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City Council Packet 03-13-2012 Special
CITY OF PLYMOUTH AGENDA SPECIAL COUNCIL MEETING MARCH 13, 2012,5:30 p.m. MEDICINE LAKE CONFERENCE ROOM 1. CALL TO ORDER 2. TOPICS A. Fire Study B. Set future Study Sessions 3. ADJOURN Special Council Meeting 1 of 1 March 13, 2012 aty of Agenda 2APIymOuthNumber: Iridin, Qphty da Life To: Mayor and City Council SPECIAL COUNCIL MEETING From: Laurie Ahrens, City Manager March 13, 2012 Item: Fire Department Draft Services Report 1. ACTION REQUESTED: Review the draft Fire Services Report and provide direction. The report is provided in draft form so that the Council can request additional data or analysis, which will be incorporated in a revised version of the report. A progress report on the most recent Fire Task Force recommendations made in 2000 is also attached. 2. BACKGROUND: The Fire Department drafted the attached Service Delivery Report which provides facts, observations, and recommendations. A basic question for the City Council is whether the current service levels are satisfactory. If yes, then staff will continue to monitor service levels and make adjustments as needed to maintain our current service levels. If not, then it would be helpful for the Council to provide a desired service level for staff to benchmark. The report raises many issues to consider -- Hiring/Recruitment -- How can we improve our hiring process? Should it be less rigorous so we do not lose good applicants? Should the hiring process be supported more by Human Resources to free up firefighter time? Should we consider joint hiring with another community? If we add duty crew hours to the model, should we again hire for duty -crew -only firefighters to expand our pool? Should we give preference to hiring applicants who work in other departments or preference to those who do not? How has the duty crew model impacted hiring? How has this model impacted our traditional paid -on-call firefighters and retention? Is retention a problem? Maybe retaining 60% of firefighters after 10 years, when considering the nature of today's workforce and the position being part-time, is positive.) How would recruitment and retention be impacted under the scenario of a 24-hour duty crew? Workforce — What is the right mix of paid -on-call and full-time firefighters? Which should handle supervision? Should we increase our authorized strength and, if so, by how much? How has our workforce profile changed and how does that impact our service model and the pension assumptions? (many of our firefighters currently work for more than one department), Should we evaluate a shared administrative model for cost savings and to free up firefighter time (Fire Dept. operations continue as a department; payroll, purchasing, recruitment, hiring, training, and administrative matters done jointly with Police or with another fire department?) What are the costs/benefits of moving the administrative offices to a fire station? Should we evaluate shared service models for the longer term to evaluate shared personnel (with other cities), shared Page 1 equipment, in -sourcing options, and out -sourcing options? What is the cost estimate of the full - range of service options from fully paid -on-call to fully full-time? Services -- Should the fire department provide more services? Less services? How do the services provided impact recruitment, retention, response? Should our response protocol be changed? What is the expectation if duty crew hours are expanded overnight — work? sleep? personal/business? Response — Have response times and response numbers improved or worsened since the last services report? What has been the impact on response times and numbers related to mutual aid and auto aid? What is the average response by type of event? How does this compare to the prior report? What is the actual response for fires and rescues, and how does this compare? Could we invest in technology to better analyze our response to certain call types? Is it a concern to have two distinct response times — duty crew and non -duty crew? Is growth in the northwest area a concern in terms of response or number of events? Are there concerns with our existing mutual aid and auto aid responses? Financial Impact — What is the financial impact as it relates to the various options? How would this affect the operating budget, future capital expenditures, and tax levies? What would be the increase to the tax levy, or what existing services would be eliminated to fund the increase? Given the changing workforce identified in the report, what is the right mix of pay/pension to attract firefighters? To retain firefighters? Many of these issues are inter -related and complex. For example, the Fire Relief Association has discussed requesting a pension increase. This decision significantly impacts (and is impacted by) recruitment efforts, retention percentages, and future service models. If additional analysis is desired, our new Administrative Services Director has significant experience in financial analysis and may offer some assistance with the next steps of the study. Also, any change to the service model impacts the firefighters and could impact the relief association pension assumptions. If a new service model is contemplated, there should be opportunities for input by the firefighters and impacts to the relief association pension should be discussed. This should be a careful, deliberate process as it is important to maintain this core service and budget impacts may be significant and long-term. Page 2 THE PLYMOUTH FIRE DEPARTMENT SERVICE DELIVERY REPORT & RECOMMENDATIONS FOR FUTURE SERVICE March 2012 Page 3 Executive Summary This study was undertaken to better define the issues affecting our fire department; specifically the recruitment and retention of paid -on-call firefighters, citywide response time, including the ability to provide a predictable and consistent response model and adequate distribution and concentration of fire stations. This study will also offer options to strategically plan for future service. Issues that impact the delivery of service include: The recruitment of paid -on-call firefighters continues to hamper our efforts to maintain sufficient number of paid -on-call firefighters. Restrictive areas of recruitment and the changing nature of volunteerism impact our ability to attract suitable candidates. The department has never reached its authorized strength of 78 paid -on-call firefighters. Over the past 10 years, the average number of has been 68 paid -on-call firefighters. Retaining adequate numbers of paid -on-call firefighters continues to challenge this department. The department struggles with maintaining a suitable response force of paid -on-call firefighters. In the last 10 years, 84 members have been hired. Of these hired, 40.4% have since left the department. The long-term sustainability of the current paid -on-call model is questionable due to our inability to consistently retain a needed paid -on-call staffing strength of 78 firefighters to operate from our current three fire stations. Response times vary by time -of -day, day -of -week and are inconsistent citywide. Our two-tiered response system, staffed station and traditional page -out, offer two distinct levels of service; providing inequitable service levels throughout the community. Staffed station response times average 6:42 (five year average) compared to page -out response times of 11:27 (five year average). The traditional page -out model of response offers little predictability, consistency or dependability in providing an effective firefighting force. The Plymouth Fire Department's standard of response measurement is our ability to place 10 personnel on -scene within 10 minutes of dispatch on 80% of emergency events. Since 2007, the department has met or exceeded this response measure on only 2 Page 4 12% of responses despite the use of automatic mutual aid, traditional mutual aid, and the response of on -duty career personnel. A future fourth fire station has been proposed to provide coverage in the northwest area of the city. We are quickly approaching the decision point in determining the need of a fourth fire station. If a fourth station is added, we question the ability to adequately staff this station for sustained service due to difficulties in recruiting and retaining paid -on-call firefighters. Several alternatives may be considered in strategically planning our future service. These include: Staffing two fire stations using available paid -on-call firefighters working scheduled periods of time and expanding staffed station coverage to a 24/7 operation will provide an assured response and equitable response times citywide. Staffing one fire station using available paid -on-call firefighters working scheduled periods of time and expanding staffed station coverage to a 24/7 operation will provide an assured response. Response times will improve, however inconsistency will still exist in equitable response times citywide. Add a fourth fire station and continue to provide services with a mixed staffed station and traditional page -out system of response. Citywide response times will continue to be inconsistent with little assuredness of providing consistent or dependable service on a 24/7 basis. Long-term system sustainability is questionable due to difficulties in recruiting and retaining adequate numbers of paid -on-call firefighters. No change in staffing and operational model. Continue a mixed staffed station and traditional page -out system of response. Citywide response times will continue to be inconsistent with little assuredness of providing consistent and dependable service on a 24/7 basis. This option does not include the addition of a fourth fire station. 3 Page 5 The department seeks direction in two policy -level decisions. 1. Should our customers receive an equitable level of response during all hours and days of the week? Our two-tiered response model currently delivers an unpredictable and inconsistent response; delivered in two distinct response times. 2. Based upon our recruitment and retention trend, should the city construct a fourth fire station (if/when needed) considering long term system viability? Providing a sustainable response system over the long-term; affording assured and equitable citywide service is the goal of fire department staff. 19 Page 6 TABLE OF CONTENTS ExecutiveSummary....................................................................................................... 2 Introduction....................................................................................................................6 Background Information................................................................................................. 6 Recruitment and Employment Process 9 Retention......................................................................................................................13 Response Time and Deployment.................................................................................16 Fire Station Facility Studies..........................................................................................22 Conclusion and Recommendations..............................................................................26 Appendices..................................................................................................................33 I. NIST Study — Fire Growth............................................................................ 34 II. Response Time Maps.................................................................................. 38 a. 6 -Minute Response Time (2 -station model).......................................38 b. Response Times (Single -station model)............................................39 c. 6 -Minute Response Time (3 -station model).......................................40 d. 6 -Minute Response Time (4 -station model).......................................41 III. Local Service Model Sample........................................................................42 IV. References...................................................................................................43 111 Page 7 Introduction It is the intent of this study to educate and inform the reader of the current and anticipated response capabilities offered to the city and establish response expectations to assist the department in strategically planning and preparing for the future. Recommendations are guided by our desire to encourage innovation and customer service, recognize fiscal limitations and identify cost savings by incorporating past performance and trend analysis to predict future opportunities, and promote a response system capable of meeting critical industry standards. The Plymouth Fire Department is not a "business as usual" organization. We are committed to a philosophy of continuous improvement, and we work diligently to realize our full potential. However, we recognize that as our city grows, so to does its fire protection and emergency response needs. This report will provide several recommendations for positioning the department to continue to meet current and anticipated needs. Background Information The Plymouth Fire Department is a paid -on-call agency that provides fire protection services for the 70,576 residents of the City of Plymouth. The department addresses the fire protection and emergency service needs in our community with an authorized strength of 78 paid -on-call firefighters, operating out of three fire stations. Annually, the department responds to on average 1,410 service calls each year (five year average). The City of Plymouth has rapidly grown since the department was established in 1960. In 50 years, the population has increased from 9,576 to 70,576 residents and the community has changed from a predominately agrarian community to one of light industry and technology. Seventy-one paid -on-call firefighters and five career firefighters addressed the fire protection needs of a diverse and changing community in 2011. The department responded to 1,536 calls for service. 6 Page 8 Although firefighters are not required to live in Plymouth, most do. Each firefighter must maintain a six -minute travel time to his or her assigned fire station. Firefighters must also attend 30% of their station's fire calls, measured on a quarterly basis. Additionally, all members must maintain state certification at the Firefighter II level and attend a minimum of nine training sessions each six months. Firefighters are compensated for the time that they spend in training, responding to calls for fire service, providing fire prevention education and attending special details. The 2012 wage range for paid -on-call firefighters is $11.19 - $13.73 hourly. Paid -on-call firefighters are not full-time city employees and subsequently are not eligible for city - sponsored benefits such as health or dental coverage. However, after 10 years of service, firefighters are eligible for a pension through the Plymouth Firefighter's Relief Association. Until 1997, the department was modeled on a traditional page -out call system to alert its firefighters. In 1997, the department began a trial program of staffing one fire station for a six -hour period of time, five days per week. This staffed station program was initiated due to low day availability of firefighters, the unpredictability of adequate staff and long in-service and response times. This staffed station program has become known as the Duty Crew Program and was one of the first such programs in Minnesota. The department's Duty Crew Program is a variation of the organizational style of a paid - on -call fire department. Using current personnel, the department schedules firefighters to work blocks of time during the city's peak call volume times. Since 1997, the program has grown to its present coverage of 6 -days per week, 15 -hours per day. The hours of operation for the Duty Crew Program are currently 6:00 a.m. to 9:00 p.m., Monday through Saturday, with the time divided into five, 3 -hour shifts. In 2011, the Duty Crew responded to 72% of the total call volume. 7 Page 9 The Duty Crew Program provides assured response, predictable staffing and reduces response times. This program has become very popular with the paid -on-call firefighters with over 85% participating on a monthly basis. Today, the Duty Crew model covers 54% of all hours per week. Since the inception of the Duty Crew concept, several cities have followed suit and have adopted a similar model for their operations on a 24/7 basis. This model has allowed the cities of Brooklyn Park, Minnetonka, Maplewood, St. Anthony, and Roseville to retain their paid -on-call organization while providing consistent and reliable services. Non -Duty Crew hours of coverage are provided through a traditional page -out system. Currently, the department provides two distinct levels of service to our customer, one which is assured, predictable, consistent, and the other dependant upon having a sufficient number of paid -on-call members available to respond to a fire station to answer the call. 8 Page 10 Recruitment and Employment Process Recruitment: The most significant challenge that a paid -on-call fire department faces is its ability to secure and retain a professional staff from the community that it serves. Despite the increase in call volume and population, the number of paid -on-call firefighters has remained relatively constant throughout the last 10 years with an average of 68 firefighters serving per year. Firefighter Staffing 7s 76 v 74 72 70 v 68 POC FFs 66 64 62 60 N M t LO CD ti 00 O) O O O O O O O O O O O O O O O O O O O N N N N N N N N N N Year The department has never reached its authorized strength of 78 paid -on-call firefighters. The challenge of recruiting paid -on-call firefighters is rooted in the demanding standards intrinsic to the career of firefighting, changes in civic duty, beliefs and responsibilities, increased time demands, changing generational expectations, "graying" of the workforce, economic pressure, social commitments, modern lifestyles and community demographics. These challenges pose significant barriers that impact the delivery of fire protection service and impede the fire department's ability to recruit firefighters. Recruitment of volunteer/paid-on-call firefighters has been identified nationally as a concern. In a 2007 report by the United States Fire Administration, Retention and Recruitment for the Volunteer Emergency Services, Challenges and Solutions, study authors state, "many 9 Page 11 fire departments across the Nation today are experiencing more difficulty with recruiting and retaining members than ever before" (2007, p.1). The report also cites a 10% reduction in volunteer firefighters nationally since 1989. With the changing fire protection needs of the city, the demand for diversification of services and the corresponding increase in state and federal training mandates, the committed time (time required to respond to fire calls, attend mandatory training activities, carry out administrative duties, manage personnel issues, and participate in station maintenance) of the Plymouth paid -on-call firefighter, is likely to increase. Over the last five years, the average time commitment of paid -on-call firefighters is 32,507 hours per year. Unable to compromise on their full-time employment outside of the department, firefighters must compromise on family, social and civic obligations to be able to meet the increasing demands of the department. This time commitment will continue to hamper our efforts to recruit qualified and interested candidates who are able to work as responders. The fire department membership is reflective of the city demographics. We are not immune to the aging (graying) of the workforce and expect several members to retire as the economy improves. Though we have experienced success in recruiting the mature" candidate to serve as a firefighter, we also can anticipate a shorter fire service career based upon their age at entry. Employment Process: The department hires paid -on-call firefighters based upon travel time requirements to a Plymouth fire station; those who can maintain a six -minute or less travel time are considered for employment. This time restriction is based upon our desire to reduce response times. This limits the number of prospective candidates that may apply for paid -on-call positions. Firefighters are mandated to work a minimum of six hours of Duty Crew Program hours on a monthly basis. Firefighters also attend calls for service during non -Duty Crew hours of operation. 10 Page 12 The department has also hired firefighters to serve on the Duty Crew Program. Those who are specifically hired for the Duty Crew Program must maintain a 20 -minute or less travel time to a Plymouth fire station. The department has not hired firefighters exclusively for the Duty Crew Program since 2008. The Plymouth Fire Department functions like any professional organization in its hiring process. Candidates must be able to pass job-related performance tests, succeed in a personal interview, be able to commit to active duty requirements and be exemplary in character to be eligible for the position. Physical agility, psychological, medical screening and criminal background checks must also be passed. In 2008, the department's recruitment process was revised to include more personal and frequent contact, outreach to the candidate's family and a well publicized timeline. This revamped process changed the philosophy, focus, and marketing to be more predictable and personable. The department publishes a clear, year-long timeline for application submittal, informational meetings, interviews, testing and hiring. This timeline allows applicants to know what to expect every step of the way and adds predictability for those interested in the position. The process also allows recruits to receive frequent, timely, personal, electronic and written communication from the department. Several informational meetings are offered to prospective candidates. These meetings provide opportunities to learn about the department, position requirements, expectations, and the hiring process. The meetings feature current paid -on-call firefighters who share their experiences and discuss the benefits of joining the fire service. Candidate's families are encouraged to attend these informative sessions. Though the department attracts a suitable number of applicants for paid -on-call positions, a majority drop out of the process prior to job offers. This trend, as well as overall recruitment results, has not changed for over a decade. As employers, we are in Page 13 competition for the limited amount of "free" time available to those willing to serve their community. 100 80 60 40 20 0 Employment Process dSJeceSs CN P ea J 0e 6,a ' a 6 N\ eS Nem t 2009 W-2011 In the 2011 hiring process, the department received 90 applications for the position of paid -on-call firefighter. Many candidates fail to proceed through the initial hiring process due not meeting drive time requirements, unsatisfactory driving histories, and failure to schedule or attend an interview. Not complying with the required six -minute or less travel time to a fire station eliminated 30% of prospective candidates. Background investigation and psychological evaluations also eliminate prospective candidates. In 2011, one class of six probationary paid -on-call firefighters joined our department. Our 2011 process is very similar to our 2009 employment process as indicated above. 12 Page 14 Retention Since 2002, the department has hired 84 paid -on-call firefighters, of which 34 have left the department. Twenty-eight of the 34 (82%) elected to leave the department prior to their fifth year anniversary. The cost to hire, equip and train one firefighter is roughly 6,000. The total cost for the 34 firefighters who resigned was roughly $204,000. 