity.
GOAL: Provide BLS Transport services.
GOAL: Explore and implement opportunities to improve public health
through cooperation efforts with other agencies.
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Fees for Service
b) Impact Fees (Capital)
c) Grants
d) Bond Issue
e) Public I Private Partnerships
Cost Sharing I Strategic Alliances
33
Kent Fire & Life SafetyStrategic Plan
STRATEGIC INITIATIVES
ISSUE: RESPONSE TIMES
STRATEGIC POLICY: Achieve response times that provide the most
efficient and effective response to emergencies.
STRATEGIC INITIATIVE: Strive to reduce response times.
GOAL: Achieve 5-minute response time to all life threatening
emergencies.
GOAL: Differentiate emergency and non-emergency calls through data
management.
GOAL: Provide ability for responders to prioritize requests for service.
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Impact Fees
b) Fees for Service from BLS Transport
c) Public/Private Partnerships
d) Public Safety Bond (Capital)
e) Grants
Cost Sharing/Strategic Alliances
34
Kent Fire & Life Safety Strategic Plan
— STRATEGIC INITIATIVES
_ ISSUE: FUNDING
STRATEGIC POLICY: Explore and develop funding options that
maximize resources and the services they provide.
_ STRATEGIC INITIATIVE: Fund basic services through taxes and levies
and provide enhanced services desired by the public through
innovative funding.
GOAL: Identify services which fire department can recoup costs.
GOAL: Develop impact fees.
35
Kent Fire & Life Safety Strategic Plan
-- STRATEGIC INITIATIVES
ISSUE: PREVENTION
STRATEGIC POLICY: Provide high quality prevention services through
proactive approach to fire and life safety issues.
STRATEGIC INITIATIVE: Reduce injuries, loss of life, and property
damage through education, regulation, and compliance.
GOAL: Enhance/develop regulations for implementation of fire alarms
and sprinklers in all new commercial and multi family
construction.
GOAL: Provide aggressive accident and injury prevention programs.
GOAL: Educate citizens and property owners to strive for 100% smoke
detection in every residence.
_ GOAL: Continued enforcement of existing codes and regulations.
FUNDING OPTIONS: Current operational services are provided for by
existing budget policies and priorities. The funding mechanisms
listed provide enhanced and alternative funding tools in support
of the Strategic Plan.
a) Fees for Service (Legitimate Fees)
b) Impact Fees
c) Grants
d) Legislative Imposed Fines/Fees
e) Public/Private Partnerships
36
*All comments are printed verbatim, as received from the survey forms
City Survey
Citizen Stakeholders
Comments
QUESTION#10
How do you feel Kent Fire &Lie Safty should most appropriately respond to the
increased demand for service caused by regional growth?
1. As is!
2. Kent Fire & Life Safety needs grow(th) parallel to (or equal) regions growth.
3. Existing services should not be diminished as a result of addition of increased
responsibilities. Provisions should be in place to allow for gradual integration of
growth service requirements and provision of additional funding to cover
increased costs.
_ 4. With growth should.also increase tax income.
5. Expand resources (e.g. Staff and equipment) without imposing unreasonably high
taxes or levies on the residents. By(a) looking closely at the budget prioritizing
programs, services, reallocating funds, (b)reviewing fees charged for services to
builders and developers, increasing amounts when and where feasible, but being
careful not to discourage development.
_ 6. Give service as efficiently as possible.
7. Of first importance is to their own area!! Depending on their own workload
a. Low=immediate response to fire
_ b. Medium=depends on safety of own area
c. High=only on a serious fire should they respond with any free fire engines
8. Grow at the same %rate. * You people (Fire Dept. and Police) have the most
important jobs in my opinion. You are most likely to be underpaid and under
appreciated and at the same time overworked. For what it's worth THANK YOU!
9. Private pay, if you build a new apartment, you contribute to the fund to build the
new fire station. If you have fire transport, y_ou pay! And so on. Insurance
company's could be involved.
10. Redefine budget and redistribute to all community services.
11. Increase staff& equipment in high growth areas.
12. Just exactly as they have done foe all these years that I have lived in Kent, Wa.
13. Put a tax or fee on all new construction as part of the building permit.
14. As much as possible, with your budget.
15. Levies.
16. Probably need more fire trucks to cover the growth.
17. Surveys like this help create a dialog with the community. Annual, semi annual or
quarterly newsletters would also be helpful. Particularly if the general public can
be kept informed of the service levels provided and the budgetary challenges of
maintaining and improving preparedness and response times.
18. Grow.
19. More stations strategically scattered.
20. I feel as it is logical that as the area grows, so should the fire and life safety
department grow to meet the increased demand.
A-1
*A11 comments are printed verbatim, as received from the survey forms*
21. Expand with the new growth and ensure the new houses are taxed at an
appropriate level to cover costs. Bring them up to the level of service and taxes as
the rest of us.
22. Issue bonds or taxes to determine if people value (pay money) for what they want.
23. If region grows, all emergency services should grow also.
24. 1 live on James Street—I see and hear! Aid and fire trucks going up and down at
the same time—buy some 2 way radios so they can communicate— save gas &
time! Maybe even save a life!