18 16 14 12 10 8 6 4 2 0 Firefighter Retention N N N N N N N N N N O O O O O O O O O O N W A Ln M V 00 l0 O I—` Us Hired fFFs Left The uncertainty of fire service duty results in firefighter retention problems. Most expect that if they "volunteer" their time, they will be scheduled to benefit their personal lives. The randomness of call response for the paid -on-call member has proven to be a barrier to recruitment and retention. Most firefighters are active with many family, social and civic activities. We are in competition for their limited amount of time that the paid - on -call firefighter can devote to department activities. Generational expectations of civic duty, community disengagement, governmental skepticism, a strong inclination to "balance" life's demands, and a different definition of work ethic have impacted volunteering over the past two decades. Today's volunteer values a set schedule, establishing a work routine that better blends with the many social and family activities in which they are involved. Immediate and constant feedback is also appreciated by our "new" generation firefighters. The immediacy of knowing when they work, so they may plan is of great benefit. The unpredictability of the traditional page -out system is not favored in their consideration to serve or remain 13 Page 15 as paid -on-call firefighters. The sense of civic duty has become secondary to personal needs and fulfillment. Those of the Gen -X and New Millennial generations view work as contractual" and as a means to an end. This, combined with less organizational loyalty and a willingness to change jobs, exacerbates efforts to retain long-term employees. Recognizing the questionable viability of fire service volunteerism into the future, some communities have adopted models that differ from the traditional page -out model to one emphasizing staffing stations during portions of the work week or during all coverage hours with paid -on-call firefighters. The 2007 FEMA report, Recruitment and Retention of Volunteer Emergency Services: Challenges and Solutions states "research has found that many volunteers, especially younger ones who are dating or just starting families, are more willing to devote a fixed rather than open-ended amount of time each month to volunteer work. Their constraints can be met by using duty shifts". Many paid -on-call firefighters supplement their full-time employment by working for multiple fire departments. This transformation is prevalent with departments providing service through a staffed station model. The popularity of this emerging trend will most likely continue as more departments change their service delivery model to include scheduled staffing. According to the United States Fire Administration, "many volunteer fire departments have used the duty shift system for years, but many volunteer organizations are just finding out the benefits of it" (2007, p.88) Supporting the importance of scheduled time is the fact that we've been able to attract several former firefighters back to the department simply because they have the option to schedule their hours of commitment. Additionally, several firefighters have been able to remain with the department because they can schedule their committed time. This finding is echoed by other similar agencies that have changed their organizational model to better utilize available resources. 14 Page 16 Similar structured departments have experienced greater success in both the recruitment of new members and retention of tenured firefighters by adopting a scheduled approach to firefighter service. According to the United States Fire Administration "the duty shift system will help a department retain members" (2007, p.89). Recognizing the changing nature of volunteerism in the fire service, area departments such as Minnetonka, Brooklyn Park, Roseville, Brooklyn Center, Bloomington, St. Anthony and Eden Prairie are, or have incorporated, staffed station programs that capitalize on set schedules. These departments report that the recruitment and retention of paid -on-call firefighters have become less problematic due to the ability of the paid -on-call firefighter to schedule their activity. The Minnetonka and Brooklyn Park Fire Departments have adopted a 24/7 staffed station program. Minnetonka (MN) Fire Chief Joe Wallin states "we've had people not leave the department because of the program", adding "our turnover has really slowed down."' (Wallin). Brooklyn Park (MN) has had the same experience with their ability to attract and retain firefighters. According to Brooklyn Park (MN) Fire Chief Ken Prillaman, "we've seen an increase in applicants." (Prillaman). Prillaman also noted that they've experienced more firefighters staying because of the availability of shift work compared to the randomness of call response. The length of service pension system has historically served as a potent retention tool, however exit interviews reveal three themes in members electing to resign from the department. These are: Time demands and commitment required of active membership; Relocation out of the city; and Full-time employment changes Exit interviews also reinforce the importance of scheduled work commitments for our modern workforce. 15 Page 17 Response Time and Deployment Response Time: One measure of a fire department's effectiveness is the time taken to respond to a call for service, commonly referred to as response time. Though only one of several measures of effectiveness, response time measurement assists the community in identifying an expected and acceptable level of response. Response times for additional units are also critical since the speed with which additional resources can be delivered to the fire scene to support on -scene resources and also accomplish critical operational functions (fire suppression, search, rescue, etc.) impacts firefighter safety, property conservation and victim survivability. Non -fire events, such as vehicle extrication and industrial rescue also require the same compliment of on -scene personnel to safely remove the patient and provide for care. Response Time for Emergency Calls 13:12 12:00 10:48 9:36 8:24 7:12 2007 2008 2009 2010 2011 Duty Crew Non -DC Response time for the Plymouth Fire Department is defined as the time that it takes the first suppression apparatus to arrive at the emergency scene after firefighters have received a call by the 9-1-1 dispatch center. In-service time is one component of the overall response time and measures the time from dispatch to when the apparatus goes into service. 16 Page 18 DC Below is a 5 -year review of in-service and response time data: Year2007 In- Onscene Svc 1:17 6:5C Year2008 In- Onscene Svc 1:10 6:36 Year2009 In- Onscene Svc 1:10 6:41 Year2010 In- Onscene Svc 1:10 6:39 Year2011 In- Onscene Svc 1:16 6:44 Non -DC 5:47 10:16 6:30 11:11 7:34 11:32 6:34 10:43 7:11 11:35 Sta.1 6:05 9:47 7:25 11:58 8:31 11:39 6:39 10:44 7:45 11:31 Sta. 11 6:28 11:09 6:02 10:44 7:26 11:41 6:16 10:23 7:02 11:38 Sta.111 4:44 9:26 6:11 11:15 7:28 12:51 7:21 11:38 6:30 11:35 During Duty Crew hours of operation, the department has identified an internal goal that states for 80% of emergency incidents, the first suppression apparatus shall arrive within six minutes from dispatch. Based upon community risk profile, fire behavior, historical response effectiveness, and prevention strategies, we believe this response time to be reasonable. Not included in our rational is the community outcome expectation. A response time goal has not been established for non -Duty Crew hours of operation. Research completed by the the U.S. Fire Administration supports a six minute response time to structure fires, specifically that "the mean response time was lowest for fire confined to the room of origin (6 -minutes) while fires that spread beyond the building have the highest mean response time (less than 9 -minutes)". (U.S. Fire Administration. 2006). Factors influencing longer in-service and response times are: Simultaneous calls for service City infrastructure, i.e. location of fire stations and cul-de-sac street design Traffic congestion Number of traffic control devices Single station staffing during high call volume periods Travel time to fire stations during non -Duty Crew response hours 17 Page 19 Department initiatives to reduce response time are of our foremost concern and priority. In a continuing effort to do so, the department has initiated several strategies that address response time. These include: Adopted a staffed station (Duty Crew) program Revised city ordinance to require that fire systems be serviced (maintained) by a reputable fire alarm company following a "false alarm" Encouraged the installation of automatic fire sprinkler systems Encouraged the use of monitored fire detection systems Increased emphasis in fire prevention education Single station dispatching to selected events Multiple station dispatching for significant events Citywide automatic mutual aid Weekend Duty Officer Program and chief officer use of marked vehicles to triage call response Increased the use of traffic pre-emption control systems Encouraged thru street design in new development planning Incorporated computerization and GPS mapping into first response vehicles Response time expectations need to be established for the community with the active involvement of city management, elected officials and the citizenry. Establishing performance benchmarks is key in developing an agency's strategic plan. Deployment: The Plymouth Fire Department has a deservedly proud tradition of its service to our community dating back to 1960. As technology advances and the scope of service grows, your fire department remains committed to a core mission of protecting lives and property from the effects of fire. Central to providing our core mission is the assuredness of response, predictable staffing levels arriving in timely fashion to effectively control the emergency. A second important performance measure is a department's ability to effectively staff the incident. A response standard is comprised of determining the response time 18 Page 20 required to deliver a minimum number of responders needed to provide fire suppression capabilities with the potential to impact fire control, reduce civilian exposure, and limit risk to firefighters. Our current service delivery model offers two distinct models of response; a staffed station model offering dependable, consistent, supervised staffing and the other that is unreliable in terms of assuredness of responding staff and arrival time(s). Until 2010, community and fire service leaders had a qualitative understanding of the effect of resource allocation decisions when determining fire department service delivery. In 2010, a research partnership of the Commission on Fire Accreditation International (CFAI), International Association of Fire Chiefs (IAFC), International Association of Firefighters (IAFF), National Institute of Standards and Technology NIST), and Worcester Polytechnic Institute (WPI) was formed to conduct a multiphase study of the deployment of resources as it affects firefighter and occupant safety. This study was funded through the federal government, with the National Institute of Standards and Technology serving as the lead agency. We refer to this study as the NIST report. According to the 2010 NIST report on the residential fireground staffing, "Delayed response, particularly in conjunction with the deployment of inadequate resources, reduces the likelihood of controlling the fire in time to prevent major damage and possible loss of life and increases the danger to firefighters." A copy of the NIST Residential Fireground Staffing Study may be referenced by clicking NIST Fireground Study Our ability to accurately predict the number of responding paid -on-call firefighters during non -Duty Crew hours of operation is extremely poor, as well as knowing how long it will take the firefighters to arrive. Success" on the emergency scene is directly dependent upon time and staff. Not knowing when or if adequate resources are en -route and will arrive in a time frame to 19 Page 21 minimize loss only exacerbates our ability to effectively control the high risk, high consequence environment of the emergency scene. The Plymouth Fire Department's standard of response measure is our ability to place 10 personnel on -scene within 10 minutes of dispatch on 80% of emergency events. This benchmark is based upon the National Fire Protection Association (NFPA) Standard 1720: Organization and Deployment for Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments. NFPA 1720 Deployment and Response Matrix Demand Zone Demographics Minimum Staff to Respond Response Time minutes) Meets Objective Urban area 1000 people/mit 15 9 90 FSuburban area 500-1000 people/ mit 10 10 80 Rural area 1<500 people/mi 6 14 IF80 Remote ]Travel area distance >_ 8 mi 4 Directly dependent on travel distance 90 Special11 Determined risksAHJ by Determined by AHJ based on risk Determined by AHJ 90 Since 2007, the department has met or exceeded this response measure on only 12% of responses, despite the use of automatic mutual aid, traditional mutual aid, and the response of on -duty career personnel. In a technical bulletin released by the United States Department of Commerce (April 2010) stated that "four and five person crews were able to deliver water 15% faster than smaller crews, steps that help reduce property damage and lower danger to firefighters". Fire growth modeling conducted by the National Institute of Standards and Technology demonstrated that trapped occupants receive less exposure to toxic combustion products if the firefighters arrive earlier and involve three or more people per crew (United States Department of Commerce, p.3). 20 Page 22 This study provided quantifiable data demonstrating that arriving earlier with proper staffing equates to less property loss, offers improved victim survivability, reduces firefighter injury rates, and allows crews to control the incident and "clear" the scene quicker. Providing an assured response is best achieved by adopting a staffed station model of delivery, all hours of the day and week. 21 Page 23 Fire Station Facility Studies The primary responsibility of a fire department is to deliver fire, rescue and life safety services to their communities. To provide these services, fire departments have historically placed fire stations throughout their response area based upon the premise of a timely response, i.e. arriving on -scene with sufficient resources to initiate fire, rescue or emergency medical activities within an acceptable response time. Determining what is an acceptable response time, as well as what constitutes sufficient resources, should be determined through dialogue with elected officials and city management. Establishing these performance benchmarks is central to determining the distribution and concentration of fire station coverage. The term concentration is used to describe the spacing of multiple fire department resources arranged so that an initial "effective response force" can arrive on -scene within established time frames. An effective response force is that which will most likely stop the escalation of the emergency incident as it is categorized in each risk type. Differing incident types require different levels of initial and secondary staffing based upon the nature of the incident. Distribution is used in the fire service to describe station locations to ensure a rapid response and support the effective response force. The concentration and distribution of fire stations to provide emergency services to a given geographic area has been researched for many years. Generally, fire station distribution and concentration are based upon development, risk analysis and response time requirements. Other important criteria include the organizational staffing model and station overlap for support coverage. Unfortunately, the National Fire Protection Association, and the International City Management Association are silent on the matter of "when" and "where" fire stations should exist. The Insurance Service Office (ISO) provides full credit for the distribution of fire stations based upon having an engine company housed every 1.5 miles and 2.5 miles for ladder companies. The ISO requirement is not a practical or realistic measure when determining fire station distribution. 22 Page 24 In 1986, consultants, hired by the city, predicted that a fourth fire station would be required by the year 2000, dependent upon development. A joint fire station was considered with the City of Maple Grove in 2000. This initiative didn't proceed for administrative and operational concerns. More recently in 2001, a city -led Fire Service Task Force recommended planning for a fourth fire station. The 2008 edition of the City of Plymouth Comprehensive Planning document states in part "The city has identified a potential need for a fourth fire station prior to 2020 to provide better response time to existing property owners and future development in Northwest Plymouth. The addition of a fourth fire station would improve response time in this area of the city as well as overall system redundancy. A fire service study for a fourth fire station will be completed once the land area of Northwest Plymouth has reached 25% development." The Comprehensive Plan currently includes the potential of a fourth fire station in 2016. City staff have identified a suitable site for a fourth fire station, sharing space with a water reservoir at the intersection of Schmidt Lake Road and Vicksburg Lane. One essential consideration when evaluating additional fire station(s) is our ability to adequately staff a new facility utilizing the current paid -on-call model. A retrospective analysis of our recruitment and retention trend reveals that we are challenged in our ability to staff our current three fire stations. If we choose to add a fourth fire station, we anticipate that an additional 25 paid -on-call firefighters will be required to staff the station. There are no industry standards that define the number of paid -on-call firefighters that should be assigned to a fire station. However, volunteer and paid -on-call organizational models have historically depended upon 1/3 of the assigned workforce to respond to calls for service. Each station must be capable of responding with two fire apparatus and a total of eight firefighters to be effective for critical incident response. In our case, we require a minimum of 25 personnel assigned to each station to accomplish this goal. 23 Page 25 Insufficiently staffed stations provide extremely poor response as evidenced by long in- service and response times, reduced apparatus staffing, and questionable response dependability. The time required to hire an additional 25 paid -on-call firefighters would take no less than three-four years. Based upon our recruitment and retention history, fire department staff has reservations of our ability to sustain adequate numbers of paid -on- call firefighters over the anticipated life of the facility. The adequate staffing of fire stations is critical to provide initial response, as well as the provision of back-up service; the ability for properly staffed back-up to in-service companies or to respond to concurrent calls for service. Because of its location in a commercial area, Plymouth Fire Station 1 has always been problematic to staff; historically having the fewest paid -on-call firefighters assigned. In the past five years, the number of firefighters assigned to Plymouth Fire Station 1 has dropped to below acceptable standards limiting their ability to provide predictable service. In 2011, 15 paid -on-call firefighters worked from this station. In 2011, an average of only 3.7 firefighters responded on apparatus to incidents. This severely limits our ability to provide safe and predictable service. The impact of insufficient staffing to minimally respond with two primary fire apparatus often has drastic effects on effective scene operations. Protracted response times and inadequate staffing add to property loss and reduce victim survivability potential. Station staffing is adversely impacted during warm weather months (June, July, August) and also during holidays, specifically Independence Day, Thanksgiving and Christmas. Due to seasonal and holiday staffing fluctuations, our ability to accurately predict our pool of resources is poor. 24 Page 26 By the end of 2012, development of Northwest Plymouth is estimated to be between 20% and 30%. 25 Page 27 Proposed Fire 4 District Development 1 Summary Fire 4 D eve to pment Area Guided for Future Residential 2012 Proposed Plat C]. 2013 Proposed Plat J Vaca nt Exstin®Residential Parcel Boundaries gym 1111__LLLLJJJJ Re side ! • Development Fisting 2012E9inate'• 2013 Est inate" F3 imated Additional Estinated Fu11 CatrseM Estimated 2012 Units Beyond 2013••• auildant«'• Est'vPa[ed 20E3 Built Vacant I Buil[ I Vacant I Buftt Vatanl Minimum I Maximum Minf num Maximum Minimum Maximum Minimum I Maxinuml Minimum Maximum 949 208 1059 281 1169 257 2149 3841 3575 5267 27% 18% 30% 20%. 3s% 22% ad5engw of 3amary 214th 213E2 20U&200e irntes paced on rryfron of110 n— mitsfor remainder of2o12, 110 anew unitsin21312, in addition 13 new platted lutsin mu and86 in M13 ae;6 aeh—d on land use Guide Plan deep fi rsd—aity rangesfarp mperiesd.-,-6 ed forfunare reideatial de l pmeot imate derived fm m200 E4imatesplusE4imated Addrtiond units Beyond 21113 City of 0 L0.6 Miles ` Plyniouth, Minnesota By the end of 2012, development of Northwest Plymouth is estimated to be between 20% and 30%. 25 Page 27 Conclusion and Recommendations The Plymouth Fire Department takes great pride in our overarching belief in continuous improvement; continually striving to improve the services we offer our city and the community. Since our inception, we have received overwhelming support of our mission, our desire to succeed and to strategically plan for the future. We thank our current and previous administrations and city councils for their continued support. We offer the following service delivery options: Option 1 is staffing two fire stations using available paid -on-call firefighters working scheduled periods of time and expanding staffed station coverage to a 24/7 operation. Option 2 involves staffing one fire station using available paid -on-call firefighters working scheduled periods of time and expanding staffed station coverage to a 24/7 operation. Option 3 adds a fourth fire station and continues to provide services with a mixed staffed station and traditional page -out system of response. Option 4 involves no change in staffing or operational model. This option retains the current three fire stations and does not add a fourth station. Option 1: This option provides 24/7 staffing of two fire stations (Station 2 and Station 3). This option would include 24/7 staffing with a shift supervisor (full-time captain). Staffing would be six paid -on-call firefighters from 6:00 a.m. until 10:00 p.m. From 10:00 p.m. until 6:00 a.m., Station 3 would be staffed with two firefighters, and Station 2 would be staffed with three firefighters. Initial costs for this option would include the remodel of Fire Station 2 and the initial cost to hire, train and provide equipment for 15 additional paid -on-call firefighters to effectively run the program. Ongoing annual operating costs include an increase to wages and benefits for a full-time captain, hiring of 15 additional paid -on-call firefighters and an increase to the operating budget. A "resting" pay rate would reduce personnel cost during overnight hours. A reduction of general alarm and station paging, as well as the elimination of the Saturday Supervisor and Weekend Duty 26 Page 28 Officer Programs would be cost savings. A breakdown of costs and savings is included in the chart. Also included in the chart are an implementation plan and a benefits/challenges statement for this option. Option Program Initial Costs Ongoing Costs/Savings Option 1 Staffed Stations (Stations 2 & 3) 465,800 668,100 6 FFs 16 hrs./ 5 FFs 8 hrs.) 3 station model Does not include a "resting" rate of pay Breakdown of Remodel Station 2 350,000 Costs Cost to hire 15 paid -on-call FFs 115,800 Operating budget increase 86,000 15 paid -on-call FF wages and benefits 225,000 Full-time captain (w/benefits) 60,000 Staff 6 FFs 16 hrs./5 FFs 8 hrs. 380,000 General alarm savings 40,000) Station paging savings 35,000) Eliminate Saturday Supervisor Program 2,700) Eliminate Weekend Duty Officer Program 5,200) Implementation 2012 2013 2014 2015 plan Recruit 8 paid -on- Recruit 7 paid -on- Begin 24/7 Begin 24/7 call firefighters call firefighters staffing from staffing from Renovate Station 2 Station 2 Station 2 & 3 Add full-time supervisor Renovate Station 3 Initial implementation cost = $465,800 Budget increase after full implementation = $668,100 Benefits Staffing would be accomplished with paid -on-call firefighters Response system predictability, dependability and consistency are assured Equity of service is balanced throughout the city, on a 24/7 basis 27 Page 29 Support and back-up resources are improved Citywide response times are reduced Property loss and victim survivability will be impacted Firefighter safety is improved with consistent staffing levels Improved recruitment and retention model based on scheduled shifts and wider recruitment area Supervision provided 24/7 Do not construct Fire Station 4 In addition, staff recommends relocating fire department administrative offices to Fire Station 3. This allows career staff the opportunity to provide secondary coverage for simultaneous calls as well as needed support of the Duty Crew, improving our day response capabilities. Challenges Initial paid -on-call recruitment Paid -on-call retirements Equity of Service: Staffed Stations 2 & 3 Response Time 78% of city coverage in 6 minutes or less 90% of city coverage in 7 minutes of less Option 1 includes keeping Fire Station 1 as a back-up non -staffed station. With this option, consideration could be given to downsizing the fleet at Fire Station 1 and the reassignment of apparatus. Option 2: This option staffs one fire station (Station 2) for 24/7 coverage. This option would include 24/7 staffing with four paid -on-call firefighters plus a shift supervisor (full-time captain). Initial costs for this option would include the remodel of Fire Station 2 and the initial cost to hire, train and provide equipment for 15 additional paid -on-call firefighters to effectively run the program. A "resting" pay rate would reduce personnel cost during 28 Page 30 overnight hours. Ongoing annual operating costs include an increase to wages and benefits for a full-time captain and 15 additional paid -on-call firefighters and an increase to the operating budget. A reduction of general alarm and station paging, as well as the elimination of the Saturday Supervisor and Weekend Duty Officer Programs would be cost savings. This option provides 24/7 staffed station coverage from one fire station, as well as the eventual construction of a smaller, neighborhood style fire station. Option Program Initial Costs Ongoing Costs/Savings Option 2 Expand Duty Crew to 24/7 covering from 4,638,300 692,900 one fire station. Construct 4th neighborhood" style fire station Does not include a "resting "rate of pay Breakdown of Building 3,000,000 Costs Fleet 1,000.000 SCBA fill station 40,000 Cost to hire 15 paid -on-call FFs 115,800 Equipment for vehicles/station 132,500 Operating budget increase 335,000 15 paid -on-call FF wages and benefits 225,000 Remodel one fire station to accommodate 350,000 24/7 staffing 115,800 Add full-time supervisor 60,000 Station paging savings 35,000 Eliminate Saturday Supervisor Program 2,700 Eliminate Weekend Duty Officer Program 5,200 Implementation 2013 2014 2015 2016 plan Recruit 5 paid -on- Recruit 5 paid -on- Begin Purchase fire call firefighters call firefighters construction of apparatus Station 4. Recruit Begin station 5 paid -on-call operations firefighters Initial implementation cost = $4,638,300 Budget increase after full implementation = $692,900 29 Page 31 Benefits Predictable staffing levels Dependable/consistent service Improved response time Equity of service improved Improved recruitment and retention model based on scheduled shifts and wider recruitment area Supervision provided 24/7 In addition, staff recommends relocating fire department administrative offices to Fire Station 3. This allows career staff the opportunity to provide secondary coverage for simultaneous calls as well as needed support of the Duty Crew, improving our day response capabilities. Challenges Initial paid -on-call recruitment Paid -on-call retirements Equity of Service: Staffed Single Station 2 Response Time 47% of city coverage in 6 minutes or less 63% of city coverage in 7 minutes or less Option 3: An alternative option provides the current level of service with a 15 -hour per day, 6 -day per week staffed station model combined with a traditional page -out system during Non - Duty Crew times. Initial costs for this option include the construction of a fourth fire station located in the Northwest area of Plymouth and additional vehicles and equipment for operations. Also included in the initial cost is to hire, train, and provide equipment for 25 additional paid -on-call firefighters to effectively operate the station. Ongoing yearly operating costs include wages and benefits for 25 additional paid -on-call firefighters and an increase to the operating budget. A breakdown of costs and savings 30 Page 32 is included in the chart. Also included in the chart are an implementation plan and a benefits/challenges statement for this option. Option Program Initial Costs Ongoing Costs/Savings Option 3 Continue current paid -on-call model 4,666,000 710,000 Construct 4t" fire station Breakdown of Building 3,000,000 Costs Fleet 1,300.000 SCBA fill station 40,000 Cost to hire 25 paid -on-call FFs 193,125 Equipment for vehicles/station 132,500 Operating budget increase 335,000 25 paid -on-call FF wages and benefits 375,000 Implementation 2013 2014 2015 2016 plan Recruit 10 paid -on- Recruit 15 paid -on- Begin Purchase fire call firefighters call firefighters construction of apparatus Station 4 Begin station operations Initial implementation cost = $4,666,000 Budget increase after full implementation = $710,000 Q^m^fif Added resources for station overlap/back-up coverage Better Northwest Plymouth coverage Slight improvement in response time. This is a non -staffed station, requiring firefighters to respond to the station. Challenges Mix of Duty Crew and traditional page -out system Long term paid -on-call sustainability doubtful Questionable ability to adequately staff a fourth fire station No predictability, dependability or consistency of operations during non -Duty Crew hours 31 Page 3 3 Option 4: No change in staffing and operational model. Continue a mixed staffed station (current program) and traditional page -out system of response. This option does not include the addition of a fourth fire station. Option Program Initial Costs Ongoing Costs/Savings Option 4 Continue current paid -on-call model 2,200,381 0 15-hour/6-day Duty Crew with traditional page -out. Operating from current fire stations. Breakdown of Costs Implementation 2013 2014 2015 2016 plan Recruit Recruit Recruit Recruit paid -on-call paid -on-call paid -on-call paid -on-call firefighters firefighters firefighters firefighters Benefits Traditional paid -on-call staffing approach Challenges Long term paid -on-call sustainability doubtful Citywide response times will continue to be inconsistent with little assuredness of providing consistent and dependable service on a 24/7 basis. City growth continues without corresponding enhancement in service. 32 Page 34 Appendices 33 Page 3 5 APPENDIX I NIST Study — Fire Growth Analysis of fire growth and behavior reflects an exponential rate of growth. Recent tests by the National Institute of Standards and Technology reveal that fire actually grows at a faster rate than the historically accepted exponential growth rate previously thought. This is primarily due to new, lightweight construction, open floor designs and the preponderance of synthetics in today's housing. This results in quicker developing fires, hotter fires producing higher rates of heat release, and elevated rates of production and concentration of lethal combustion gases. Flashover (the simultaneous ignition of multiple products) now occurs earlier (4-6 minutes) rather than what had been experienced in previous years. Lightweight building construction and the use of synthetics in our modern household contribute greatly to early flashover. Flashover in legacy (1950 — 1980) type construction occurs nearly three times as long as witnessed in modern construction and furnishings. An Underwriters Laboratory video depicting flashover in legacy and modern environments is available by clicking Compartment Fire Behavior Fire educators now preach that following the alert from a smoke detector, occupants now have only two -three minutes to evacuate their dwelling. Automatic fire sprinkler systems and early fire department intervention are ways to increase chances of survivability for occupants. In 2009, NIST fire modeling software was used to simulate the impact of adequate staffing and early arrival time. 34 Page 36 FD paged (11:04:51) Incipient stage of fire growth rear garage wall) Estimated time fire knocked down 11:16:12) Fire placed "under control" FD arrival (11:11:29) Fire department arrival Estimated time fire enters the house 11:18:36) Fire extends into the dwelling without early fire department intention This fire was controlled prior to the fire extending into the living areas of the dwelling. Smoke conditions within the dwelling unit at seven minutes obscure visibility, with oxygen levels decreasing. Fire gases and heat production reduces the likelihood of occupant self -removal. 35 Page 37 The results of our study mirror research conducted by NIST research. The impact of a quick response coupled with adequate staffing cannot be over emphasized. This type of response limits property damage and provides the occupants with the best chance of survival if they are unable to remove themselves from the structure. Studies conducted by the U.S. Fire Administration conclude that an average response time of six -minute limits flame spread in structure fires. U.S. Fire Administration Mean Response Times VS. Flame Spread Beyond building of origin Confined building of orgin Confined floor of origin Confined object of origin Confined room of origin 0 1 2 3 4 5 6 7 8 9 Response Time (Minutes) The concept of effective response force applies to other serious events such as industrial and vehicle accidents. The "Golden Hour" is a brief window of time in which the lives of a majority of critically injured trauma patients can be saved. The Golden Hour is 60 minutes from the moment of injury to transport of the victim to a trauma center to perform the necessary, life-saving intervention. Trauma is "time sensitive" with response times and proper staffing contributing to patient outcome. 36 Page 38 F]guro 1. Fiet F )Smn!0,,H), E LIrtural S1ataA", awl 9rxvsra511ity C-nrrrpansvn F'031)oyeF Structural XiAAWY Cruikan iurwiv&bI y Fire prpgr&Lsian W& Us4*E Nrnaal r K'44iaii a 7HtlM ir c fry m1nulK)s." 0 2 4 $ -B M 111, 14 M f"rAK qt 4)4 F&&P .0 it up d COM .prix. lror.4l y-A4krP.iahrrys Arrm dlspeich. I This graph illustrates fire progression from ignition through flashover. The structural stability and survivability start at ignition or at 100% when the building is at its maximum strength and occupants have the best chance of escape. As the fire progresses, civilian survivability decreases rapidly as the timeline moves toward the horizontal axis. Structural stability is also compromised; continuously losing strength, proceeding toward catastrophic collapse. (Marsar) In today's fire environment, temperatures higher than 500 degrees can be easily obtained within three to four minutes. Flashover occurs quicker due to our synthetic living environment and lightweight building construction. Flashover, the simultaneous ignition of all materials within a space occurs within five minutes of ignition, making the space untenable for life. 37 Page 39 APPENDIX II Response Time Maps Appendix II -A 6 -Minute Response Time Map Staffed station response from Stations 2 & 3 Six Minute Response Time February 2012 City of T Plymouth, Minnesota 0 0.25 0.5 1 1.5 2 Miles W. Rve statOn City Boundary Lakes Fir22 Station 2 & 3 Coverage 1666883 ft City -Wide Coverage 2142637ft of City Cowered in Under Minutes 78% Page 40 Appendix II -B Response Times (Single Station Model) Map Staffed station response from Station 2 Station 2 }Response Times + Fire 5tatIDn 5minutes February 2011 CityBoundary7minuutes J Lakes 41minutes srnMutes Pb City of ® 10 min urea. Plymouth, Minnesota 0 0.25 0.5 1 1.5 2 ti minutes Miles wz ti r , n nrrn': wuu cu ct 1 39 Page 41 Appendix II -C 6 -Minute Response Time (3 Station Model) Map FIDE RESPONSE TIMES - 6 Minutes February 2012 Fire Station Fire 1 City of Lakes Fire zPb Plymouth. Minnesota 0 0.25 0.5 1 1.5 2 Fire oiFtrirts G3 5tatignsl Fire 3 Miles Kra HUMHGeR_ vtirU—P-4 r iO Page 42 Appendix II -D 6 -Minute Response Time (4 Station Model) Map FIRE RESPONSE TIMES - b Minutes February 2012 Fi 145tat ion Fire1 rpl P: t—,Iiai Fire 313tlan Fire 2 City of Lakes Fire 3• Plymouth, Minnesota 0 0.25 0.5 1 1.5 2 F ;r.r :e astat :• F as Mlles 41 Page 43 APPENDIX III Local Service Model Sampling City Population Service Area mile) Call Volume Fire Station Paid -On- Call/FT Personnel Service Model Plymouth 72,000 36 1408 3 70/5 Mix Minnetonka 50,800 28 1545 4 78/5 Staffed Maple Grove 53,650 34.9 900 5 100/9 Mix Brooklyn Park 76,000 28 6200 4 71/5 Staffed Eagan 67,000 32 1136 5 107/4 Mix Eden Prairie 62,000 36 1238 4 104/8 Mix Lakeville 55,954 37.9 830 4 88/1 Traditional Woodbury 61,961 35.8 3277 4 60/12 Public Safety Dept. Spring Lake Park/Blaine/ Mounds View 70,000 combined) 40 1222 4+ 55/10 Mix Traditional: Staffed Station Mix: Call Volume: Service Model Key Page -out system Fire stations staffed with paid -on-call firefighters Combination of traditional and staffed station models Call volume includes fire and EMS calls 42 Page 44 References Brown, E., & Glanz, B. (2010). Landmark Residential Fire Study Shows How Crew Size and Arrival Times Influence Saving Lives and Property. United States Department of Commerce News, April 28, 2010. Marsar, S. Survivability Profiling: How Long Can Victims Survive a Fire? Fire Engineering, July 2010. National Institute of Standards and Technology (2010). Report on Residential Fireground Experiments. (pp.33-42). Gaithersburg, MD. United States Department of Commerce & National Institute of Standards and Technology. Prillaman, K. (2012, January 9). Personal interview. United States Fire Administration (2007). Duty Shifts. In Recruitment and Retention for the Volunteer Emergency Services: Challenges and Solutions. United States Fire Administration. Report FA -310 (pp.88-89). Emmitsburg, MD. Author. United States Fire Administration (2007). Structure Fire Response Times (August 2007). United States Fire Administration Topical Fire Research Series, Vol. 5, Issue 7. Wallin, J. (2012, January 9). Telephone Interview. 43 Page 45 TASK FORCE RECOMMENDATIONS PROGRESS REPORT - FEBRUARY 2005 (Updated March 2012) In 2000, a multi -disciplinary task force met to develop strategies aimed at improving and/or enhancing the delivery of fire service. The Task Force established a timeline for the implementation of its recommendations. Listed below is a chart that organizes Task Force recommendations by projected year of implementation. Task Force recommendations may be referenced in the Final Report: Fire Service Task Force Appendix 2). The Action and Disposition sections of this report have been up -dated effective March 2012. Recommendations have been placed into four categories: (1) Duty Crew Program; (2) Hiring/Recruiting Task Force; (3) Wages and Benefits; and (4) Other. Five departments are primarily responsible for the implementation of these recommendations: the Fire Department (FIRE), Human Resources HR), Administration (ADMIN), Community Development (CD) and Finance. A red "X" was used to delineate the department that is responsible for leading each recommendation. A black "X" represents those departments supporting the lead department. YEAR PROGRAM CATEGORIES TASK FORCE RECOMMENDATION F H A C F ACTION TAKEN FINAL I R D D I DISPOSITION R M N E I A N N C E 2000 Duty Crew Program Allow maximum of 3 shifts (9 hours) per day and X Complete a maximum of 9 shifts 27 hoursper week. 2000 Duty Crew Program Recruit staff to work Duty Crew only. X Firefighters hired since 2006 are required to Complete work 6 -hours of Duty Crew program per month. We no longer hire Duty Crew only 24 -hours per month) firefighters. 2000 Duty Crew Program Change residency requirements. Participants X Travel time to a Plymouth fire station has Complete need not live or work within 5 minutes of station. been increased to 6 -minutes in 2010. 2000 Hiring/Recruiting Task Force Form multi -disciplinary task force, with input and X X X X The department's hiring process was Complete involvement by firefighters, public safety revised in 2008 following a review of education, human resources, and historical recruitment and retention trends communications staff. and also incorporating industry Best Practices into our programming. 2000 Hiring/Recruiting Task Force Seek assistance from marketing professional. X X Not Complete 1 Page 46 TASK FORCE RECOMMENDATIONS PROGRESS REPORT - FEBRUARY 2005 (Updated March 2012) YEAR PROGRAM CATEGORIES TASK FORCE RECOMMENDATION F H A C F ACTION TAKEN FINAL I R D D I DISPOSITION R M N E I A N N C E 2000 Hiring/Recruiting Task Force Target the groups most likely to be daytime X The department actively recruits to staff Continual res onders and/or Duty Crew participants. aid-on-callpositions. 2000 Hiring/Recruiting Task Force Streamline the recruiting and hiring process. X X The department's hiring process was Complete revised in 2008 following a review of historical recruitment and retention trends and also incorporating industry Best Practices into our programming. 2000 Hiring/Recruiting Task Force Create video, brochures, and advertising. X Various media outlets have are utilized to Complete communicate recruitment needs. Use of electronic formats has been used extensively. Print literature has been developed and is modified per venue where it is used. 2000 Hiring/Recruiting Task Force Survey other fire departments. X Industry Best Practices adopted by the Complete department. 2000 Hiring/Recruiting Task Force Conduct mini open houses at each station and X Recruitment has been conducted during the Continual recruit at major events. Music in Plymouth, Plymouth Fire and Ice Festival, the Annual Fire Department Open House, and misc. public education events. 2000 Hiring/Recruiting Task Force Promote benefits: pension, childcare, and tuition X X X Continual reimbursement. 2000 Hiring/Recruiting Task Force When recruiting Duty Crew Participants, keep in X All firefighters are required to attend a Complete mind the need for paid -on-call response outside minimum of 30% of district calls within a of the Duty Crew hours. quarter. Response credit is achieved through a combination of working scheduled shifts and also traditional page - out time. Page 47 TASK FORCE RECOMMENDATIONS PROGRESS REPORT - FEBRUARY 2005 (Updated March 2012) YEAR PROGRAM CATEGORIES TASK FORCE RECOMMENDATION F H A C F ACTION TAKEN FINAL I R D D I DISPOSITION R M N E I A N N C E 2000 Other Proceed with hiring and selection process for the X X X Two full time Captains and one full time Complete year 2001 full-time position and advance hiring to Deputy Fire Chief are on staff. 2000 if possible. 2000 Other Complete study of possible extension of health X X X X Decision not to offer health and insurance Complete insurance benefits to fire personnel. benefits to POC fire personnel. 2000 Other Encourage City employees who are members of X X No interest expressed from City workers. Complete other fire departments and have completed Firefi hter I training to respond to daytime fires. 2000 Other Install a computer in Station I and provide e-mail X X All fire stations are computerized. The Complete for all firefighters. department uses computers to improve the efficiency of communication, fire reporting and continues to explore new applications for technology to heighten communications and training. 2000 Other Take all opportunities to increase the efficiency X X Firefighter I and II classes are instructed Complete of training (i.e. in-house, on-line, and training through a collaborative effort with four during Duty Crew hours). neighboring cities. Computer-based training is utilized when appropriate. 2000 Other The City will help pay for actuarial studies, get X X The City will provide $1,500 annually to Complete involved in resolving any Relief Association help defray the cost of Relief Association issues with personnel recommendations. actuarial studies. 2000 Other Complete study of worker's compensation and X X X Supplemental insurance is purchased Complete disability insurance issues. annually and funded in part by the City. 2000 Other City Manager and Fire Chief will closely monitor X X The fire department provides quarterly and Continual department's progress in achieving Task Force annual reports to evaluate performance recommendations, through monthly evaluation of benchmarks. key performance factors. 2001 Duty Crew Program Expand Duty Crew coverage to include 6:00 a.m. X Complete to 9:00 a.m. Page 48 TASK FORCE RECOMMENDATIONS PROGRESS REPORT - FEBRUARY 2005 (Updated March 2012) YEAR PROGRAM CATEGORIES TASK FORCE RECOMMENDATION F H A C F ACTION TAKEN FINAL I R D D I DISPOSITION R M N E I A N N C E 2001 Hiring/Recruiting Hire 1 full-time position to consistently fill Duty X X X Full-time Fire Captain position was hired in Complete Crew shifts during daytime hours. Assist with 2001 to provide program management of training and recruiting. Classification, title, and the Duty Crew Program. job duties to be determined. 2001 Wages and Benefits Implement wage adjustment: X X X Complete Base wage: 2000 $9.75 to 2001 $10.75 Hazmat: 2000 $10.75 to 2001 $11.75. 2001 Wages and Benefits Annually review and adjust paid -on-call wages X X Continual and benefits based on a review of the market and cost of living. 2001 Wages and Benefits Increase funding for tuition reimbursement. X IX I IX Complete 2001 Wages and Benefits Increase funding and expand childcare program. X X Program discontinued due to low use and Complete lack of interested providers. 2001 Wages and Benefits Study and develop a pay system for rewarding X X Fire officers receive an increase in base pay Complete performance and longevity. rate. This performance-based pay system was implemented in 2011. 2001 Other Include firefighters in City holiday party and Complete summer recognition event. 2001 Other Install computers in Station 11 and Station 1II. X Complete 2001 Other Review program to reduce false alarms and X The City ordnance pertaining to fees Complete increase penalties to discourage repeated false charged for "false" fire alarms was revised alarms. in 2002. 2001 Other Investigate automatic mutual aid with X City wide automatic mutual aid is now in Complete Minnetonka and West Metro. place with the cities of Maple Grove New Hope, Golden Valley, Minnetonka, Wayzata and Hamel fire departments. 2001 Other Provide information to firefighters about the X X Complete impact that City employment will have upon being a paid -on-call firefighter. Post City jobs at fire stations. Page 49 TASK FORCE RECOMMENDATIONS PROGRESS REPORT - FEBRUARY 2005 (Updated March 2012) YEAR PROGRAM CATEGORIES TASK FORCE RECOMMENDATION F H A C F ACTION TAKEN FINAL I R D D I DISPOSITION R M N E I A N N C E 2001 Other Review ISO rating and seek upgrade. X The City's ISO rating improved to a Class Complete 3, effective July 2002. 2002 Wages and Benefits Hire 3 full-time Fire Prevention Officers (FPO) X X X A decision not to fill the FPO position was Complete in the Community Development Department. made in the spring of 2002. Assign shifts as needed to fill the Duty Crew. Duties will include inspecting existing commercial and industrial buildings for pre -planning and eneral fire code/safety issues. 2002 Wages and Benefits Implement 2001 recommendations on pay system X X A performance-based pay system for fire Complete for rewarding performance and longevity. officers was initiated in 2011. 2002 Wages and Benefits Study and develop a down payment and/or home X X X X Not complete improvement assistance program for firefighters to purchase/improve housing in Plymouth. 2003 Wages and Benefits Implement 2002 recommendations for down X X X X Not complete payment and/or home improvement assistance program for firefighters to purchase/improve housing in Plymouth. 2003 Duty Crew Program Consider adding dorm style housing in station(s) X X X X Apartment or dorm style housing in Complete where needed for night response. existing fire stations is not considered a viable option due to administrative, operational and long-term sustainability concerns. 