25. The best way you can. You know what you can do best, and where you need to
make improvement.
26. Public meetings for input.
27. Maintain highly trained and motivated work force. If budget cuts are needed delay
building fancy new buildings over laying people off or delaying hiring or training
people.
28. Live with in budget.
29. Some could be volunteer firemen and women??? A type of fund-raising lottery?
30. Should grow along with regional growth by adding more personnel, equipment,
_ and stations. May have to increase prop. Taxes or other means to fund future
expansion. More personnel means more medics, actual firefighters, not"sit-down
office"paper shufflers!!!
_ 31. Locate as many Life units as possible ($) throughout the town & area. As funds
are available add fire to life locations.
32. Unsure
_ 33. Be careful to not overextend your resources with your"relationships". Also,
would recommend fundraising, like the police guild, officers unions, etc...use.
34. What to do in case of an earthquake of great magnitude.
35. Hire more help!
36. In order of priority 1)protect human life 2)prevent damage to human beings 3)
prevent damage to property 4) suppress active fires 5) aid enforcement of law
37. Don't know.
38. Increase staff and stations.
39. Should respond the best possible I just don't know the appropriately way.
40. Demand fair share of revenues through development and sales taxes, more homes,
more people and more money.
41. Increase necessary taxes.
42. I believe it'is very important that all of the questions listed be answered to the
highest degree of"very important"when the populations health is at stake, even if
it means higher taxes. Keep up the good work!
43. We believe the first priority of any level of government is to protect the safety of
its citizens. Therefore what is needed should be provided by the basic budget; not
by additional fees, levies, etc. The fire and police services are to be 1"class in
every way; supported by the basic budget. To force the citizens of Kent or any
other gov't entity to vote extra funds for basic protective services is a form of
blackmail. We believe this should be made crystal clear to the budget makers!
A-1
*All comments are printed verbatim, as received from the survey forms*
44. Increasing the budget via new taxes IF AND ONLY IF an independent auditor
(which includes citizens i.e. taxpayers) is brought in to monitor all new spending
and insure that the money is being spent efficiently and in accordance with
specific objectives that can be measured and not just spent on buying new toys for
the firemen to play with. The auditors' reports should be supplied directly to the
mayors' office and the public unedited.
45. Plan ahead.
46. Increase staffing and equipment/vehicles to meet these demands.
47. Continuous training of fire and safety personnel. Keep the equipment up to elite &
to continue construction of new facilities in our region grow in order to maintain
the 6-minute response time.
48. Since expanded growth means expanded income—expand the fire dept. to meet
the need.
49. Expand cooperative efforts with county& other agencies to increase efficiency&
save costs of delivering quality services.
5.0. The fire dept is wonderful. They came one nite after my husband fell &they were
strong and so wonderful.
51. Find an efficient, cost effective method to keep providing a very important service
52. 1- More stations staffed with trained staff and equipped with latest equipment. 2-
Increased training should be provided. 3- adequate support staff should be
_ provided to support items 1&2 above.
53. Add additional staff& equipment. Minimize investment in buildings & land.
54. Go to the same local authority(or authorities)who authorized the expenditure on
_ two new sports stadiums despite voters voting them down. Maybe you can
convince them that your needs (and mine) far outweigh the needs of rich athletes
and the idiots who go watch them. I'll get off my soapbox.
55. The city should allot more money in ratio to increase population and growth.
56. By equal growth of Kent Fire Life and Safety. Related to question#9.
57. Respond in a reasonable, organized manner— studying area, its growth and make-
up. Study should include review of present service to cover growth area.
58. Increase the size of the service. That is trained personal + equipment as needed.
59. Ask for federal funds for the number of immigrants and low cost housing, causing
many more problems to the Kent Fire and safety.
60. Refer to #8: The growth is out of control and these issues should be addressed
before more development is approved not after.
61. Tax that should be paid by apartment owners per unit they rent out
62. Tax large developers
63. Along w/residential growth we must also grow our safety programs and response
availability.
64. All fire personnel should fight fire or be able to respond. Building codes and laws
belong to the building dept.
65. Publicize needs—cite problems or consequences of not meeting needs due to
growth. Consider using volunteers if possible for some functions.
66. More fire stations—personnel—more equipment
A-1
*All comments are printed verbatim, as received from the survey forms
67. In our 44 years we have called twice, once because our carbon dioxide detector
went off+ once when my 86 year old mother had congestive heart failure—I
would have been happy to pay for both.
68. Fee on new homes/buildings to help pay for additional needs (similar to the fee
schools can charge). Bond/levy.
69. When the city considers the budget—Fire and Life Safety should be fully funded
first. There are many other areas that can be reduced or eliminated to assure the
necessities are covered.
70. Restrict growth in areas where response time is at risk. Require developers to
help fund new stations to meet the demand they are bringing to our area.
71. Continue to work on becoming more efficient with the funds provided, reduce
waste and improving on management practices!
72. As the region grows and population increases, the developers should provide
financial support for increased facilities and personnel as needed.