2004 Duty Crew Program Consider expanding Duty Crew to 24 hours. X X X The Duty Crew program is operational 6- Complete days per week, 15 -hours per day. Page 50 tz_ 101 N LS7 Report on Residential Fireground Field Experiments NIST Technical Note 1661 Jason D. Averill Lori Moore -Merrell Adam Barowy Robert Santos Richard Peacock Kathy A. Notarianni Doug Wissoker Edited by Bill Robinson it PQ 00'1 OF CO2l II O F G 6y 0 STATES OF P Q U.S. Department of Commerce Gary Locke, Secretary National Institute of Standards and Technology Patrick D. Gallagher, Director April 2010 April 2010 NIST Technical Note 1661 Report on Residential Fireground Field Experiments Jason D. Averill Lori Moore -Merrell Adam Barowy Robert Santos Richard Peacock Kathy A. Notarianni Doug Wissoker Edited by Bill Robinson QpQS Ni OF OOTN W nmO y U SFO STA TES OF P e U.S. Department of Commerce Gary Locke, Secretary National Institute of Standards and Technology Patrick D. Gallagher, Director 3 Certain commercial entities, equipment, or materials may be identified in this document in order to describe an experimental procedure or concept adequately. Such identification is not intended to imply recommendation or endorsement by the National Institute of Standards and Technology, nor is it intended to imply that the entities, materials, or equipment are necessarily the best available for the purpose. National Institute of Standards and Technology Technical Note 1661, 104 pages (March 2010) CODEN: Produced with the Cooperation of Montgomery County Fire and Rescue Chief Richard Bowers FZ & RESc j 6j--pARTI^4, N,,, FAIRFAX COUNTY, VA , Produced with the Cooperation of Fairfax County Fire and Rescue Chief Ronald Mastin Funding provided through DHS/FEMA Grant Program Directorate for FY 2008 Assistance to Firefighters Grant Program — Fire Prevention and Safety Grants EMW-2008-FP-01603) N LST National Institute of Standards and Technology U.S. Department of Commerce 4*N"rPoy . x'RE C}f 1If sacr •T`ar Z1. CFAI RISK Table of Contents Abstract................................................................................................9 Executive Summary..........................................................................10 Background........................................................................................12 Problem..............................................................................................13 Review of Literature..........................................................................14 Purpose and Scope of the Study....................................................16 A Brief Overview of Fire Department Fireground Operations.... 17 The Relation of Time -to -Task Completion and Risk ..........................18 Standards of Response Cover............................................................18 Part 1: Planning for the Field Experiments....................................20 Part 2: Time -to -Task Experiments..................................................24 Field Experiment Methods..............................................................21 FieldSite..............................................................................................21 Overview of Field Experiments..........................................................22 Instrumentation....................................................................................22 SafetyProtocols..................................................................................23 CrewSize............................................................................................24 Department Participation....................................................................24 Crew Orientation..................................................................................24 Tasks....................................................................................................25 Data Collection: Standardized Control Measures..............................27 Task Flow Charts and Crew Cue Cards............................................27 Radio communications........................................................................27 TaskTimers..........................................................................................27 Videorecords......................................................................................27 CrewAssignment................................................................................28 Response Time Assumptions..............................................................28 Part 3: Room and Contents Fires....................................................29 Fuel Packages for the Room and Contents Fires..............................29 Experimental Matrix for Room and Contents Fires ............................30 Procedure for Minimizing the Effect of Variance in Fire Growth Rate ..........31 Analysis of Experimental Results..................................................33 Time -to -task Analysis..........................................................................33 DataQueries........................................................................................33 Statistical Methods - Time to Task......................................................33 Regression Analysis............................................................................33 Measurement Uncertainty..................................................................34 How to Interpret Time -to -Task Graphs................................................34 Time -to -Task Graphs..........................................................................35 Part 4: Fire Modeling........................................................................43 Time to Untenable Conditions: Research Questions ........................45 Fire Modeling Methods........................................................................45 FireGrowth Rates................................................................................46 Fractional Effective Dose (FED)..........................................................47 Results from Modeling Methods........................................................48 Interior Firefighting Conditions and Deployment Configuration ........49 Physiological Effects on Firefighters: Comparison by Crew Size ........50 StudyLimitations..............................................................................51 Conclusions........................................................................................52 FutureResearch................................................................................53 Acknowledgments............................................................................55 References..........................................................................................56 7 Abstract ervice expectations placed on the fire service, including Emergency Medical Services (EMS), response to natural disasters, hazardous materials incidents, and acts of terrorism, have steadily increased. However, local decision -makers are challenged to balance these community service expectations with finite resources without a solid technical foundation for evaluating the impact of staffing and deployment decisions on the safety of the public and firefighters. For the first time, this study investigates the effect of varying crew size, first apparatus arrival time, and response time on firefighter safety, overall task completion, and interior residential tenability using realistic residential fires. This study is also unique because of the array of stakeholders and the caliber of technical experts involved. Additionally, the structure used in the field experiments included customized instrumentation; all related industry standards were followed; and robust research methods were used. The results and conclusions will directly inform the NPFA 1710 Technical Committee, who is responsible for developing consensus industry deployment standards. This report presents the results of more than 60 laboratory and residential fireground experiments designed to quantify the effects of various fire department deployment configurations on the most common type of fire — a low hazard residential structure fire. For the fireground experiments, a 2,000 sq ft (186 1112), two-story residential structure was designed and built at the Montgomery County Public Safety Training Academy in Rockville, MD. Fire crews from Montgomery County, MD and Fairfax County, VA were deployed in response to live fires within this facility. In addition to systematically controlling for the arrival times of the first and subsequent fire apparatus, crew size was varied to consider two-, three-, four-, and five -person staffing. Each deployment performed a series of 22 tasks that were timed, while the thermal and toxic environment inside the structure was measured. Additional experiments with larger fuel loads as well as fire modeling produced additional insight. Report results quantify the effectiveness of crew size, first -due engine arrival time, and apparatus arrival stagger on the duration and time to completion of the key 22 fireground tasks and the effect on occupant and firefighter safety. Executive Summary oth the increasing demands on the fire service - such as the growing number of Emergency Medical Services (EMS) responses, challenges from natural disasters, hazardous materials incidents, and acts of terrorism — and previous research point to the need for scientifically based studies of the effect of different crew sizes and firefighter arrival times on the effectiveness of the fire service to protect lives and property. To meet this need, a research partnership of the Commission on Fire Accreditation International (CFAI), International Association of Fire Chiefs (IAFC), International Association of Firefighters (IAFF), National Institute of Standards and Technology (NIST), and Worcester Polytechnic Institute (WPI) was formed to conduct a multiphase study of the deployment of resources as it affects firefighter and occupant safety. Starting in FY 2005, funding was provided through the Department of Homeland Security (DHS) / Federal Emergency Management Agency FEMA) Grant Program Directorate for Assistance to Firefighters Grant Program — Fire Prevention and Safety Grants. In addition to the low -hazard residential fireground experiments described in this report, the multiple phases of the overall research effort include development of a conceptual model for community risk assessment and deployment of resources, implementation of a generalizable department incident survey, and delivery of a software tool to quantify the effects of deployment decisions on resultant firefighter and civilian injuries and on property losses. The first phase of the project was an extensive survey of more than 400 career and combination (both career and volunteer) fire departments in the United States with the objective of optimizing a fire service leader's capability to deploy resources to prevent or mitigate adverse events that occur in risk- and hazard -filled environments. The results of this survey are not documented in this report, which is limited to the experimental phase of the project. The survey results will constitute significant input into the development of a future software tool to quantify the effects of community risks and associated deployment decisions on resultant firefighter and civilian injuries and property losses. The following research questions guided the experimental design of the low -hazard residential fireground experiments documented in this report: 1. How do crew size and stagger affect overall start -to -completion response timing? 2. How do crew size and stagger affect the timings of task initiation, task duration, and task completion for each of the 22 critical fireground tasks? 3. How does crew size affect elapsed times to achieve three critical events that are known to change fire behavior or tenability within the structure: a. Entry into structure? b. Water on fire? c. Ventilation through windows (three upstairs and one back downstairs window and the burn room window). 4. How does the elapsed time to achieve the national standard of assembling 15 firefighters at the scene vary between crew sizes of four and five? In order to address the primary research questions, the research was divided into four distinct, yet interconnected parts: Part 1— Laboratory experiments to design appropriate fuel load Part 2 — Experiments to measure the time for various crew sizes and apparatus stagger (interval between arrival of various apparatus) to accomplish key tasks in rescuing occupants, extinguishing a fire, and protecting property Part 3 — Additional experiments with enhanced fuel load that prohibited firefighter entry into the burn prop – a building constructed for the fire experiments Part 4 — Fire modeling to correlate time -to -task completion by crew size and stagger to the increase in toxicity of the atmosphere in the burn prop for a range of fire growth rates. The experiments were conducted in a burn prop designed to simulate a low -hazard' fire in a residential structure described as typical in NFPA 1710® Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. NFPA 1710 is the consensus standard for career firefighter deployment, including requirements for fire department arrival time, staffing levels, and fireground responsibilities. Limitations of the study include firefighters' advance knowledge of the burn prop, invariable number of apparatus, and lack of experiments in elevated outdoor temperatures or at night. Further, the applicability of the conclusions from this report to commercial structure fires, high-rise fires, outside fires, terrorism/natural disaster response, HAZMAT or other technical responses has not been assessed and should not be extrapolated from this report. Primary Findings Of the 22 fireground tasks measured during the experiments, results indicated that the following factors had the most significant impact on the success of fire fighting operations. All differential outcomes described below are statistically significant at the 95 % confidence level or better. Overall Scene Time: The four -person crews operating on a low -hazard structure fire completed all the tasks on the fireground (on average) seven minutes faster — nearly 30 % — than the two -person crews. The four -person crews completed the same number of fireground tasks (on average) 5.1 minutes faster — nearly 25 % — than the three-person crews. On the low -hazard residential structure fire, adding a fifth person to the crews did not decrease overall fireground task times. However, it should be noted that the 1 A low -hazard occupancy is defined in the NFPA Handbook as a one-, two-, or three-family dwelling and some small businesses. Medium hazards occupancies include apartments, offices, mercantile and industrial occupancies not normally requiring extensive rescue or firefighting forces. High -hazard occupancies include schools, hospitals, nursing homes, explosive plants, refineries, high-rise buildings, and other hightife hazard or large fire potential occupancies. 10 benefit of five -person crews has been documented in other evaluations to be significant for medium- and high -hazard structures, particularly in urban settings, and is recognized in industry standards.' Time to Water on Fire: There was a 10% difference in the "water on fire' time between the two- and three-person crews. There was an additional 6% difference in the "water on fire" time between the three- and four -person crews. (i.e., four -person crews put water on the fire 16% faster than two person crews). There was an additional 6% difference in the "water on fire' time between the four- and five -person crews (i.e. five -person crews put water on the fire 22% faster than two -person crews). Ground Ladders and Ventilation: The four -person crews operating on a low -hazard structure fire completed laddering and ventilation (for life safety and rescue) 30 % faster than the two -person crews and 25 % faster than the three-person crews. Primary Search: The three-person crews started and completed a primary search and rescue 25 % faster than the two -person crews. The four- and five -person crews started and completed a primary search 6 % faster than the three-person crews and 30 % faster than the two -person crew. A 10 % difference was equivalent to just over one minute. Hose Stretch Time: In comparing four -and five -person crews to two -and three-person crews collectively, the time difference to stretch a line was 76 seconds. In conducting more specific analysis comparing all crew sizes to the two -person crews the differences are more distinct. Two -person crews took 57 seconds longer than three-person crews to stretch a line. Two -person crews took 87 seconds longer than four -person crews to complete the same tasks. Finally, the most notable comparison was between two -person crews and five -person crews — more than 2 minutes 122 seconds) difference in task completion time. Industry Standard Achieved: As defined by NFPA 1710, the "industry standard achieved" time started from the first engine arrival at the hydrant and ended when 15 firefighters were assembled on scene.' An effective response force was assembled by the five -person crews three minutes faster than the four -person crews. Based on the study protocols, modeled after a typical fire department apparatus deployment strategy, the total number of firefighters on scene in the two- and three-person crew scenarios never equaled 15 and therefore the two- and three-person crews were unable to assemble enough personnel to meet this standard. Occupant Rescue: Three different "standard" fires were simulated using the Fire Dynamics Simulator (FDS) model. Characterized in the Handbook of the Society of Fire Protection Engineers as slow-, medium-, and fast -growth rate4, the fires grew exponentially with time. The rescue scenario was based on a non-ambulatory occupant in an upstairs bedroom with the bedroom door open. Independent of fire size, there was a significant difference between the toxicity, expressed as fractional effective dose (FED), for occupants at the time of rescue depending on arrival times for all crew sizes. Occupants rescued by early -arriving crews had less exposure to combustion products than occupants rescued by late -arriving crews. The fire modeling showed clearly that two -person crews cannot complete essential fireground tasks in time to rescue occupants without subjecting them to an increasingly toxic atmosphere. For a slow -growth rate fire with two -person crews, the FED was approaching the level at which sensitive populations, such as children and the elderly are threatened. For a medium -growth rate fire with two -person crews, the FED was far above that threshold and approached the level affecting the general population. For a fast -growth rate fire with two -person crews, the FED was well above the median level at which 50 % of the general population would be incapacitated. Larger crews responding to slow -growth rate fires can rescue most occupants prior to incapacitation along with early -arriving larger crews responding to medium -growth rate fires. The result for late -arriving (two minutes later than early -arriving) larger crews may result in a threat to sensitive populations for medium -growth rate fires. Statistical averages should not, however, mask the fact that there is no FED level so low that every occupant in every situation is safe. Conclusion: More than 60 full-scale fire experiments were conducted to determine the impact of crew size, first -due engine arrival time, and subsequent apparatus arrival times on firefighter safety and effectiveness at a low -hazard residential structure fire. This report quantifies the effects of changes to staffing and arrival times for residential firefighting operations. While resource deployment is addressed in the context of a single structure type and risk level, it is recognized that public policy decisions regarding the cost -benefit of specific deployment decisions are a function of many other factors including geography, local risks and hazards, available resources, as well as community expectations. This report does not specifically address these other factors. The results of these field experiments contribute significant knowledge to the fire service industry. First, the results provide a quantitative basis for the effectiveness of four -person crews for low -hazard response in NFPA 1710. The results also provide valid measures of total effective response force assembly on scene for fireground operations, as well as the expected performance time -to -critical -task measures for low -hazard structure fires. Additionally, the results provide tenability measures associated with a range of modeled fires. Future research should extend the findings of this report in order to quantify the effects of crew size and apparatus arrival times for moderate- and high -hazard events, such as fires in high-rise buildings, commercial properties, certain factories, or warehouse facilities, responses to large-scale non -fire incidents, or technical rescue operations. 2 NFPA Standard 1710 - A.5.2.4.2.1 ...Other occupancies and structures in the community that present greater hazards should be addressed by additional fire fighter functions and additional responding personnel on the initial full alarm assignment. 3 NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Section 5.2.1— Fire Suppression Capability and Section 5.2.2 Staffing. 4 As defined in the handbook, a fast fire grows exponentially to 1.0 MW in 150 seconds. A medium fire grows exponentially to 1 MW in 300 seconds. A slow fire grows exponentially to 1 MW in 600 seconds. A 1 MW fire can be thought -of as a typical upholstered chair burning at its peak. A large sofa might be 2 to 3 MWs. 11 Background he fire service in the United States has a deservedly proud tradition of service to community and country dating back hundreds of years. As technology advances and the scope of service grows (e.g., more EMS obligations and growing response to natural disasters, hazardous materials incidents, and acts of terrorism), the fire service remains committed to a core mission of protecting lives and property from the effects of fire. Firefighting is a dangerous business with substantial financial implications. In 2007, U.S. municipal fire departments responded to an estimated 1,557,500 fires. These fires killed 3,430 civilians non -firefighters) and contributed to 17,675 reported civilian fire injuries. Direct property damage was estimated at $14.6 billion dollars (Karter, 2008). In spite of the vigorous nationwide efforts 12 to promote firefighter safety, the number of firefighter deaths has consistently remained tragically high. In both 2007 and 2008, the U.S. Fire Administration reported 118 firefighter fatalities (USIA 2008). Although not all firefighter deaths occur on the fireground — accidents in vehicles and training fatalities add to the numbers — every statistical analysis of the fire problem in the United States identifies residential structure fires as a key component in firefighter and civilian deaths, as well as direct property loss. Consequently, community planners and decision -makers need tools for optimally aligning resources with the service commitments needed for adequate protection of citizens. Problem Despite the magnitude of the fire problem in the United States, there are no scientifically based tools available to community and fire service leaders to assess the effects of prevention, fixed sprinkler systems, fire fighting equipment, or deployment and staffing decisions. Presently, community and fire service leaders have a qualitative understanding of the effect of certain resource allocation decisions. For example, a decision to double the number of firehouses, apparatus, and firefighters would likely result in a decrease in community fire losses, while cutting the number of firehouses, apparatus, and firefighters would likely yield an increase in the community fire losses, both human and property. However, decision -makers lack a sound basis for quantifying the total impact of enhanced fire resources on the number of firefighter and civilian lives saved and injuries prevented. Studies on adequate deployment of resources are needed to enable fire departments, cities, counties, and fire districts to design an acceptable level of resource deployment based upon community risks and service provision commitment. These studies will assist with strategic planning and municipal and state budget processes. Additionally, as resource studies refine data collection methods and measures, both subsequent research and improvements to resource deployment models will have a sound scientific basis. 13 Review of Literature esearch to date has documented a consistent relationship between resources deployed and firefighter and civilian safety. Studies documenting engine and ladder crew performance in diverse simulated environments as well as actual responses show a basic relationship between apparatus staffing levels and a range of important performance variables and outcome measurements such as mean on -scene time, time -to -task completion, incidence of injury among fire service personnel, and costs incurred as a result of on -scene injuries (Cushman 1981, McManis 1984, Morrison 1990, Ontario 1991, Phoenix 1991, Roberts 1993). Reports by fire service officials and consulting associates reviewing fire suppression and emergency response by fire crews in U.S. cities were the first publications to describe the relationship between adequate staffing levels and response time, time to completion of various fireground tasks, overall effectiveness of fire suppression, and estimated value of property loss for a wide range of real and simulated environments. In 1980, the Columbus Fire Division's report on firefighter effectiveness showed that for a predetermined number of personnel initially deployed to the scene of a fire, the proportion of incidents in which property loss exceeded $5,000 and horizontal fire spread of more than 25 sq ft (2.3 m2) was significantly greater for crews whose numbers fell below the set thresholds of 15 total fireground personnel at residential fires and 23 at large -risk fires (Backoff 1980). The following year, repeated live experiments at a one -family residential site using modern apparatus and equipment demonstrated that larger units performed tasks and accomplished knockdown more quickly, ultimately resulting in a lower percentage of loss attributable to factors controlled by the fire department. The authors of this article highlighted that the fire company is the fire department's basic working unit and further emphasized the importance of establishing accurate and up-to-date performance measurements to help collect data and develop conclusive strategies to improve staffing and equipment utilization (Gerard 1981). Subsequent reports from the United States Fire Administration USIA) and several consulting firms continued to provide evidence for the effects of staffing on fire crews' ability to complete tasks involved in fire suppression efficiently and effectively. Citing a series of tests conducted in 1977 by the Dallas Fire Department that measured the time it took three-, four-, and five -person teams to advance a line and put water on a simulated fire at the rear of the third floor of an old school, officials from the USIA underscored that time -to -task completion and final level of physical exhaustion for crews markedly improved not after any one threshold, but with the addition of each new team member. This report went on to outline the manner in which simulated tests exemplify a clear-cut means to record and analyze the resources initially deployed and finally utilized at fire scenes (NFA 1981). A later publication detailing more Dallas Fire Department simulations — ninety-one runs each for a private residential fire, high-rise office fire, and apartment house fire — showed again that increased staffing levels greatly enhanced the coordination and effectiveness of crews' fire suppression efforts during a finite time span (McManis Associates 1984). Numerous studies of local departments have supported this conclusion using a diverse collection of data, including a report by the National Fire 14 Academy (NFA) on fire department staffing in smaller communities, which showed that a company crew staffed with four firefighters could perform rescue of potential victims approximately 80 % faster than a crew staffed with three firefighters (Morrison 1990). During the same time period that the impact of staffing levels on fire operations was gaining attention, investigators began to question whether staffing levels could also be associated with the risk of firefighter injuries and the cost incurred as a result of such injuries at the fire scene. Initial results from the Columbus Fire Division showed that "firefighter injuries occurred more often when the total number of personnel on the fireground was less than 15 at residential fires and 23 at large -risk fires" (Backoff 1980), and mounting evidence has indicated that staffing levels are a fundamental health and safety issue for firefighters in addition to being a key determinant of immediate response capacity. One early analysis by the Seattle Fire Department for that city's Executive Board reviewed the average severity of injuries suffered by three-, four-, and five -person engine companies, with the finding that "the rate of firefighter injuries expressed as total hours of disability per hours of fireground exposure were 54 % greater for engine companies staffed with 3 personnel when compared to those staffed with 4 firefighters, while companies staffed with 5 personnel had an injury rate that was only one-third that associated with four -person companies" Cushman 1981). A joint report from the International Association of Fire Fighters (IAFF) and Johns Hopkins University concluded, after a comprehensive analysis of the minimum staffing levels and firefighter injury rates in U.S. cities with populations of 150,000 or more, that jurisdictions operating with crews of less than four firefighters had injury rates nearly twice the percentage of jurisdictions operating with crews of four -person crews or more (IAFF, JHU 1991). More recent studies have continued to support the finding that staffing per piece of apparatus integrally affects the efficacy and safety of fire department personnel during emergency response and fire suppression. Two studies in particular demonstrate the consistency of these conclusions and the increasing level of detail and accuracy present in the most recent literature, by looking closely at the discrete tasks that could be safely and effectively performed by three- and four -person fire companies. After testing drills comprised of a series of common fireground tasks at several fire simulation sites, investigators from the Austin Fire Department assessed the physiological impact and injury rates among the variably staffed fire crews. In these simulations, an increase from a three- to four -person crew resulted in marked improvements in time -to -task completion or efficiency for the two-story residential fire drill, aerial ladder evolution, and high-rise fire drill, leading the researchers to conclude that loss of life and property increases when a sufficient number of personnel are not available to conduct the required tasks efficiently, independent of firefighter experience, preparation, or training. Reviews of injury reports by the Austin Fire Department furthermore revealed that the injury rate for three-person companies in the four years preceding the study was nearly one -and -a -half that of crews staffed with four or more personnel Roberts 1993). In a sequence of similar tests, the Office of the Fire Marshal of Ontario, Canada likewise found that three-person fire companies were unable to safely perform deployment of backup protection lines, interior suppression or rescue operations, ventilation operations that required access to the roof of the involved structure, use of large hand-held hose lines, or establish a water supply from a static source without additional assistance and within the time limits of the study. Following these data, Fire Marshal officials noted that three-person crews were also at increased risk for exhaustion due to insufficient relief at fire scenes and made recommendations for the minimum staffing levels per apparatus necessary for suppression and rescue related tasks (Office of the Fire Marshal of Ontario 1993). The most comprehensive contemporary studies on the implications of fire crew staffing now include much more accurate performance measures for tasks at the fireground, in addition to the basic metric of response time. They include environmental measures of performance, such as total water supply, which expand the potential for assessing the cost-effectiveness of staffing not only in terms of fireground personnel injury rates but also comparative resource expenditure required for fire suppression. Several examples from the early 1990s show investigators and independent fire departments beginning to gather the kind of specific, comprehensive data on staffing and fireground tasks such as those suggested and outlined in concurrent local government publications that dealt with management of fire services (Coleman 1988). A report by the Phoenix Fire Department laid out clear protocols for responding to structure fires and response evaluation in terms of staffing, objectives, task breakdowns, and times in addition to outlining the responsibilities of responding fire department members and the order in which they should be accomplished for a full-scale simulation activity (Phoenix 1991). One attempt to devise a prediction model for the effectiveness of manual fire suppression similarly reached beyond response time benchmarks to describe fire operations and the step-by-step actions of firefighters at incident scenes by delineating the time -to -task breakdowns for size -up, water supply, equipment selection, entry, locating the fire, and advancing hose lines, while also comparing the predicted time -to -task values with the actual times and total resources Meeker 1994). Two separate studies of local fire department performance, one from Taoyuan County in Taiwan and another from the London Fire Brigade, have drawn ties between fire crews' staffing levels and total water demand as the consequence of both response time and fire severity. Field data from Taoyuan County for cases of fire in commercial, business, hospital, and educational properties showed that the type of land use as well as response time had a significant impact on the water volume necessary for fire suppression, with the notable quantitative finding that the water supply required on -scene doubled when the fire department response increased by ten minutes (Chang 2005). Response time as a predictor of residential fire outcomes has received less study than the effect of crew size. A Rand Institute study demonstrated a relationship between the distance the responding companies traveled and the physical property damage. This study showed that the fire severity increased with response distance, and therefore the magnitude of loss increased proportionally (Rand 1978). Using records from 307 fires in nonresidential buildings over a three-year period, investigators in the United Kingdom correspondingly found response time to have a significant impact on final fire area, which in turn was proportional to total water demand (Sardgvist 2000). Recent government and professional literature continues to demonstrate the need for more data that would quantify in depth and illustrate the required tasks, event sequences, and necessary response times for effective fire suppression in order to determine with accuracy the full effects of either a reduction or increase in fire company staffing (Karter 2008). A report prepared for National Institute of Standards and Technology (NIST) stressed the ongoing need to elucidate the relationship between staffing and personnel injury rates, stating that "a scientific study on the relationship between the number of firefighters per engine and the incidence of injuries would resolve a long-standing question concerning staffing and safety" (TriData 2005). While not addressing staffing levels as a central focus, an annual review of fire department calls and false alarms by the National Fire Protection Association (NFPA) exemplified the need to capture not only the number of personnel per apparatus for effective fire suppression but also to clarify the demands on individual fire departments with resolution at the station level (NFPA 2008). In light of the existing literature, there remain unanswered questions about the relationships between fire service resource deployment levels and associated risks. For the first time this study investigates the effect of varying crew size, first apparatus arrival time, and response time on firefighter safety, overall task completion and interior residential tenability using realistic residential fires. This study is also unique because of the array of stakeholders and the caliber of technical advisors involved. Additionally, the structure used in the field experiments included customized instrumentation for the experiments; all related industry standards were followed; robust research methods were used; and the results and conclusions will directly inform the NFPA 1710 Technical Committee, as well as public officials and fire chiefs.' 5 NFPA is a registered trademark of the National Fire Protection Association, Quincy, Massachusetts. NFPA 1710 defines minimum requirements relating to the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by substantially all career fire departments. The requirements address functions and objectives of fire department emergency service delivery, response capabilities, and resources. The purpose of this standard is to specify the minimum criteria addressing the effectiveness and efficiency of the career public fire suppression operations, emergency medical service, and special operations delivery in protecting the citizens of the jurisdiction and the occupational safety and health of fire department employees. At the time of the experiments, the 2004 edition of NFPA 1710 was the current edition. 15 Purpose and Scope of the Study his project systematically studies deployment of fire fighting resources and the subsequent effect on both firefighter safety and the ability to protect civilians and their property. It is intended to enable fire departments and city/county managers to make sound decisions regarding optimal resource allocation to meet service commitments using the results of scientifically based research. Specifically, the residential fireground experiments provide quantitative data on the effect of crew size, first -due engine arrival time, and subsequent apparatus stagger on time -to -task for critical steps in response and fire fighting. The first phase of the multiphase project was an extensive survey of more than 400 career and combination fire departments in the United States with the objective of optimizing a fire service leader's capability to deploy resources to prevent or mitigate adverse events that occur in risk- and hazard -filled environments. The results of this survey are not documented in this report, which is limited to the experimental phase of the project, but they will constitute significant input into future applications of the data presented in this document. This report describes the second phase of the project, divided into four parts: Part 1— Laboratory experiments to design the appropriate fuel packages to be used in the burn facility specially constructed for the research project Part 2 — Field tests for critical time -to -task completion of key tasks in fire suppression Part 3 — Field tests with real furniture (room and contents experiments) Part 4 — Fire modeling to apply data gathered to slow-, medium-, and fast -growth rate fires 16 The scope of this study is limited to understanding the relative influence of deployment variables on low -hazard, residential structure fires, similar in magnitude to the hazards described in NFPA® 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. The standard uses as a typical residential structure a 2,000 sq ft 186 mz) two-story, single-family dwelling with no basement and no exposures (nearby buildings or hazards such as stacked flammable material). The limitations of the study, such as firefighters' advance knowledge of the facility constructed for this experiment, invariable number of apparatus, and lack of experiments in extreme temperatures or at night, will be discussed in the Limitations section of this report. It should be noted that the applicability of the conclusions from this report to commercial structure fires, high-rise fires, outside fires, and response to hazardous material incidents, acts of terrorism, and natural disasters or other technical responses has not been assessed and should not be extrapolated from this report. A Brief Overview of the Fireground Operations egardless of the size of a structure on fire, firefighting crews identify four priorities: life safety of occupants and firefighters, confinement of the fire, property conservation, and reduction of adverse environmental impact. Interdependent and coordinated activities of all fire fighting personnel are required to meet the priority objectives. NFPA 1710 specifies that the number of on -duty fire suppression personnel must be sufficient to carry out the necessary fire fighting operations given the expected fire fighting conditions. During each fireground experiment, the following were dispatched to the test fire building: three engine companies one truck company a command vehicle with a battalion chief and a command aide Staffing numbers for the engine and truck crews and response times were varied for the purposes of the tests. Additional personnel available to ensure safety will be described later in this report. The following narrative account describes the general sequence of activities in part 2 of the experiments (time -to -task), when the fuel load permitted firefighter entry: The first arriving engine company conducts a size -up or initial life safety assessment of the building to include signs of occupants in the home, construction features, and location of the original fire and any extension to other parts of the structure. This crew lays a supply line from a hydrant close to the building for a continuous water supply. The truck company usually arrives in close proximity to the first engine company. The truck company is responsible for gaining access or forcing entry into the building so that the engine company can advance the first hose line into the building to locate and extinguish the fire. Usually, they assist the engine company in finding the fire. The NFPA and OSHA 2 In/2 Out 6 crew is also assembled prior to anyone entering an atmosphere that is immediately dangerous to life or health (IDLH). This important safety requirement will have a large impact on availability of firefighters to enter the building when small crews are deployed. Once a door is opened, the engine crew advances a hose line attack line) toward the location of the fire. At the same time, members from the truck crew accompany the engine crew and assist in ventilating the building to provide a more tenable atmosphere for occupants and firefighters. Ventilation also helps by improving visibility in an otherwise "pitch black" environment, but it must be coordinated with the attack line crew to ensure it helps control the fire and does not contribute to fire growth. The truck crew performs a systematic rapid search of the entire structure starting in the area where occupants would be in the most danger. The most dangerous area is proximate to the fire and the areas directly above the fire. Depending upon the travel distance, the battalion chief and command aide will have arrived on the scene and have taken command of the incident and established a command post. The role of the incident commander is to develop the action plan to mitigate the incident and see that those actions are carried out in a safe, efficient, and effective manner. The command aide is responsible for situational assessment and communications, including communications with crew officers to ensure personnel accountability. Depending on response time or station location, the second engine 2) and possibly the third engine company (engine 3) arrive. The second arriving engine (engine 2) connects to the fire hydrant where the first engine (engine 1) laid their supply line. Engine 2 pumps water from the hydrant through the supply line to the first engine for fire fighting operations. According to NFPA 1710, water should be flowing from the supply line to the attack engine prior to the attack crew's entry into the structure. The crew from the second engine advances a second hand line as a backup line to protect firefighters operating on the inside and to prevent fire from spreading to other parts of the structure. The third engine crew is responsible for establishing a Rapid Intervention Team (RIT), a rescue team staged at or near the command post or as designated by the Incident Commander in the front of the building) with all necessary equipment needed to locate and/or rescue firefighters that become trapped or incapacitated. The RIT plans entry/exit portals and removes hazards, if found, to assist interior crews. As the fire fighting, search and rescue, and ventilation operations are continuing, two members of the truck company are tasked with placing ground ladders to windows and the roof to provide a means of egress for occupants or firefighters. The truck crew is responsible for controlling interior utilities such as gas and electric after their ventilation, search, and rescue duties are completed. Once the fire is located and extinguished and occupants are 6 The "2 In/2 Out" policy is part of paragraph (g) (4) of OSHAs revised respiratory protection standard, 29 CFR 1910.134. This paragraph applies to private sector workers engaged in interior structural fire fighting and to Federal employees covered under Section 19 of the Occupational Safety and Health Act. States that have chosen to operate OSHA -approved occupational safety and health state plans are required to extend their jurisdiction to include employees of their state and local governments. These states are required to adopt a standard at least as effective as the Federal standard within six months. OSHAs interpretation on requirements for the number of workers required to be present when conducting operations in atmospheres that are immediately dangerous to life and health (IDLH) covers the number of persons who must be on the scene before fire fighting personnel may initiate an attack on a structural fire. An interior structural fire (an advanced fire that has spread inside of the building where high temperatures, "heat" and dense smoke are normally occurring) would present an IDLH atmosphere and therefore, require the use of respirators. In those cases, at least two standby persons, in addition to the minimum of two persons inside needed to fight the fire, must be present before fire fighters may enter the building. Letter to Thomas N. Cooper, Purdue University, from Paula O. White, Director of Federal -State Operations, U.S. Department of Labor, Occupational Safety & Health Administration, November 1, 1995. 