73. Must grow to level that equal growth requirement demands. Developers should be
required soul payment to recoup fire+ life safety demands.
74. Not sure.
75. I would support a tax not based on property.
76. Don't panic!!! People will grow and grow but don't expect more money from as
poor people or middle class people.
77. Item#9 is not the answer! The city council has the budget responsibility for city
services. They should not pass the buck! And therefore should be fully funding all
fire & other city services.
78. Become more efficient with current dollars allocated. Eliminate non-mandatory
services such as training, teaching, and the number of inspections. Eliminate the
cost of these surveys. Results are biased and inaccurate due to way questions
_ asked and by editorial statements that preceed some of the questions.
79. No opinion.
80. No comment.
81. Using the items in question 9. Volunteer programs—offer CPR classes, first aid
classes. Come to the neighborhoods to offer education.
82. Access need when arrive then hand off to private when you can.
83. I think if you use the service—pay. If you can't pay offer community service time
to pay. (Including other areas of the city to work in). Also classes on CPA to be
used as CSW. These are the people that need it and should participate to know
how to handle a situation on their own. Also CSW could be preformed by other
members of the family.
84. Kent budget must 1" focus inherently city public/governmental functions. Police,
fire, transportation, etc. Even within your department some areas may not be very
effective. Kent has a large tax pool. Additional levies are not necessarily best. At
times may be required though. You will need to have shown all measures to be
frugal 1"though.
85. Make sure Kent Mayor and City Council does not annex any more areas into the
city.
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*All comments are printed verbatim, as received from the survey forms
86. If more taxes are necessary to maintain adequate emergency care, then that is
what we must do. Increase service—If it were my child critically injured—I just
can't say cost cutting is the way—decreased staffing might just make my child
wait that critical extra time that may take his life....emergency services are
mandatory. If presented with details, I suppose I could make choices, but in this
general arena, this is what I must say.
87. Hire more staff, purchase more equipment and invest in technology to achieve
more savings.
88. In my case I would not be alive except for the excellent service me and my wife
have gotten from them.
89. Smaller sub stations located around the Kent area. Larger promoting of volunteer
services.
90. Be involved in the communities' growth planning process and accept suggestions
at community meetings. Services need to grow with the population. I would
suspect this will mean additional staff in some instances, more equipment +
expansion at other times, and less often would be additional facilities.
91. Hire additional firefighters, etc.
92. Regional growth normally includes new neighborhoods, and these neighborhoods
shall be responsible for added costs.
93. Have the city identify and cut wasteful spending. Prioritize essential services such
as fire and life safety.
94. Expand proportionate to Kent region growth and tax base.
95. Continue fire+ ems coverage & fire safety/prevention education. Prioritize
essential services.
96. Identify areas for efficiencies and cost savings. Not support growth or oppose it.
For example the recent discussion of rezoning the remaining Kent valley into
residential and/or business. We need our open areas. Growth does not mean
getting better.
97. I do not feel like I have enough information to adequately respond to this
question.
98. Kent has an inordinate amount of apartments. Added to this, I'm willing to bet
that a large percentage of emergency calls are to apartments— so, they(the
renters) or the apartment owners should pay a corresponding amount of tax.
99. Appearance—more stations, open houses, etc. the more people see you the more
apt to pass levies, taxes, etc. i.e. visiting schools and daycares—kids would tell
parents and they would see the training kids get and its importance.
100. They must "grow" with the demand for services and increased population.
Must have more staff+ equipment to meet the needs of their service area.
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*All comments are printed verbatim, as received from the survey forms*
City Survey
Citizen Stakeholders
Comments
QUESTION#1 S
What types of training, mentioned here or not, do you feel is most important for Kent Fire
&Life Safety to o[fer?
1. CPR, CERT, and First Aid.
2. Home fire safety training.
3. All
4. CPR training, home fire safety training, disaster preparedness training.
5. Training to schools. I'm a retired teacher of Vt and 2nd grades and I know that
students learned from programs presenting fire safety.
6. Entry into a burning building. Search and find inhabitants and escape building.
First aid. Maintain equipment (very important). To weave through traffic! Siren
assisted. (Editors note: This seems to be internal training, not Pub Ed.).
7. CPR/ injury training starting as young as possible. Children able to help friends
in case of injury until help can arrive. Parents able to help children, grandparents,
etc.
8. CPR, safety training, fire, disaster, strangers, animals.
9. CPR—First Aid.
10. None, all are very important— education will and can prevent disasters, like fires
in the house and work.
11. CPR training.
12. CPR training.
13. All 3 above.
14. All types.
15. CPR
16. CPR and home safety— evacuation.
17. Home fire training
18. Schools—what is learned as a child is a benefit life long. My father was a
fireman 20 years and a fire chief 3 years, and died at a fire of a heart attack. He
trained us well.
19. CPR
20. All of the above are equally important. Everyone should be trained and feel fairly
comfortable with implementing any of the above in case of emergency.