17 removed, the incident commander reassesses the situation and provides direction to conduct a very thorough secondary search of the building to verify that the fire has not extended into void spaces and that it is fully extinguished. (In a nonexperimental fire situation, salvageable property would be covered or removed to minimize damage.) Throughout the entire incident, each crew officer is responsible for the safety and accountability of his or her personnel along with air management. The location and wellness of crews is tracked by the command aide through a system of personal accountability checks conducted at 20 -minute intervals. Following extinguishment of the fire, an onsite review is conducted to identify actions for improvement. Crews are monitored, hydrated and rested before returning to work in the fire building. The Relation of Time -to -Task Completion and Risk Delayed response, particularly in conjunction with the deployment of inadequate resources, reduces the likelihood of controlling the fire in time to prevent major damage and possible loss of life and increases the danger to firefighters. Figure 1 illustrates a hypothetical sequence of events for response to a structure fire. During fire growth, the temperature of a typical compartment fire can rise to over 1,000° F (538° Q. When a fire in part of a compartment reaches flashover, the rapid transition between the growth and the fully developed fire stage, flame breaks out almost at once over the surface of all objects in 18 the compartment, with results for occupants, even firefighters in full gear, that are frequently deadly. Successful containment and control of a fire require the coordination of many separate tasks. Fire suppression must be coordinated with rescue operations, forcible entry, and utilities control. Ventilation typically occurs only after an attack line is in place and crews are ready to move in and attack the fire. The incident commander needs up -to- the -minute knowledge of crew activities and the status of task assignments which could result in a decision to change from an offensive to a defensive strategy. Standards of Response Cover Developing a standard of response cover— the policies and procedures that determine the distribution, concentration, and reliability of fixed and mobile resources for response to fire (as well as other kinds of technical response) — related to service commitments to the community is a complex task. Fire and rescue departments must evaluate existing (or proposed) resources against identified risk levels in the community and against the tasks necessary to conduct safe, efficient and effective fire suppression at structures identified in these various risk levels. Leaders must also evaluate geographic distribution and depth or concentration of resources deployed based on time parameters. Recognition and reporting of a fire sets off a chain of events before firefighters arrive at the scene: call receipt and processing, dispatch of resources, donning protective gear, and travel to the scene. NFPA 1710 defines the overall time from dispatch to scene arrival as the total response time. The standard divides total FIRE DEPARTMEN'T RESPONSE TO A STRUCTURE FIRE: S1.4)I F:I%utF OF F.1 F:11'ti ir -44 ------- I Ignition of ,'Notification Dispnich of lau Of Cncrgcncy I'mergencp Unit4 Response Discovery SYslarn Fire I ire Dcj.rnent ticpartmcnt Turnout I Depnn[rre 1 rnvel 11 Inv t,• A c-ce s, R"4-wr, I'"fadare and Suppress Fiat Uaultuul Department srenc Arrival at Ilrn incltirnt 3err e 1 FLASHOVER Figure 1: Hypothetical Timeline of Fire Department Response to Structure Fire response time into a number of discrete segments, of which travel time — the time interval from the beginning of travel to the scene to the arrival at the scene — is particularly important for this study. Arrival of a firefighting response force must be immediately followed by organization of the resources into a logical, properly phased sequence of tasks, some of which need to be performed simultaneously. Knowing the time it takes to accomplish each task with the allotted number of personnel and equipment is critical. Ideally crews should arrive and intervene in sufficient time to prevent flashover or spread beyond the room of origin. Decision-making about staffing levels and geographic distribution of resources must consider those times when there will be simultaneous events requiring resource deployment. There should be sufficient redundancy or overlap in the system to allow for simultaneous calls and high volume of near simultaneous responses without compromising the safety of the public or firefighters. Policy makers have long lacked studies that quantify changes in fireground performance based on apparatus staffing levels and on -scene arrival time intervals. These experiments were designed to observe the impact of apparatus staffing levels and apparatus arrival times on the time it takes to execute essential fireground tasks and on the tenability inside the burn prop for a full initial alarm assignment response. It is expected that the results of this study will be used to evaluate the related performance objectives in NFPA 1710. 19 Part 1: Planning for the Field Experiments Laboratory Experiments The purpose of the first segment, the laboratory experiments, was to characterize the burning behavior of the wood pallets as a function of: number of pallets and the subsequent peak heat release rate HRR) compartment effects on burning of wood pallets effect of window ventilation on the fire effect on fire growth rate of the loading configuration of excelsior (slender wood shavings typically used as packing material) Characterization of the fuel package was critical in order to ensure that the field experiments would not result in a flashover condition, one of the primary safety considerations in complying with the protocols in NFPA 1403: Standard on Live fire Training Evolutions.' Appendix A of this report contains the methods and full results for the laboratory experiments, which are summarized below. Figure 2 shows a test burn of pallets in the laboratory. Results of Laboratory Experiments The objective of the laboratory experiments was to quantify the spread of heat and smoke throughout the planned burn prop in order to ensure that the fuel package would result in a fire large enough to generate heat and smoke consistent with a residential structure fire, yet not so large as to transition to flashover. The full results of the laboratory experiments and modeling are shown in Appendix A and Appendix B. To summarize briefly, a four -pallet configuration, which produced a peak of approximately 2 MW, was determined to be the largest fuel load the room could support without the threat of transitioning to flashover. The compartment produced a negligible effect on the heat release rate of the fire compared to open burning conditions. The presence of an open window in the burn room reduced the Figure 2: Test Burn of Pallets in Laboratory production of carbon monoxide and carbon dioxide gases, primarily through enhanced oxygen availability and dilution, respectively. The location and quantity of excelsior had a significant impact on the growth rate of fire. More excelsior located nearer the bottom of the pallets resulted in a more rapid achievement of peak burning. The results of the fuel load experiments to inform the building and experimental design indicated development of untenable conditions in the field experiments between 5 min and 15 min, depending upon several factors: fire growth rate, ventilation conditions, the total leakage of heat into the building and through leakage paths, and manual fire suppression. This time frame allowed for differentiation of the effectiveness of various fire 7 NFPA 1403 contains the minimum requirements for training all fire suppression peronnel engaged in firefighting operations under live fire conditions. 20 Part 2: Field Experiment Methods department response characteristics. In part 2, fire experiments were conducted in a residential -scale burn prop at the Montgomery County Public Safety Training Academy in Rockville, MD. Field Site Montgomery County (MD) Fire and Rescue Department provided an open space to construct a temporary burn prop, with ready access to water and electrical utilities, at the Montgomery County Fire and Rescue Training Facility in Rockville, MD. The burn prop was constructed as a two-story duplex with a common stairwell and movable walls between the sections to allow for multiple experiments daily. Symmetrically dividing the structure about the short axis allowed one side of the test structure to cool and dry out after a fire test with suppression. The burn prop contained two mirror-image, two-story units each totaling 2,000 ft2 (186 ml), without basement or nearby exposures each therefore a typical model of a low -hazard single-family residence identified in NFPA 1710. An exterior view of the burn prop is shown in Figure 3. For each experiment there was a confirmed fire in the living room in the first floor rear of one unit of the structure. Details and dimension are shown in the floor plan in Figure 4. 336M rye.--> I The black lines in Figure 4 o.e i n, indicate load-bearing reinforced concrete walls and red lines ''ar'"'YF' indicate the gypsum over steel stud partition walls. The ceiling height o was 94 in (2.4 m) throughout the U+_ 1 9. 75rn entire structure except in the burn compartments, where additional hardening was installed to protect e m ty against repeated exposure to fire during the experiments. This additional fire proofing slightly reduced the ceiling height. Complete details about the building construction are included in Appendix C. Noncombustible furniture (angle iron and gypsum board construction) was fashioned to represent obstacles of realistic size and location for firefighters navigating the interior of the structure. The dimensions were typical of residential furnishings. p Figure 5 shows an example of the 0 U_ noncombustible furniture used in - the time -to -task experiments. 4 u uz Figure 3: Exterior View of Burn Prop Front Door (0-88ca wide) Emergency Exit (to lstfldar,nof) Figure 4: Dimensions of the Burn Prop Floor Plan 21 Overview of Field Experiments In order to evaluate the performance representative of a NFPA 1710 -compliant fire department, the field experiments consisted of two parts (the second and third parts of the four described in this report). In the first of the two parts of the field experiments, firefighter participants from Montgomery County (MD) and Fairfax County (VA) Fire Departments simulated an initial alarm assignment response to a structure described in NFPA 1710 as a low -hazard residential structure to which firefighters respond on a regular basis. The staffing level of fire apparatus was varied incrementally from two to five personnel per piece. The interval between apparatus on -scene arrival times was varied at either 60 s or 120 s. Trained timing staff were used to record the start and completion times of 22 tasks deemed essential for mitigation of a residential fire incident by the study's technical experts. The pallet and excelsior configuration chosen from the laboratory experiments repeatably produced a consistent and realistic quantity of heat and smoke, similar to what firefighters encounter at a residential structure fire. Although the fire source used in part 2 of the field experiments created a realistic amount of heat and smoke, the requirements of NFPA 1403 prevented use of a fire source which could potentially reach flashover within the structure. Therefore, part 3 of the fire experiments was conducted in order to change the fuel package to be representative of realistic fuel loading that could be found in a living room in a residential structure (sleeper -sofa, upholstered chairs, end tables, etc). The intent of this part of the study was to determine how the times of firefighter interactions, averaged with respect to the staffing and arrival intervals, impacted the interior tenability conditions. Fire fighting tactics were performed in a manner which complied with NFPA 1403; ventilation was performed with proper personal protective equipment (PPE) and hand tools from the exterior of the burn prop. Suppression was performed with an interior remote suppression device operated from the exterior of the burn prop. Instrumentation Instrumentation to measure gas temperature, gas concentrations, heat flux, visual obscuration, video, and time during the experiments was installed throughout the burn prop. The data were recorded at 1 -second intervals on a computer-based data acquisition system. Figure 6 presents a schematic plan view of the instrumentation. All instruments were wired to a centralized data collection room attached as a separate space on the west side of the building, which is described later in this 22 report ensuring physical separation for the data collection personnel from the effects of the fire, while minimizing the wire and tube lengths to the data logging equipment. See Appendix C for additional details about the instrumentation. Figure 5: Noncombustible Furniture Used in the Time -to -Task Experiments Figure 6: Instrumentation and Furniture Prop Layout Figure 7: Fireground Safety Officer Safety Protocols Firefighter safety was always a primary concern in conducting the research. Participants were drawn from two departments — Fairfax County, VA and Montgomery County, MD — that regularly conduct NFPA 1403 compliant live fire training for their staff and recruits. A safety officer was assigned to the experiments by the Montgomery County Fire and Rescue Department to assure compliance with NFPA 1403. The safety officer (Figure 7) participated in all orientation activities, daily briefings, and firefighter gear checks and was always actively involved in overseeing all experiments. The safety officer had full authority to terminate any operation if any safety violation was observed. In addition to the safety officer, a rapid intervention team (RIT), assigned from dedicated crews not in the actual experiment, was in place for each experiment, and a staffed ambulance was on standby at the site. Radio communication was always available during the experiments should a "mayday" emergency arise. Experiments were stopped for any action considered to be a protocol breach or safety concern. For example, all ladders — 24 ft (7.3 m) or 28 ft (8.5 m) — were to be raised by two firefighters. As crew sizes were reduced, some firefighters attempted to place ladders single-handedly in an effort to complete the task more quickly. This procedure, while vividly illustrating how firefighters try to do more with less in the field, is unsafe and could potentially result in strain or impact injuries. Additional safety features were built in to the field structure. A deluge sprinkler system oriented to the known location of the fuel package could be remotely activated for rapid fire suppression. All first floor rooms had direct access to the exterior of the building through either doors or windows. The second story had an emergency exit to the roof of the attached instrumentation room. A closely related concern to ensure firefighter safety and readiness to repeat experiments with equivalent performance was adequate rehabilitation (see Figure 8). At the beginning and end of each day, crews completed a health and safety check. The importance of staying well-hydrated before and during experiments was especially emphasized. Figure 8: Crew Rehabilitation 23 Time -to -Task Experiments On -Scene Fire Department Tasks The on -scene fire department task part of the study focused on the tasks firefighters perform after they arrive on the scene of a low -hazard residential structure fire. A number of nationally recognized fire service experts were consulted during the development of the on -scene fire department tasks in order to ensure a broad applicability and appropriateness of the task distribution! The experiments compared crew performance and workload for a typical fire fighting scenario using two-, three-, four-, and five -person crews. 24 total experiments were conducted to assess the time it took various crew sizes to complete the same tasks on technically similar fires in the same structure. In addition to crew sizes, the experiments assessed the effects of stagger between the arriving companies. Close stagger was defined as a 1 -minute time difference in the arrival of each responding company. Far stagger was defined as a 2 -minute time difference in the arrival of each responding company. One -minute and two -minute arrival stagger times were determined from analysis of deployment data from more than 300 U.S. fire departments responding to a survey of fire department operations conducted by the International Association of Fire Chiefs (IAFC) and the International Association of Fire Fighters (IAFF). Considering both crew size and company stagger there were eight experiments conducted in triplicate totaling twenty-four tests, as shown in the full replicate block in Table 1. A full replicate was completed in a randomized order (determined by randomization software) before a test configuration was repeated. Crew Size For each experiment, three engines, a ladder -truck and a battalion chief and an aide were dispatched to the scene of the residential structure fire. The crew sizes studied included two-, three-, four-, and five -person crews assigned to each engine and truck dispatched. Resultant on -scene staffing totals for each experiment follow: (FF = firefighter) Two Person crews = 8 FFs + Chief and Aide = 10 total on -scene Three Person crews = 12 FFs + Chief and Aide= 14 total on -scene Four Person crews = 16 FFs + Chief and Aide = 18 total on -scene Five Person crews = 20 FFs + Chief and Aide = 22 total on-scene9 Department Participation The experiments were conducted in Montgomery County, MD at the Montgomery County Fire Rescue Training Academy during the months of January and February 2009. All experiments took place in daylight between 0800 hours and 1500 hours. Experiments were postponed for heavy rain, ice, or snow and rescheduled for a later date following other scheduled experiments. Montgomery County (MD) and Fairfax County (VA) firefighters participated in the field experiments. Each day both departments committed three engines, a ladder truck and Size ApparatusCrew .. 2 Person Close Stagger (One minute) 3 Person Close Stagger (One minute) 4 Person Close Stagger (One minute) 5 Person Close Stagger (One minute) 2 Person Far Stagger (Two minutes) 3 Person Far Stagger (Two minutes) 4 Person Far Stagger (Two minutes) 5 Person Far Stagger (Two minutes) Table 1: Primary Variables for Time -to -Task Experiments associated crews, as well as a battalion chief to the experiments. The two battalion chiefs, alternated between the roles of battalion chief and aide. Firefighters and officers were identified by participating departments and oriented to the experiments. Each experiment included engine crews, truck crews and command officers from each participating department. Participants varied with regard to age and experience. Crews that normally operated together as a company were kept intact for the experiments to assure typical operation for the crew during the scenarios. However, in all experiments crews were used from both departments, including engine crews, truck crews, and officers. This allocation of resources made it possible to conduct back-to-back experiments by rotating firefighters between field work and rehabilitation areas. Crew Orientation All study participants were required to attend an orientation prior to the beginning of the experiments (see Figure 9, page 25). The orientations were used to explain experiment procedures, task flows, division of labor between crews, and milestone events in the scenario. Daily orientations were conducted for all shifts to assure every participant attended. Orientations included a description of the overall study objectives as well as the actual experiments in which they would be involved. Per the requirements of NFPA 1403, full disclosure regarding the structure, the fire, and the tasks to be completed were provided. Crews were also oriented to the fireground props, instrumentation used for data collection, and the specific scenarios to be conducted. Every crew member was provided a walkthrough of the structure during the orientation and each day prior to the start of the experiments. 8 Technical experts included Dennis Compton, Russell Sanders, William "Shorty" Bryson, Vincent Dunn, David Rohr, Richard Bowers, Michael Clemens, James Walsh, Larry Jenkins and Doug Hinkle. More information about the experts is presented in the Acknowledgments later in this report. 9 Note that the on -scene totals account for only the personnel assigned to "work" the fire. Additional personnel were provided for an RIT team, a staffed ambulance on site, and a safety officer specific to the experiments. The additional personnel are not included in thee staffing described above. 24 Tasks Twenty-two fireground tasks were completed in each experiment. Meticulous procedures gathered data to measure key areas of focus, such as individual task start times, task completion times, and overall scenario performance times. Each task was assigned a standardized start and end marker, such as crossing the threshold to enter the building with a hose line or touching a ladder to raise it to a second story window. The 22 tasks, with the events for measuring start and stop times, are shown in Table 2 (page26). Figures 10 — 19 illustrate firefighter activity in a number of the tasks to complete experiments or prepare for the next experiment. For reasons of both safety and cost efficiency, two tasks — forcible entry of the front door and ventilation of the windows on the first and second stories required special procedures. The study could not accommodate replacing the doors and windows daily for the fire suppression experiments. Before the start of experiments with the full sequence of tasks, these two tasks were measured in a realistic manner using training props constructed at the site of the fireground experiments. As with the overall experiments, these two tasks were repeated in triplicate and the times averaged. The average time to complete the tasks was then used in the larger scale experiment. As firefighters came to the point of breaching the door or windows, the timers would hold them for the time designated by the earlier experiments and then give them the approval to open the door or windows. The start and end times were then recorded just as other tasks were. Figure 9: Crew Orientation and Walkthrough Figure 10: Ground Ladders Figure 11: Ventilation Figure 12: Ground Level Window Breakage Prop Figure 13: Second Story Window Breakage Prop Figure 14: Door Forcible Entry Prop Figure 15: Crew Preparation and Cue Cards 25 Table 2: Tasks and Measurement Parameters Tasks Measurement Parameters Tasks Measurement Parameters 1. Stop at Hydrant, Wrap Hose START - Engine stopped at 13. Conduct Primary Search START - Firefighters enter front hydrant door STOP - Firefighter back on engine STOP - Firefighters transmit and wheels rolling search complete" 2. Position Engine 1 START - Wheels rolling from 14. Ground Ladders in Place START - Firefighter touches ladder hydrant to pull it from truck STOP - Wheels stopped at STOP - 4 Ladders thrown: 3 structure ladders on the 2°d -story windows and 1 to the roof 3. Conduct Size -up START -Officer off engine 15. Horizontal Ventilation START- Firefighter at 1 st window to 360 -degree lap), transmit STOP - Completes radio Ground) begin ventilation (HOLD for 8 report, establish command transmission of report seconds) STOP - Hold time complete - 4. Engage Pump START - Driver off engine window open STOP - Driver throttles up pump 16. Horizontal Ventilation START - Firefighter grabs ladder 2nd Story) for climb. (Firefighter must leg lock 5. Position Attack Line START - Firefighter touches hose for ventilation. HOLD time at each Forward Lay) to pull it from engine window is 10 seconds) STOP - Flake, charge and bleed STOP - All 2nd -story windows open complete (hose at front door descend ladder - feet on ground. prepared to advance) 17. Control Utilities (Interior) START - Radio transmission to 6. Establish 2 In/2 Out Company officer announces — "2 control utilities In/2 Out established" (4 persons assembled on scene OR at the STOP - When firefighter call of the Battalion completes the task at the prop Chief/Company Officer) 18. Control Utilities (Exterior) START - Radio transmission to 7. Supply Attack Engine START - Firefighter touches control utilities hydrant to attach line STOP - When firefighter STOP - Water supply to attack completes the task at the prop engine 19. Conduct Secondary Search START - Firefighters enter front 8. Establish RIT Time that Company Officer door announces RIT is established STOP - Firefighters transmit 9. Gain/Force Entry START - Action started secondary search complete" HOLD time= 10 seconds) 20. Check for Fire Extension START- Firefighters pick up STOP - Door opened for entry walls) check -for -extension prop 10. Advance Attack Line START— Firefighter touches hose STOP- Completion of 4 sets total 1 set = 4 in and 4 out) STOP — Water on fire This task may be done by more than one person. 11. Advance Backup Line START - Firefighter touches hose stop time at front door) to pull from engine bed 21. Check for Fire Extension START - Firefighters pick up ceilings) check -for -extension prop STOP - Backup line charged to nozzle STOP - Completion of 4 sets total 1 set = 3 up and 5 down) This task may be done by more than one person. 