21. CPR, First aid.
22. All of them.
23. CPR, First aid
24. CPR training.
25. All public education is important.
26. Communicate between station—fire—aid—police!
27. CPR
'— 28. CPR&home fire safety
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*All comments are printed verbatim, as received from the survey forms*
29. Teaching citizen how to respond to emergency vehicles. So many don't know
_ how to move right out of the way.
30. Neutral
31. Home fire safety.
32. CPR
33. CPR
34. CPR&First aid
35. CPR Training
36. CPR training classes
37. CPR
38. Spend lots of money on prevention and education-it is much cheaper and less
painful than active fires, spills, slides, structure failures.... I have not seen any
offerings on electrical issues (in isolation) if offered let me know.
39. CPR and Home fire safety.
40. CPR Training
41. CPR
42. All are important. I cannot take part in any of the training unable at my age.
_ 43. Top-notch training for fire and life safety personnel. Education for residents
within area.
44. All above.
45. All
46. None
47. None
48. CPR, Home fire training
49. CPR, Home fire prevention
50. CPR training, home fire safety training
51. Info on `what to do in case of, `how to equip your home for emergencies', learn
the simple skills that would be helpful, CPR, any other.
52. Home fire safety& CPR
53. CPR, fire escape for each home
54. CPR, fire extinguisher training and home fire safety training.
55. CPR and home fire safety
56. CPR#1. Disaster preparedness would be #2
57. CPR
58. I am physically unable to help or volunteer.
59. CPR, home fire training
60. CPR
61. The wife & I get most of this type training through work and/or volunteer activity.
62. CPR
63. CPR
64. 1 think they are all important. I would hate to see any of it deleted.
65. Removal of hazards in yards such as sick trees/or growing near lines etc. -out
door hazards
66. Life Safety what does that include? Have heard Paul Peterson twice do speeches
-- re: office safety.
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*All comments are printed verbatim, as received from the survey forms
67. CPR training to school staff members (make this available on workshop days
and/or after school-A perfect way to improve Emergency Preparedness for all
staff.
68. CPR-in cooperation with Red Cross. Pamphlets for home safety& fire
extinguisher training.
69. CPR
70. Baseboard heater, wall heater, fire-extinguisher, escape ladder.
71. CPR Training for adults, infants, and children.
72. CPR, Fire extinguisher training.
73. Fire+ life safety in the schools.
74. Can't think of any others.
75. CPR, home fire safety.
76. General First aid training.
77. Fire prevention and training to young kids.
78. To be efficient as much as possible and to provide the swift response.
79. Awareness in school programs-we should take the responsibility to educate our
children early enough to make a difference. This happens at home and at school-
Information made available to parents through each district fire station and
through continuing education in grade school and middle school.
80. You've got your hands full with above. "Good Luck"
_ 81. None. All of these training classes are available elsewhere (such as Red Cross).
Eliminate training.
82. CPR, Fire safety
83. Prevention, first aid.
84. Any and all fire & safety training
85. CPR Training, First aid training.
86. CPR, Kitchen fire, Earthquake preparedness.
87. CPR, Fire extinguisher
88. CPR
89. All
90. All are important.
91. Earthquake preparedness
92. CPR/First aid. How to get out of a burning building (stay down, etc.)
93. Medical and response
94. At least BASIC information for all citizens is best. Knowledge is good. The
professionals should only have to deal with the true emergencies-not dumb
mistakes. Focus on reducing ignorance.
95. Disaster training/pamphlets distributed to every Kent citizen outlining steps to
take in an emergency, etc.
96. All of the above.
97. You have identified the main ones I feel are important.
98. CPR, Home fire safety
99. Home safety, fire prevention, disaster preparedness.
100. All of#14 above.
-- 101. To children and schools-as they tend to be more receptive to learning and
listening.
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*All comments are printed verbatim, as received from the survey forms
102. Preventive safety&what to do in an emergency.
103. All are important, which is most important, I can't answer that. Which of the
services "you need"is most important at the time of your need. Each and every
one are important.
District Survey
Citizen Stakeholders
Comments
QUESTION#10
— How do you feel Kent Fire &Life Safety should most appropriately respond to the
increased demand for service caused by regional zrowth?
1. I'm not sure but when my husband needed help they were right here—thankfully
they weren't needed in all the other areas at once. My husband died in Sept.
2000, but when I did have to call for help time was very important.
2. Seems to me that"regional growth"would go hand in hand with the ability to
_ raise funds. More people to serve=more people to pay taxes. What's the
problem?
3. Do the best you can by budgeting well. Good use of our taxes. More growth—the
_ more taxes you receive.
i 4. Tax the builders or new homeowners. Maybe you could place a fee on new home
construction. Soos Creek Water and Sewage levied a fee on my home for the cost
of new sewage treatment facilities. It is a 20-year fee/tax that I have been paying
for. I think it is a fair tax because the people who place increased demand on
services have to pay for the new facilities to service them.
5. Increased personnel and equipment.
6. Expansion.
7. Increase resources.
8. The programs you have in place now seem to work. I do not have the working
knowledge of your district to suggest change.
9. Maybe like some school districts do—for those moving into new homes there
would be an added fee upfront for growth.
10. I feel there needs to be a few more fire stations built in the area of Kent and
maybe more trucks and equipment added to existing stations.
11. Better radius per station—currently the 116`h station is no more than 1 mile from
our home but we have been told the#1 station to respond to our neighborhood is
the 132°a station. Put more pressure on Kent &King County to eliminate
fireworks in residential areas.
12. Increase staff as needed &build additional firehouse along with equipment. Fund
raisers locally, getting the community involved, through business, schools, and
clubs.
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*All comments are printed verbatim, as received from the survey forms
13. We need to have new stations built because we can't afford to lessen quality of
service. We also need to maintain quality of equipment.
14. Hire more firemen. Have more units available at the "Covington" station around
the clock.
15. Hire more firefighter—when you hire make sure to hire some blacks for the job. I
have not seen one yet on your department.
—' 16. The revenue generated by the growth(new homes etc.) should be enough revenue
to pay for additional resources.
17. The best you can. I always make donations to the fire department & aid cars. I
know you do a great job and if you need an increase in funds you should have it.
18. Add more employees & community training.
19. Have developersibuilders pay for the additional resources needed due to regional
growth—just as they must currently pay for road improvements (turn lanes, traffic
signals, sidewalks, etc.) necessary to handle additional traffic.
_ 20. Not able to judge.
21. Make new developers pay for increased growth to the area rather than keep
raising taxes on existing Kent residents.
22. Levies and property taxes.
23. Convince the public that these systems are crucial for all of us and that sometimes
(usually) funding must correspond with area growth. The public attitude that
wants "something for nothing" is ludicrous and dangerous. Show us statistics
(growth, etc.) and budgets (how the district is run, how much funding has been
increased, etc.)
24. Don't know.
25. increased staff/equipment, - updated training
26. Development tax—the correct tax I pay should cover support for my area, not
stretched to cover growth, increases should be for increases in cost of services for
my area only.
27. 1 live in Covington, as such the Kent/District 37 and Maple Valley District 43 (i.e.
Station 83) should divide the area, and also cooperate in handling emergencies.
I'm not sure additional stations are needed in the immediate area, however, North
of 240`" and Peter Grubb road could use one. Up to date equipment is a must;
along with trained staff to use them properly especially the diagnostic type. As
far as funding, I think there should be a yearly drive to raise funds directly from
the public. But that takes away from a predictive budget!
28. New facilities should be built to respond to growth. New developers should
shoulder the cost as part of the building approval.
29. 1 see a new station going up on 208`", so I think your responding to growth. I think
you and police should be paid more in salary for having your lives on the line.
30. The fire dept., medic 1 & 911 is a must for all.
31. No comment.
32. There should be a fee which every developer should have to pay for each and
every house they build. The existing residents should not have to bear the
additional expenses brought on by developers making money putting in hundreds
of new homes and apartments. Medic One is vm important to me.
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*All comments are printed verbatim, as received from the survey forms
33. The District should look into other county& state district to see how there state
handles the growth and the mistakes they may have made for the future. Good
Luck, God Bless.
34. They need to grow within the amounts generated by the growth.
35. Through cost savings & then levies, etc, showing every effort has been used to
affect savings.
36. Either add to existing fire stations, or build new ones.
37. Hire more men and women for this great job that you all do.
38. Probably build additional facilities, hire additional people, purchase additional
equipment, take more training.
39. Vol. Fire fighter program—make a call for more people, provide training,
placement of support for the increase.
40. Ask for what you need from the appropriate office or county agency and do your
best with what you have. That is all you can do.
41. Keep doing what you are doing. Saving life is #1 and you all do just that. Keep up
the good work. God Bless You.
42. I strongly believe your department service crews and personnel head counts have
to grow together based upon our regional population needs. I can sleep with my
kids at night and days because we feel safely protected by your service. You are
one terrific group!
43. Limit growth until services can be provided. Services include reasonable traffic,
etc.
44. The main responsibilities of city/county/ state government are education,
transportation and safety. Levies should not be required for those responsibilities.
A levy should be for public art, etc.
45. Don't know.
46. The new growth area should provide the funds with normal taxation.
47. Triage
48. Costs for all public services (roads, fire protection, etc....) should all be initially
funded by developers and should be planned &provided before they are actually .
required. Sustaining support should be funded by an equitable tax base.
49. Obtain additional funds to support the requirements for growth.
50. Better public information, better training, better equipment, alliances with private
ambulances where appropriate, more personnel (last resort).
51. Ask for more money& fireman personnel, plus new equipment.
52. More staffing and continuous training—more funds to support staffing
requirement. (I have very high regards and respect for the Kent Fire Dept. They
have always provided great and caring services!) Thank you always!
53. Inform neighborhoods of services available. Offer training/education. Clarify
which is MV Fire + Life Safety+which area is Kent F+L Safety.
54. By informing public in an ongoing manner about the increased needs. Don't allow
this problem become so large that the public only finds out when they are faced
with a huge financial burden without prior knowledge.