12. Advance Backup START - Firefighter crosses 22. Mechanical Ventilation START - Firefighters touch fans toLine/Protect Stairwell threshold remove from truck STOP - Position line for attack at stairwell STOP - Fans in place at front door and started ay Data Collection: Standardized Control Measures Several control measures were used to collect data, including crew cue cards, radio communications, task timers, and video recording. Performance was timed for each task in each scenario including selected milestone tasks such as door breach, water -on -fire, and individual window ventilation. Data were collected for crew performance on each task, and individual firefighter performance was not considered. Task Flow Charts and Crew Cue Cards Task procedures were standardized for each experiment/scenario. Technical experts worked with study investigators to break down crew tasks into individual tasks based on crew size. Task flow charts were created and then customized for the various crew sizes. The carefully designed task flow ensured that the same overall workload was maintained in each experiment, but was redistributed based on the number of personnel available for the work. See Appendix D for additional details. All tasks were included in each scenario and cue cards were developed for each individual participant in each scenario. For example, a four -person crew would have a cue card for each person on the crew including the officer, the driver, and the two firefighters. Cards were color coded by crew size to assure proper use in each scenario. Figure 16: Connecting to the Hydrant Figure 17: Crews Responding Figure 18: Ceiling Breach/Molitor Machine Figure 19: Incident Command Figure 20: Task Timers Radio communications Interoperability of radio equipment used by both participating departments made it possible to use regular duty radios for communication during the experiments. Company officers were instructed to use radios as they would in an actual incident. Montgomery County Fire and Rescue Communications recorded all radio interaction as a means of data backup. Once all data quality control measure were complete, the records were then overwritten as a routine procedure. Task Timers Ten observers/timers, trained in the use of a standard stop watch with split -time feature, recorded time -to -task data for each field experiment. To assure understanding of the observed tasks, Figure 21: Video Recording for Quality Control firefighters were used as timers, each assigned specific tasks to observe and to record the start and end times. To enhance accuracy and consistency in recording times, the data recording sheets used several different colors for the tasks (see Appendix D). Each timer was assigned tasks that were coded in the same color as on the recording sheet. All timers wore high -visibility safety gear on the fireground (see Figure 20). Video records In addition to the timers, video documentation provided a backup for timed tasks and for quality control (see Figure 21). No less than six cameras were used to record fireground activity from varied vantage points. Observer/timer data were compared to video records as part of the quality control process. 27 Crew Assignment Crews from each department that regularly operated together were assigned to work as either engine or truck companies in each scenario. Both Fairfax County and Montgomery County crews participated in each experiment. Crews assigned to each responding company position in one scenario were assigned to another responding company position in subsequent scenarios, with the objective of minimizing learning from one experiment to another. For example, crews in the role of engine 1 in a morning scenario might be assigned to the engine 3 position in the afternoon, thus eliminating learning from exact repetition of a task as a factor in time to completion. Additionally, participating crews from both Montgomery County and Fairfax County were from three different shifts, further reducing opportunities for participant repetition in any one position. Response Time Assumptions Response time assumptions were made based on time objectives set forth in the NFPA 1710. Time stagger allocations were set by the project technical advisors in order to assess the impact of arriving unit time separation on task start and completion times, as well as the overall scene time. Below are the values assigned to the various time segments in the overall response time. The total of the response time segments may also be referred to as the total reflex time. 1. Fire ignition = time zero 2.60 s for recognition (detection of fire) and call to 9-1-1 3.60 s for call processing/dispatch 4.60 s for turnout10 5. Close Stagger = 240 s travel time FIRST engine with 60 s ladder -truck lag and 90 s lag for each subsequent engine a. Truck arrives at 300 s from notification b. Second engine at 330 s from notification c. Third engine at 420 seconds from notification 6. Far Stagger = 240 s travel time FIRST engine with 120 s ladder -truck lag and 150 s lag for each subsequent engine a. Truck arrives at 360 s from notification b. Second engine arrives at 390 s from notification c. Third engine arrives at 540 s from notification. The design of this part of the experiments allowed firefighter entry into the burn building. The next part of the experiments required a modified methodology. 10 After the experiments were complete, the NFPA 1710 technical committee released a new edition of the standard that prescribes 80 seconds for turnout time. 28 Part 3: Room and Contents Fires ANs previously discussed, FPA 1403 prohibits refighters in a training exercise from entering a structure with sufficient fuel load to result in room flashover. But the value of the data from the time -to -task experiments lies not just in the duration and time -of -completion statistics for tasks, but also in measuring the tenability of the atmosphere for occupants urgently needing firefighter assistance. Therefore Part 3 of the experiments (room and contents fires) used a larger fuel load to focus on the seven of the 22 tasks that cause a change in the fire behavior through ventilation or active suppression: The Tornado Remote Controlled Monitor is Produced by Task Force Tips, Valparaiso, Indiana, USA. Permission to publish courtesy of Task Force Tips 1. Forced entry of the front door 2. Water on fire 3. Second floor window #1 ventilated (burn room window) 4. Second floor window #2 ventilated (front window, near corner) 5. Second floor window #3 ventilated (front window, near front door) 6. First floor window #1 ventilated (window beside the fire room) 7. First floor window #2 ventilated (self -ventilated at flashover) Because the fuel load was sufficient for flashover, all firefighter activity was conducted outside the building. Tasks that in Part 3 required entry into the building, such as search or interior utility control, were factored into this part by delaying the next task for the average duration of the task from Part 2. Firefighters in full gear opened the door with a gloved hand or opened windows from the ground with a tool such as a pike pole or angle iron, again at the time specified by the averages from Part 2. Averages were derived from the three iterations of each scenario. The different number of iterations in Part 3 will be explained later in this report. Because firefighters could not enter the building, a nozzle controlled from the instrumentation room was installed. The nozzle was placed in the room directly outside the burn room and oriented toward the burn room near the doorway in order to best emulate the nozzle location of live firefighter suppression (see Figure 22). The nozzle was encased with mineral wool and heavy-duty aluminum foil (bottom picture in Figure 22) to protect the electronics and wiring from the intense radiation energy emitted by the fire. Blocks were used to anchor the nozzle against the lateral forces exerted by the momentum of the water supply. The activation time for suppression was determined by the data from the time -to -task test results. A 150 spray pattern was directed toward the seat of the fire and swept horizontally from side to side. While the remotely controlled hose line knocked down the majority of the fire, it was Figure 22: Remotely Controlled Fire Suppression Nozzle for Room and Contents Fires not as effective as a live firefighter with a better view into the room of origin. Therefore, after the fire was diminished, a supplemental stream was applied through the burn room window in order to control the fire (see Figure 23). All personnel on the hose line were in full turnout gear and self-contained breathing apparatus during the exterior application of water. Fuel Packages for the Room and Contents Fires In order to maximize the repeatability of the fire development, nominally identical rooms of furniture of identical manufacturer, style, and age were used for each test. A plan -view schematic of the furniture is shown in Figure 24 and pictures of the burn room prior to testing are shown in Figure 25. Key dimensions, mass, and materials for combustible furnishings are detailed in Appendix C. Figure 23: Supplemental Suppression Applied for Room and Contents Tests 29 THERMOCOUPLE X=0.76m, Y=0.51 m, Z = 0.3, 0.61, 0:91,1.22,1.52,1.83, 2.13m Q HEAT FWX HF1: X=0.91m, Y=0.91 m, Z=0,17m HF2: X=0.5m, Y=0.66 m. Z=1 m c ±, VIDEO CAMERA Z: Red Upholstered Chair 2: Wightstand 3: Sleeper Sofa 4: Body Pillow 5:21 wart Waste Basket C:Twin Size 100% Cotton Blanket 7: 2 Drawer Dresser Figure 24: Configuration of Furnishings in Burn Room (Room and Contents Fires) Figure 25: Pictures of the Room and Contents Furnishings all The ignition source consisted of a cardboard book of 20 matches that was ignited by an electrically heated wire, often referred to as an electric match. The electric match was placed near the bottom of a 21 qt 19.9 L) polypropylene waste container. The height of the waste container was 15.5 in 394 mm) with interior dimensions at the top opening of 14.5 in (368 mm) by 11.3 in 287 mm). Approximately 0.7 lbs (0.3 kg) of dry newspaper was added to the waste container. The majority of the newspaper was folded flat, and placed on edge along the sides of the waste container. Four sheets of newspaper, 22 in (559 mm) by 25 in (635 mm) were crumpled into "balls" approximately 3.9 in (100 mm) diameter and placed on top of the electric match in the center of the waste container. Experimental Matrix for Room and Contents Fires Sufficient amounts of furniture for 16 rooms were available for the room and contents fires, so eight experiment scenerios were conducted — each with a replicate. Because the time to untenable conditions was a primary variable of interest in the room and contents fires, the arrival time of the first due engine was a paramount consideration. Because the effects of the subsequent apparatus stagger were explored in the time -to -task tests, the stagger was fixed at the "close arrival' time. Additionally, a baseline measurement was required to compare the effectiveness of response to the absence of a fire department response. Therefore, a five -person, later arrival combination was eliminated in favor of a no -response scenario (with replicate). Table 3 summarizes the 16 tests conducted. The first due engine arrival times were determined using the following assumptions: ignition of the fire occurs at Crew Size First Due Arrival Time 2 -Person Early Arrival of First Engine (6.5 min) close stagger 3 -Person Early Arrival of First Engine (6.5 min) close stagger 4 -Person Early Arrival of First Engine (6.5 min) close stagger 5 -Person Early Arrival of First Engine (6.5 min) close stagger 2 -Person Later Arrival of First Engine (8.5 min) close stagger 3 -Person Later Arrival of First Engine (8.5 min) close stagger 4 -Person Later Arrival of First Engine (8.5 min) close stagger No Response (Baseline) N/A Table 3: Experimental Matrix for Room and Contents Tests (Each Conducted in Replicate) e Tay 40 rm m um itao a. 40 rr..W Figure 26: Direct Comparison of Temperatures, Before (Top) and After Adjustment (Bottom) time zero. Smoke detector activation and a call to 9-1-1 occurs at 60 seconds after the fire starts. Call intake and processing requires an additional 90 seconds. The firefighters take 60 seconds to complete their turnout at the station and begin travel to the scene. Thus travel time begins 3.5 minutes into experiment. The two levels of arrival time are then determined by two different travel times: early arrival assumes a three-minute travel time, while later arrival assumes a five-minute travel time. For all scenarios in the room and contents experiments, the close stagger (60 seconds) between subsequent apparatus times was used. Procedure for Minimizing the Effect of Variance in Fire Growth Rate Fires involving furnishings have inherent variance in burning behaviors. Factors such as humidity and minor variations in materials (particularly worn furnishings that may have different foam compression or fabric wear patterns), can result in uncertainty of 20 % or more, despite significant efforts to enhance repeatability. The early growth period of fire development is often associated with the greatest variance, since minor factors (as discussed above) can influence the thermal environment more easily when the fire is small. Therefore, the room and contents fires were normalized to the 212 °F (100 °C) temperature near the ceiling in the burn room in order to minimize the variance of the room and contents fires. The time at which the burn room reached this temperature (usually in approximately 180 seconds) rather than the actual ignition time, was designated as the "zero time.' Figure 26 shows the time -temperature curves before and after normalizing at 100°C. This approach was implemented during the experiments by watching the time temperature data in real-time from the instrumentation room and announcing the "zero -time" over the fireground radio system. The normalization procedure did not negatively affect tenability measurements in the target room because when the fire is small, products of combustion do not reach the room because of lack of momentum. Therefore, adjusting all room and contents tests to the same upper layer temperature was an appropriate way to minimize variance. Milestone Times for Critical Tasks As stated earlier, firefighters could not enter the burn building during the room and contents experiments because of the danger for potential flashover in an experimental scenario. Therefore, prescribed tasks were performed at specified times based on data from part 2. In this section we report on significant data gathered from instrumentation and describe an additional part of the experiments designed to extend our understanding of the effect of crew size and stagger on the tenability of the atmosphere in a burning structure. Table 4 (page 32) identifies significant tasks selected as key milestones because of the way they affect fire behavior and atmospheric tenability inside the structure. 31 Milestone Tasks 2 -Person . ...- Time from ignition (min: s) Breached Door 8:44 Water On Fire 9:56 Upper Fire Window 1;3:()1 Ground Non -fire Window 14:51 Upper Corner Window 17:55 Upper Front Door Window 19:55, Ground Fire Window Milestone•- 4::30 Time from ignition (min: s) Breached Door 7:43 Water On Fire 8:54 1 T _ er Fire WWindow 11:26 Ground Non-fere Window 13:31 Upper Corner Window 15:54 Upper FronL Door Window 1 17:58 Ground Fire Window M`iIes*t6n'e Tasks 4:30 4 -Person Close Stagger Time from ignition (min: s) Breached Door 7:46 Water Can Fire 8:41 Upper Fire Window 23 Ground Non -fire Window 10:32 Upper Comer Window 11:46 Upper Front Door Window 13 Ground Fire Window Milestone Tasks 4:30 i- 5 -Person Close Stagger TiTime from ignition (min: s) Breached Door 7:35 Water Can Fire 8:0 Upper Fire Window 10.11 Ground Non -fire Window 10:5 JTpper Corner Window 12:31 Upper Front Door Window 12:47 Ground Fire Window 04:30 Table 4: Tasks That Affect Fire Behavior and Atmospheric Tenability 32 Analysis of Experimental Results his section describes the analytic approaches used to address the research objectives of the study. First the statistical methods used to analyze the fireground time -to -task observations are presented. Then the time -to -task data and the room and contents data were combined to assess crew performance in relation to tenability within the structure. Time -to -Task Analysis Time -to -task data were compiled into a database and assessed for outliers and missing entries. Because all time -to -task experiments were conducted in triplicate, missing data were apparent and were reviewed via video and radio tapes. Missing data attributable to timer error were replaced by a time observed in the video. Where video and/or radio documentation was not adequate, missing data were recoded to the mean of the task times from the other two experiments. Data Queries The statistical methods used to analyze the time -to -task data were driven by a principal goal of this research project — to assess the effect of crew size, first -due engine arrival time, and subsequent apparatus stagger on time -to -task for critical steps in response and fire fighting. This research goal motivated the development of four specific research questions (see Figure 27) that in turn pointed to specific statistical analyses for generating inference and insight. Statistical Methods – Time -to -Task The analysis of the time -to -task data involved a sequence of multiple linear regressions using Ordinary Least Squares to generate and test the effects of staffing and stagger on timings. The regressions were of the form: where the xik reflect factors such as stagger and crew size, and the y represents our dependent/outcome variable. Time -related outcomes (i.e., the dependent variables in the regression equations) could include task duration, elapsed time to start the task, and elapsed time until task completion, all measured in seconds. Table 5 (page 34) lists the time -related outcomes used to test the effect of crew size and stagger for the tasks in the field experiments. The effects of crew size and stagger were explored using indicator variables in the regression analyses. The coefficient for a given indicator (for example, crew size of four relative to a crew size of two) indicated the number of seconds the larger crew size added or reduce the timing outcome of a task. Crew sizes were collapsed in some regressions to test whether the timings of larger" crew sizes of four and five were significantly different than "smaller" crew sizes of two and three. Interaction terms were not assessed in these regression analyses because of the small number of experiments available for analysis. Standard t-tests examined statistical significance (i.e., to see if the hypothesis of "no impact" could be rejected) to estimate the impact of several specific configurations: crew sizes of three versus two crew sizes of four versus three crew sizes of five versus four Time -to -Task Research Questions 1) How do crew size and stagger (i.e., timing of between first engine and subsequent apparatuses) affect overall (i.e., start to completion) response timing? a. To what extent do variations in crew size affect overall response timing? b. To what extent do variations in both crew size and stagger affect overall response timing? 2) How do crew size and stagger affect the timings of task initiation, task duration, and task completion for each of the tasks comprising the suite of 22 tasks? a. To what extent do variations in crew size affect timings across the suite of tasks? b. To what extent do variations in both crew size and stagger affect response timings across the suite of tasks? 3) How does crew size affect elapsed times to achieve three critical events known to change fire behavior or atmospheric tenability for occupants? a. Entry into structure b. Water on fire c. Ventilation of each window (three upstairs and one downstairs window and the burn room window) 4) How does the elapsed time to achieve the national standard of assembling 15 firefighters at the scene measured using "at hydrant" as the start time) vary by crew sizes of 4 and 5? Figure 27: Research Questions for Time -to -Task Experiments occasionally) five versus two, and four versus two larger (four & five combined) versus smaller (two & three combined) and stagger The specific tests for each task (regression analysis) are shown in the Appendix E. The actual coefficients of each regression and their corresponding standard errors are presented in Appendix E To infer impact, significant tests were conducted at the 0.05 significance level. Only statistically significant contrasts of crew size and/or stagger are included in this section of the report. Graphic expositions of relevant time/task related findings are then presented as well. Where stagger was statistically significant, the effects are graphed separately. Where stagger was not statistically significant, the data for crew size were combined. 33 End Tim [e forTask m start Time for Task Venting Time o.e:oa 2 -Person 3 -Person 4 -Person 5 -Person Conduct size -up End Time fk20a02 0:18:33 0:13.30 &°.12-53 X X Ouratien 0.,,07:36 097A1 0,04:42 0A41X Establish RIT Start Time 0:12:26 0111:32 0:48 &s:ss Figure 28: Example Time -to -Task Graph X Task: Elapsed Time Until Start'' Outoome Elapsed Time for Task Duratfon' Completion • Conduct size -up X X X Position attack line X X Establish z in - 2 out X Establish RIT X Gain forced entry X Advance line X Advance line X Advance backup line to door Advance backup line to stairwell Advance backup line 2 Conduct primary search 1 Ground ladders in place Horizontal ventilation, second story, window 3 X X X X X X X X X Horizontal ventilation, second story, window 2 X X Horizontal ventilation, second story, window 1 X X Horizontal ventilation, first story, window 2 X X Control utilities interior X Control utilities exterior X Conduct seco ndary sea rch X Check for fire extension walls X Check for fire extension ceiling X The columns of this table show the dependentvarlables, and the rows IndlcatetheTasks; an X in a cell Indlates that a separate regression analysis was conducted for a given dependent Variable. Table 5: Dependent Variables Used in a Regression Analysis of the Effect of Crew Size and Stagger on Time -to -Task Outcomes 34 Regression analyses Appendix F presents the regression results for each task and relevant outcome, along with their corresponding standard errors. The results of conducting significance tests at the 0.05 level of significance are shown in Appendix E. Rather than detailing each of the lengthy lists of coefficients found to be significant, only the answers to the primary research questions are presented for each task. Measurement Uncertainty The measurements of length, temperature, mass, moisture content, smoke obscuration, and stopwatch timing taken in these experiments have unique components of uncertainty that must be evaluated in order to determine the fidelity of the data. Appendix G summarizes the uncertainty of key measurements taken during the experiments. Importantly, the magnitudes of uncertainties associated with these measurements have no impact on the statistical inferences presented in this report. How to Interpret Time -to -Task Graphs Figure 28 presents a sample time -to -task analysis, in this case results for venting time. Each crew size has a column graphic showing the start time and completion time for the task. Visually, columns starting lower on the graph depict deployment configurations that resulted in earlier start times. The height of the column graphic is a visualization of the duration of the task, taller columns indicating longer times to task completion. Time data are also shown in a table below the graph. Where stagger was statistically significant, the effects are graphed separately. Where stagger was not statistically significant, as in the illustration, the data for crew size were combined. Time -to -Task Graphs Overall Scene Time (Time to Complete All 22 Tasks) The four -person crews operating on a low -hazard structure fire completed the same number of tasks on the fireground (on average) 7 minutes faster than the two -person crews (see Figure 29). The four -person crews completed the same number of fireground tasks (on average) 5.1 minutes faster than the three-person crew. The four -person crews were able to complete necessary fireground tasks on a low -hazard residential structure fire nearly 30 % faster than the two -person crews and nearly 25 % faster than the three-person crews. Although on the low -hazard residential structure fire, adding a fifth person to the crews did not show any additional decrease in fireground task times, the benefits of a five -person vs. a four -person crew are significant in other measurements, particularly the "water -on -fire" time. Additionally, the greater need for five -person crews for medium- and high -hazard structures, particularly in urban settings, has been documented in other studies (Backoff et al., 1980; Cushman, 1982; McManis Associates et al., 1984) and five -person crews are required for areas that contain medium and high -hazard structures in fire protection consensus standards.'' W00 02= asw 0a= 0= co= Overall Scene Time 2 -Parson 3 -Person 4 -Person 5 -Person Cbse pose 1 Close I dose 2 -Person I3 -Person 14 -Person I5 -Person Far For Far Far EndTinre I rrMIS I MM3Q 1 0:15:44 1 0:1.5:13 1 1 0:2ZZ52 I 0:2kV I 0:7SA8 1 0:3031. StartTlme b 00 00 000 0 4:0000 a 0d On O Oo as o. M I)MM OMM Figure 29: Overall Scene Time 11 NFPA 1710, Section 5.2.3.1.2 and Section 5.2.3.2.2: In jurisdictions with tactical hazards, high -hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors as identified by the AH1, these companies shall be staffed with a minimum of five or six on duty members. 