55. Expand at least equal to growth.
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*All comments are printed verbatim, as received from the survey forms
56. All stations, equip, personnel when+where this growth is paid for by the
increased tax base. Concentrates on fire suppression—all other features are
secondary.
57. Use money wisely. More staffing.
58. Property taxes are so high now, I would like to see better utilization of my taxes.
Police and fire services are at the top of my list!
59. Any way that they can.
60. Staff sufficiently for the needs.
61. I would like my property tax dollars to go to fire and life safety services for all
increased population growth.
62. I feel it is very important to maintain and improve the already excellent fire
district support. This can be done by communication+ support from levies.
63. Just keep up the good job—as it is a wonderful crew. My husband just recently
experienced the greatest professionals when stopped by to have his blood pressure
_ taken (which was very, very high) They might saved his life at that day, with their
advice and willingness to transport him to the nearest hospital A.S.A.P. Thank
you and God Bless. Wife. Julie D.
64. Require adequate level of staffing/ acquisition of necessary equipment and
related resources/leadership to implement necessary plans, programs, etc.
65. 1 am a former Coast Guard Search &Rescue skipper, thus I am biased in your
interest. Having served in an under funded and shorthanded agency I am almost
always for reasonable expansion of safety services. Education. Let people know
how many households are served by a single location!! It might be a sobering
thought. Under 7 minute response is awesome, but lack of oxygen to the brain is
crucial. I would love to see 5 minute response, +would vote to support it.
66. You will have to build more or larger district facilities. Hire more staff.
67. Stations & staffing need to grow with the community.
68. Increase triage expertise before responding to calls-
69. Strategic placement of stations. Possible courses thru school districts for
individuals having interest in pursuing career in firefighting and prevention so
that more qualified applicants would be available.
70. By maximizing and fully utilizing existing manpower, equipment, and facilities.
You could also eliminate the self serving questionnaires, such as this one. Where
it is obvious the simplistic questions and answers are intended and will be used to
indicate a"public desire" as justification for a larger budget.
71. I believe#8 is very important and the way to respond for#3 1 put 9 to 10 min.
because I don't see how it could be less for us as we are at an edge of the district,
but I would like it to be less.
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*All comments are printed verbatim, as received from the survey forms
District Survey
_ Citizen Stakeholders
Comments
QUESTION#1 S
What types of training, mentioned here or not do you feel is most important for Kent Fire
&Life Safety to offer?
1. How to stay calm.
'- 2. Training that targets the root cause of the fires you respond to in the district ie.
training that should have a pay back in fire prevention.
3. CPR, Home fire safety training, fire extinguisher training.
4. CPR and public ed for schools and kids.
5. Earthquake preparedness, basic life support or basic first aide.
6. Fire extinguisher training.
7. First aid training would also be beneficial.
8. All 3.
_ 9. No comment.
10. Home fire safety training is most important to me. Most extinguishers come with
book with instructions and you can get CPR training at other places.
11. Household fires—do's and don'ts. We have been the victim of arson which was a
reality check. I also don't believe the public really knows everything you do—
covering furniture with tarps, saving animals (in our case the cats were given
_ oxygen by the firemen, etc.) I don't know if you have fire safety programs in
schools, but I would be more than happy to donate an album of before and after
pictures and newspaper articles related to our arson if interested. Sue (phone
number).
12. CPR training on all ages of people.
13. CPR
14. CPR, First aid.
15. CPR
16. CPR/Home fire safety
17. CPR training
18. CPR
19. CPR/First aid—at—home, car, mountains or for others. How little or how much
is ok-
20. CPR and regular first aid
21. CPR Training
22. CPR Training
23. CPR and fire safety
24. All are important to safety
25. CPR—Home fire safety
26. What to do in case of natural gas leaks, what to do in case of heavy bleeding,
what to do if someone has asthma or oxygen depreciation.
27. CPR&Home fire safety.
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*All comments are printed verbatim, as received from the survey forms
28. Difference between, chemical, gas, wood fires &what to do. Provide cupboard
door size plastic info sheet of what to do for certain fires, CPR, first aid &phone
numbers for poison, 911, fire, doc. Etc.
29. CPR Training, home fire safety training, fire extinguisher training. All important.
30. Schools. Keep talking about it and what to do. Practice often.
31. I receive CPR training at my worksite, so I feel the Kent Fire & Life
Safety/Dist.#37 should offer other types of safety training.
32. CPR
33. Home fire safety& CPR
34. Keep your public education programs at malls, school fairs. Open house's. We
have a son, now is in this area of work.
35. First aid Training
36. CPR and all safety training
37. Personally, I have a child with diabetes and would like training for schools,
neighbors, etc how to help him if he needs it. Also, if he were to collapse on the
playground at school, they do not administer glucagons, they will only call 911,
unfortunately.
_ 38. 1st Aid
39. CPR Training
40. Awareness through education and training.
41. I can't think of any.
42. More CPR for early teens on weekends training or summer time. More school
kids fire extinguisher, fire safety training.
_ 43. CPR, all three
44. CPR&Home safety.
45. CPR
46. All, but especially fire extinguisher& home fire safety training.
47. Responding to fires.
48. As above, plus earthquake prep training.
49. CPR training.
50. Home fire safety.
51. CPR& Home fire safety.
52. CPR
53. CPR and all the others.
54. CPR training.
55. FEMA/ CERT Training
56. Earthquake preparedness training, haz mat training, Utilities training(i.e. natural
gas, electricity) proper use/disabling.
57. Education for children, on fire issues.
58. The appropriate training of how and when to administer Epi-pens.
59. CPR&Home fire safety.
60. All of the above are extremely important.
61. Hazardous materials, pollution control, household threats.
62. CPR-First aid- make people self-sufficient+responsible for themselves.
63. CPR, Fire extinguisher training
64. CPR
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*All comments are printed verbatim, as received from the survey forms
65. CPR/First aid
66. Triage
67. Fire extinguisher & home fire safety should be 1 class, both important. Courses
mentioned in Question (10).
68. Earthquake preparedness +response.
69. All of the above. CPR is most needed. Public education is very important, because
of it I have been able to stop 3 fires in my lifetime because what to do was
automatic due to training in school. (smother the fire—wrap a person &roll &
don't put water on grease fire)
70. All of the above.
71. Home Fire Safety.
City Survey
Business Stakeholders
Comments
QUESTION#10
How do you feel Kent Fire &Life Safety should most appropriately respond to the
increased demand for service caused by re i� o� nal growth?
l. Hire more experienced people. Buy more equipment. My part as a registered voter
would be top vote yes on levies &taxes to ensure proper funds to become
available.
_ 2. Increase budget to cover increase in demand.
3. Merger of small cities/districts to larger ones. Eliminate more Bat Chiefs and
above add Captains. Let combat crews do more admin work. More cooperative
agreements with adjoining depts. Bat Chiefs &Admin don't put out fires or due
CPR. Go back to highly trained volunteers for secondary or back up duty. 100%
full funding+ 100%manned equipment is to cost prohibitive for today's
conditions.
4. We (the district) has to grow to meet those needs.
5. When I become convinced the city has eliminated all wasteful spending from their
— budget, only then will I support higher taxes.
6. By adding staff as necessary!
7. I'm not qualified to advise but do my best to support you.
8. Good job
9. May have to build strategic stations in areas of growth.
10. Why don't the increased taxes from more people take care of it?
11. Expand services where needed.
12. See#7,8,9 of this survey. (nothing written)
13. Increase staffing, and equipment, and fire stations.
14. Maximize your resources just as a successful business would.
15. Hire more qualified people.
16. Must staff as needed.
17. Additional officers and even additional facilities as needed.
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*All comments are printed verbatim, as received from the survey forms
18. Fund needed resources through fee increases and other"user" fees rather than
through general tax increases. Elderly are unfortunately in a position where they
rely on 911 type help—we should not hit those who can least afford the help i.e.
increase fire permits, fees on new construction fees.
19. Larger fire department, more workers.
20. More $, more staff, more training.
21. Increased budget from City Council.
22. Don't know.
23. I would think you would plan ahead for these increases, and at a certain level you
would build or add to the present service. Long time customers shouldn't have to
bear the majority of the burden.
24. I feel the City of Kent has kept up with regional growth demand +will continue
to implement measures to keep up with newer demands.
25. In a timely manner.
26. Build fees for new stations into the costs of new developments. Let the people
that want the new development pay for the info-structure.
27. There are some houses in town that have enough trash piled up around the houses
_ + in the yards that would be an arsonists dream! They have been this way for
several years. While this may not be of high importance, why doesn't the city
have these people clean up these areas or fine these people.
28. Build more facilities—increase qualified staff/educated/trained firefighters. City
&the people should support and fund any improvements to and for Kent Fire and
Life Safety. Without these brave men and women a lot of people and property
would not exist today!
29. Add more stations.
City Survey
Business Stakeholders
Comments
QUESTION#15
What types of training, mentioned here or not do you feel is most important for Kent Fire
&Life Safety to offer?
1. CPR training. Home fire safety training. Disaster preparedness training.
2. First aid, CPR, Water safety.
3. Use of fire extinguisher(required in all occupied bldgs.) CPR. Basic First aid.
What causes home fires (stupidity).
4. Fire Prevention. CPR. Dealing with small fires
5. CPR—Child safety
6. Everything look good. .
7. Other basic common type first aid such as water safety+drowning.
8. CPR, home safety training
9. Those mentioned above cover the most important items.
10. See #14.
11. CPR
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*All comments are printed verbatim, as received from the survey forms
12. Home fire safety, CPR training, natural disaster training.
13. Look like you have done a good job of covering it all.
14. All of the above.
15. Home fire safety, procedures after a fire alarm goes off, evacuation, etc.
16. Home fire safety.
17. No /opinion.
18. All of the above & disaster preparedness.
19. CPR
20. CPR, Emergency Education, Trauma education, Triage, Fire fighting and
extinguisher use, ( I am a retired Navy corpsman)
21. Fire Extinguisher
22. All the above listed.
City Survey
_ Senior Stakeholders
Comments
_ QUESTION#10
How do you feel Kent Fire &Life Safety should most appropriately respond to the
increased demand for service caused by re ional growth
-
1. Continue to provide the best possible service at the present time and continue with
efforts to plan for growth and demand.
2. 1 know it would only be a drop in the bucket, but I think the senior population will
respond at a volunteer level to assist. $$$ are tight, but many of us have time.
3. More stations and more employees.
4. I would leave this to the experts.
5. Grow with it.
6. 1 think they are prompt and can only do what they can.
7. Do the best you can, have back up service. Your service is very good, but more
people, build and more all the time.
8. Increase dept. strength. Get that"mayor"to forget about an opera house and raise
money for your people!
9. 1 really don't know.
10. Taxes
QUESTION#15
What types of training, mentioned here or not do you feel is most important for Kent Fire
&Lie Safety to offer?
1. Safety and knowledge (Public Ed. Programs) especially for younger citizens.
2. Any or all above.
3. All
4. You are doing good.
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*All comments are printed verbatim, as received from the survey forms*
5. From the services they have performed in our complex I feel they are very
efficient and fast in doing their jobs.
6. All of them would be very helpful to all. Wish I was younger; you do good work,
Bless you all.
7. All of them.
8. Living in apartments I think it is necessary for tenants to know how to get out of
the building the easiest way, especially when they live on the 2nd, 3rd, & 4th floors.
We have a lot of people on walkers and canes and mechanical carts. I feel it
would be a very good thing to have the Department come to all the apartments'
and demonstrate!! Titus Court tenant
9. Talk to apt buildings, etc.
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2000 Census Profiles Washington King
Kent State County
Total Population 79524 5894121 1737034
Male 39440 2934300 864457
Female 40084 2959821 872577
< 5 years 6676 394306 105321
5 to 9 years 6467 425909 111162
10to 14 years 5743 434836 109992
15 to 19 years 5279 427968 108261
20 to 24 years 6074 390185 116597
25 to 34 years 13873 841130 294443
35to 44 years 13955 975087 308823
45to 54 years 10072 845972 259136
55 to 59 years 3293 285505 83442
60to 64 years 2254 211075 58085
65 to 74 years 3201 337166 88884
75to 84 years 2006 240897 68348
85+ 631 84085 24540
Median Age 31.8 35.3 35.7
18+ 57513 4380278 1346388
62+ 7125 782897 214618
65+_Male 2401 281985 75269
_ 65+_Female 3437 380163 106503
1 Race 75253 5680602 1666535
White 56307 4821823 1315507
Black/AA 6547 190267 93875
Al or Alaskan Native 777 93301 15922
_ Asian 7489 322335 187745
...Asian Indian 1380 23992 15827
...Chinese 951 59914 45018
...Filipino 1586 65373 33714
...Japanese 579 35985 21455
...Korean 836 46880 20005
...Vietnamese 1309 46149 27484
...Other Asian 848 44042 24242
Native Hawaiian and Other PI 608 23953 9013
...Samoan 245 8049 4182
Other Race 3525 228923 44473
2 or More Races 4271 213519 70499
Total Population 79524 5894121 1737034
Hispanic or Latino (of any race) 6466 441509 95242
Not Hispanic or Latino 73058 5452612 1641792
...White alone 53964 4652490 1275127
A-2
2000 Census Profile p.2
Washington King
- Kent State County
Total Population 79524 5894121 1737034
In households 78826 5757739 1699415
...Householder 31113 2271398 710916
...Spouse 14036 1181995 329768
...Child 24201 1691535 449002
......Own child under 18 years 20204 1385475 359586
...Other relatives 3881 236631 73758
......Under 18 1196 85991 21521
...Nonrelatives 5595 376180 135971
......Unmarried partner 2286 139469 45562
--------------------------------------------
_ In group quarters 698 136382 37619
...Institutionalized population 165 57218 12525
...Noninstitutionalized population 533 79164 25094
Total Households 31113 2271398 710916
Family households (families) 19591 1499127 419959
...With own children under 18 11057 742481 201897
...Married-couple family 14036 1181995 329768
......With own children under 18 7268 541636 150574
...Female h'holder, no husband present 3976 224618 64184
......With own children under 18 2875 146920 38571
Nonfamily households 11522 772271 290957
...Householder living alone 8871 594325 217163
......Householder 65 years and over 1804 184924 53120
Households with persons under 18 11834 799102 216321
Households with persons 65+ 4314 463007 128171
Average household size 2.53 2.53 2.39
Average family size 3.15 3.07 3.03
Total Housing Units 32488 2451075 742237
Occupied housing units 31113 2271398 710916
Vacant housing units 1375 179677 31321
- ...For seasonal or recreational use! 94 60355 5234
Homeowner vacancy rate (percent) 1.1 1.8 1.2
Rental vacancy rate (percent) 4.9 5.9 4.2
Owner-occupied housing units 15178 1467009 425436
Renter-occupied housing units 15935 804389 285480
Owner-occupied h'hold size 2.7 2.65 2.6
Renter-occupied h'hold size 2.38 2.32 2.08
A-2