35 Overall Scene Time and Crew Sizes The graphs in Figure 30 show average times for each task by crew size. 4rZ4xxi DWV PtT2t0p 6x0&:66 tk6k06 Five -Person Crew Replicate Average a , 1 us e ,,ce a A 40 If r p *10Ip c s e a`VD vti ` aQ aQ c 6 o o ` t l c° e``` 4i1 R a' Yca4 vca4. e o¢o S • kkw® C Tadd oza;tra aao-w 0`1G'O6 -- 012:176 - — O:OC3:GQ 00406 QQ= Figure 30 a: Overall Scene Time -Five Person Crew Four -Person Crew Replicate Average aJQ fi 0 C- t` 4' , Z0, ' o c4a`iy5'4 } ti &' c`e rAa CS` oA , a" Q' .Y' a yccry¢ Tadd Figure 30 b: Overall Scene Time -Four Person Crew 101 Three -Person Crew Replicate Average W aM ax o 1 afla a d:2Q:W aa&= D'am D',QMM v a. -W 02= 4 a0''„ rF Tasks Figure 30 c: Overall Scene Time -Three Person Crew Two -Person Crew Replicate Average eye , 011 I'lld A iap- 41 mel e 10 101m afir 10, JQ s < od} o V C Tasks Figure 30 d: Overall Scene Time -Two Person Crew 37 Advance Attack Line Time (Hose Stretch Time) Figure 31 measures the interval from the start of the task "Position Attack Line" to the end of the task "Advance Attack Line! In comparing four- and five -person crews to two and three-person crews collectively, the time difference for this measure was statistically significant at 76 seconds (1 minute 16 seconds). In conducting more specific analysis comparing all crew sizes to a two -person crew the differences are more distinct. A two -person crew took 57 seconds longer than a three-person crew to stretch a line. A two -person crew took 87 seconds longer than a four -person crew to complete the same task. Finally, the most notable comparison was between a two -person crew and a five -person crew, with a 122 -second difference in task completion time. 12, 13 D240D m2aoo MW DIMM Advance Attack Line Time (Hose Stretch Time) Figure 31: Advance Line Time (Hose Stretch Time) by Crew Size 12 Apparatus stagger was not statistically significant, so the data for crew size were combined. 13 Where subtracting the start time from the end time yields a result that differs from the duration noted in the chart by one second, it is the result of rounding fractional seconds to the nearest whole second. 38 2 -Person 3 -Person 4 -Person 5 -Person End Time 0:10:16 0:09:15 0:09:41 0.418:01 Duration 6:03:34 0DIN 0:113.02 6:02:29 Start Time 1 0:06:43 0:05:39 0:05:39 0:03:33 Figure 31: Advance Line Time (Hose Stretch Time) by Crew Size 12 Apparatus stagger was not statistically significant, so the data for crew size were combined. 13 Where subtracting the start time from the end time yields a result that differs from the duration noted in the chart by one second, it is the result of rounding fractional seconds to the nearest whole second. 38 Water on Fire Time 0:21011 0:2000 a 0:Ifial E u° C 2 -Person Far 3 -Person Far 4 -Person Far 5 -Person Far End Time 0:11:28 0:11:33 0:10:55 0:11:48 E 0:12:23 v 0:12:04 E 0:02:34 0:06:4U H 04400 o:lmao 2 -Person 3 -Person dTime 0:10:16 1 0:09:15 024:00 0:20:00 0:16:00 0:12:00 0:08:00 0:04:00 4 -Person I 5 -Person 0:08:41 0:08.01 Figure 32: Water on Fire Time by Crew Size and Stagger Advance Back Up Line u:uu:uu 2 -Person Close 3 -Person I Close 4 -Person Close 5 -Person Close 2 -Person Far 3 -Person Far 4 -Person Far 5 -Person Far End Time 0:11:28 0:11:33 0:10:55 0:11:48 0:13:37 0:12:23 0:11:54 0:12:04 Duration 0:02:34 0:02:58 0:02:46 0:03:09 0:02:45 0:02:04 0:01:41 0:02:44 Start Time 0:08:54 0:08:35 0:08:08 0:08:39 0:10:52 0:10:19 0:10:13 0:09:20 Figure 33: Times to Advance Backup Line by Crew Size and Stagger Time to Water on Fire There was a 10% difference in the "water on fire" time between the two- and three-person crews. There was an additional 6% difference in the "water on fire" time between the three- and four -person crews. (i.e., four -person crews put water on the fire 16% faster than two person crews). There was an additional 6% difference in the water on fire" time between the four- and five -person crews i.e. five -person crews put water on the fire 22% faster than two -person crews). Advancing a Backup Line Advancing a backup line to the door and stairwell was started 16 % faster and completed 9 % for replicates with shorter staggers between company arrivals. Advancing a backup line is typically a task completed by the third arriving engine on a full alarm assignment and is critical to the safety of firefighters already in the building on the initial attack line. For this task, stagger of arrival was statistically significant and is an important consideration for overall station location and full alarm response capability. The differences can be seen in Figure 33, which shows the time from the start for the task Deploy Backup Line" to the end of the task "Advance Backup Line.' 39 Primary Search Figure 34: Times to Conduct Primary Search by Crew Size 14 Stagger was not significant, so data from close and far were combined to increase statistical power. 40 02AOD I 0:12M - — 1W LadderingTime w 2 -Person lase 3 -Person Close 4 -Person Close 5-ftMOn dors 2 -Person Far 3 -Person 4 -Peron Far Far 5 -Person Far End Tune 0:15:24 0:1819 0:14:45 0:12:34 0:19:23 0:18:12 0:16:29 8:14:38 Duration 0.08:31 8:09:35 0:07:31 0:05:40 0:10:51 008:40 0.09:03 007:31 StartTime 1 0:09:54 08:4407:14 0:06:54 0.°08:31 0:09:32 0:07:26 Oh6707 0:24:00 0:20:00 0:16:00 0:12:00 0:0:00 0:04:00 Figure 35: Laddering Time by Crew Size Venting Time 0:00:00 2 -Person 3 -Person 4 -Person 5 -Person End Time 0:20:02 0:18:33 0:13:30 0:12:59 Duration 0:07:36 0:07:01 0:04:42 0:04:04 Start Time 0:12:26 0:11:32 0:08:48 0:08:55 Figure 36: Ventilation Times by Crew Size15 15 Stagger was not statistically significant, so the data for crew size were combined. Primary Search Figure 34 summarizes the times that crews took to start the primary search. On the low -hazard, two-story single-family dwelling 2,000 sq ft (186 m2) , the three-person crew started a primary search/rescue more than 25 % faster than the two -person crew. In the same structure, the four- and five -person crews started a primary search 6 % faster than the three-person crews and 30 % faster than the two -person crew. Note that there is no end time included in this figure. Primary search end times were reliant upon radio communication by firefighters inside the structure. On occasion this communication did not occur or was delayed. Therefore data reliability was insufficient for analysis of task duration and end time. 14 Laddering and Venting Time A four -person crew operating on a low -hazard structure fire completed laddering and ventilation (for life safety and rescue) 30 % faster than a two -person crew and 25 % faster than a three-person crew. Ground laddering time started with the removal of the first ladder from the truck and stopped at end time of the last ladder put in place. A total of four ladders were raised on each experiment. Truck operations ventilation time is the time from the start time of ventilation of the first window until the last window ventilation was complete. The differences in start times and duration of the tasks can be seen in Figure 35 and Figure 36. 41 Industry Standard Effective Response Force Assembly Time NFPA 1710 requires that a fire department have the capability to deploy an initial full -alarm assignment to a scene within eight -minutes (480 seconds). The number of people required falls between 15 and 17, depending on whether an aerial apparatus is used, and/or if two engines are being used to provide a continuous water supply. In these experiments, the measurement for an effective response force assembly time started from the first engine arrival at the hydrant and ended when 15 firefighters were assembled on scene. Figure 37 reveals the differences in assembly times between the four and five -person crews. An effective response force was assembled by the five -person crews a full three minutes faster than the four -person crews. It is important to note that (by definition), the two -and three-person crews were unable to meet this standard at any time during the experiments.16 IndustryStand ard Effective Response Force Assembly Time Figure 37: Industry Standard Effective Response Force Assembly Time 16 Stagger was not statistically significant, so the data for far and near stagger were combined. 42 4 -Person 5 -Person End Time 4:04:10 0.05:57 Duration 0:05:02 0:41:48 Start Time 0:04.09 0.104:04 Figure 37: Industry Standard Effective Response Force Assembly Time 16 Stagger was not statistically significant, so the data for far and near stagger were combined. 42 Part 4: Fire Modeling n the room and contents experiments conducted in Part 3 of the study, instrumentation measured oxygen, carbon dioxide, and carbon monoxide concentrations. Data were grouped by the type of experiment conducted with respect to crew size and first due engine arrival time. As previously shown in the experimental matrix, each group contained two replicate tests. In each group of data the results of the replicates were averaged to simplify the data for further comparison. Figure 38 and Figure 39 show the typical concentration curves for the experiments. These two graphs show the ranges representative of those found in the experiments. Charts of gas curves for the remainder of the experiments for both the burn room and the target room — can be found in Appendix H. Fire Modeling Methods A primary goal of fire department response is to prevent civilian injuries and deaths. Because the significant majority of fire deaths in the United States occur in residences, a rapid fire service response provides the last line -of -defense against civilian fire deaths. Further, because the fire service is less likely to rescue occupants intimate with the fire (i.e., inside the room of origin where conditions deteriorate rapidly), tenability measurements were taken in a remote bedroom on the second floor of the residential burn structure. The gas and temperature measurements were taken at the 5 ft (1.5 m ) height above the floor, 3 ft (0.9 m) from the west wall in order to simulate a nonambulatory occupant (e.g, someone asleep, under the influence of alcohol or drugs, or otherwise mobility impaired). 4 _i ,. .4UrJ t,i •, , Soo rh— [. Figure 38: Representative Oxygen Concentration 1000 E100 b 100 401) bon 'NMI 1niw 2"D 1400 T.M. [,O d-6 O's 6. n3 5 x az —cu ay n J dR. Figure 39: Representative Carbon Monoxide and Carbon Dioxide Concentrations 43 600 300 400 300 200 100 0 0 200 400 600 800 1 Time Is] Figure 40: Measured vs. Predicted Temperature at the 2.1 m (6.9 ft) Thermocouple Location in the Burn Compartment 500 300 400 300 200 100 h 0 0 200 400 600 800 1000 Time (5] Figure 42: Measured vs. Predicted Temperature at the 1.5 m (4.9 ft) Thermocouple Location in the Burn Compartment 500 FYI,_4.9. 640—FI15_O;Jm 400 300 200 100 a -- 0 200 400 GOO &00 1000 Time [s] Figure 44: Measured vs. Predicted Temperature at the 0.9 m (2.9 ft) Thermocouple Location in the Burn Compartment 600 FXp_ISM 900—FDS_1.8m r 400 300 HOD 100 N 0 4 200 400 604 800 1000 Time ]s] Figure 41: Measured vs. Predicted Temperature at the 1.8 m (5.9 ft) Thermocouple Location in the Burn Compartment 600 F.7rp_1.2m 500 FDS_1.2m 100 300 200 100 h 0 0 200 40D 604 800 1000 Tirnc Is] Figure 43: Measured vs. Predicted Temperature at the 1.2 m (3.9 ft) Thermocouple Location in the Burn Compartment 500 _ &p_O.6m 400— FDS_O.Gm 300 200 IDD 0' 0 200 400 600 800 1000 Time Isl Figure 45: Measured vs. Predicted Temperature at the 0.6 m (1.9 ft) Thermocouple Location in the Burn Compartment Computational fire models used the average suppression timings Fire simulations were completed using the NIST Fire Dynamics obtained from the time -to -task experiments under specific Simulator (FDS). FDS is a computational fluid dynamics model of deployment configurations as inputs to the model. This fire -driven fluid flow. The first version of the FDS was released in quantitative approach eliminated the experimental variance of the 2000. FDS has been extensively verified and validated (USNRC fire. The resulting "computational" fire is repeatable, and 2007). Since the initial release, numerous improvements have therefore, any differences in occupant exposure to toxic gases will been made and new features added. This study used FDS version be due to the intervention times associated with a specific 5.4.2 (Sub -version #4957), which was released on October 19, deployment configuration rather than the random variation that 2009. In order to calibrate the model, simulations were naturally occurs from fire to fire. performed to replicate the experimental results observed in the 44 room -and -contents fires. Once the ability of the model to 25 replicate experimental results was established, the different fire growth rates and deployment configurations were simulated to 20 characterize the effectiveness of different responses relative to different fire growth rates. The occupant exposure to toxic gases was assumed to occur until the occupant is rescued by the m truck crew (start time of primary x 20 _ search plus one minute). Table 6 v shows the "rescue time" for the various crew sizes that correspond to the test matrix for the room 5 and contents experiments. Part 4 of the experiments used fire modeling to correlate response 6 times to atmospheric tenability in a burning structure. In order to o zoo calibrate the computer fire model, simulations were performed to replicate the experimental Figure 46: Measured Versu results observed in the room -and -contents fires. Model inputs include building geometry and material properties, ventilation paths (doors, windows, leakage paths), and heat release rate of the fuel package. While the building geometry is easily measured and material properties (such as the thermal properties of drywall and concrete) are readily estimated, the heat release rate was not directly measured during the experiments. The heat release rate of the fuel package is the primary determinant of the production rate of heat, smoke, and gas species (e.g., carbon dioxide, carbon monoxide). Figures 40 through 45 compare the experimental and simulated burn room temperatures using the burn room thermocouple tree. The tree contained thermocouples located at 0.6 m (1.9 ft), 0.9 m (2.9 ft), 1.2 m (3.9 ft), 1.5 m (4.9 ft), 1.8 m (5.9 ft), and 2.1 m (6.9 ft) above the floor. For additional information about the instrumentation type location, see Appendix C. The results for thermocouples located in the hot gas layer show excellent agreement. The temperature at the lower two thermocouples show an overprediction of the hot gas layer depth in the computer simulation. A small difference in the location of the interface height (the steep temperature gradient between the relatively cool lower gas layer and the hot upper gas layer), can result in significant predicted temperature differences with relatively little effect on the bulk heat and mass transport accuracy. This explanation is supported by the agreement of the temperatures in the remote bedroom. Figure 46 compares the experimental and predicted oxygen concentration levels in the upstairs bedroom (measured at 5 ft 1.5 m) above the floor, centered above the bed). Figures 47 through 52 compare the experimental and simulated temperatures in the upstairs (target room) bedroom. As expected, the temperatures are moderated by mixing (cool ambient air mixes with hot combustion gases during transport between the burn room and the target room) and by thermal losses to the cooler) surfaces between the two rooms. F erimenEal 400 606 Boo 1,000 1,206 Time (s) s Predicted Oxygen Levels in the Upstairs Bedroom at 5 ft (1.5 m) Once the model inputs were determined to agree with the experimental results, the input heat release rate was changed to represent three fire growth rates representative of a range of fire hazard development — slow, medium, and fast, which are described in greater detail in the following sections. Time to Untenable Conditions: Research Questions In the real world, fires grow at many different rates — from very slow, smoldering fires all the way to ultra -fast, liquid fuel or spray fires. In order to extend the applicability of the findings of this report beyond the one fire growth rate observed in part 3 of this report (residential room and contents fires), computer fire modeling was used to quantify the effectiveness of fire department operations in response to an idealized range of fire growth rates (characterized as slow, medium, and fast). Based on the research questions shown in Figure 53, fire modeling methods were then selected to maximize the applicability of the times to task results. Figure 53: Research Questions for Time to Untenable Conditions 45 45 30 15 H 0 0 200 400 600 800 1000 Time [s] Figure 47: Measured vs. Predicted Temperature at the 2.4 m (7.8 ft) Thermocouple Location in the Bedroom 45 30 15 N 0 0 200 400 600 800 1000 Time [s] Figure 49: Measured vs. Predicted Temperature at the 1.8 m (5.9 ft) Thermocouple Location in the Bedroom 45 30 15 N 0 0 200 400 600 800 1000 Time [s] Figure 51: Measured vs. Predicted Temperature at the 1.2 m (3.9 ft) Thermocouple Location in the Bedroom 45 i 30 15 H 0 0 200 400 600 800 1000 Time [s] Figure 48: Measured vs. Predicted Temperature at the 2.1 m (6.8 ft) Thermocouple Location in the Bedroom 45 30 15 H 0 0 200 400 600 800 1000 Time [s] Figure 50: Measured vs. Predicted Temperature at the 1.5 m (4.9 ft) Thermocouple Location in the Bedroom 45 17 30 15 H 0 0 200 400 600 800 1000 Time [s] Figure 52: Measured vs. Predicted Temperature at the 0.9 m (2.9 ft) Thermocouple Location in the Bedroom Fire Growth Rates The growth rate of fires is often approximated by simple Three fire growth rates were used in the computer fire modeling to correlation of heat release rate to the square of time. If a fire is not assess the effectiveness of different fire department deployment suppressed before full -room involvement, the probability of configurations in response to fires that were similar to, faster growing, spread beyond the room of origin increases dramatically if there is and slower growing than the fires observed in the room -and -contents nearby fuel load to support fire spread. If a nearby fuel load is fires. The slow, medium, and fast fire growth rates are defined by the available, the 12 ft (3.7 m) by 16 ft (4.9 m) compartment used in Society of Fire Protection Engineers according to the time at which the fire experiments would become fully involved at they reach 1 megawatt (MW). A typical upholstered chair burning at approximately 2 MW. Table 7 shows the time in seconds at which its peak would produce a 1 -MW fire, while a large sofa at its burning 1 -MW and 2 -MW (fully involved) fires in this compartment peak would produce roughly a 2 -MW fire. would be reached in the absence of suppression. 46 A fire department rescue operation is a race between the deteriorating interior conditions inside the structure and the rescue and suppression activities of the fire department. Each fire growth rate was used as a baseline heat release rate for the simulation. Intervention times window and door opening times and suppression time) from the time -to -task tests were systematically input into the model to evaluate the effects on interior tenability conditions. The interior tenability conditions were calculated in a remote upstairs bedroom (above the room of fire origin on the first floor) in order to maximize the opportunity for differentiation among different crew configurations. Table 7: Time to Reach 1 MW and 2 MW by Fire Growth Rate In the Absence of Suppression Fractional Effective Dose (FED) In order to convert instantaneous measurements of local gas conditions, the fractional effective dose (FED) formulation published by the International Standards Organization (ISO) in document 13571 Life-threatening Components of Fire — Guidelines for the Estimation of Time Available for Escape Using Fire Data (ISO 2007) were used. FED is a probabilistic estimate of the effects of toxic gases on humans exposed to fire effluent. The formulation used in the DeploymentRescue Time for Configuration De All times with Configuration staggercloseadjusted for early and late arrival first dueof engine) 2 -Person Early 12:47 3 -Person Early 9:03 4 -Person Early 9:10 5 -Person Early 8:57 2 -Person Late 14:47 3 -Person Late 11:03 4 -Person Late 11:10 Table 6: Rescue Time for Different Deployment Configurations simulations accounts for carbon monoxide (CO), carbon dioxide CO2), and oxygen (02) depletion. Other gases, including hydrogen cyanide (HCN) and hydrogen chloride (HCl), were not accounted for in this analysis and may alter FED for an actual occupant. Eq.1 Where Ci is the concentration of the ith gas and (Ct)i is the toxic concentration of ith gas and At is the time increment. There are three FED thresholds generally representative of different exposure sensitivities of the general population. An FED value of 0.3 indicates the potential for certain sensitive populations to become incapacitated as a result of exposure to toxic combustion products. Sensitive populations may include elderly, young, or individuals with compromised immune systems. Incapacitation is the point at which occupants can no longer effect their own escape. An FED value of 1.0 represents the median incapacitating exposure. In other words, 50 % of the general population will be incapacitated at that exposure level. Finally, an FED value of 3.0 represents the value where occupants who are particularly tolerant of combustion gas exposure extremely fit persons, for example) are likely to become incapacitated. These thresholds are statistical probabilities, not exact measurements. There is variability in the way individuals respond to toxic atmospheric conditions. FED values above 2.0 are often fatal doses for so-called typical occupants. There is no threshold so low that it can be said to be safe for every exposed occupant." 17 See the following sections of ISO Document 13571: 5.2 Given the scope of this Technical Specification, FED and/or FEC values of 1,0 are associated, by definition, with sublethal effects that would render occupants of average susceptibility incapable of effecting their own escape. The variability of human responses to toxicological insults is best represented by a distribution that takes into account varying susceptibility to the insult. Some people are more sensitive than the average, while others may be more resistant (see Annex A.1.5). The traditional approach in toxicology is to employ a safety factor to take into consideration the variability among humans, serving to protect the more susceptible subpopulations. 5.2.1 As an example, within the context of reasonable fire scenarios FED and/or FEC threshold criteria of 0,3 could be used for most general occupancies in order to provide for escape by the more sensitive subpopulations. However, the user of this Technical Specification has the flexibility to choose other FED and/or FEC threshold criteria as may be appropriate for chosen fire safety objectives. More conservative FED and/or FEC threshold criteria may be employed for those occupancies that are intended for use by especially susceptible subpopulations. By whatever rationale FED and FEC threshold criteria are chosen, a single value for both FED and FEC must be used in a given calculation of the time available for escape. 47 Results from Modeling Methods investigated in future studies. Values above 0.3 are shown in Table 8 shows the FED for slow-, medium-, and fast -growth rate yellow, and those above the median incapacitating exposure of 1.0 fires correlated to rescue times based on crew size and arrival time are shown in red. in the study. As with the room -and -contents fire in part 3, results Figure 54 shows that with slow -growth fires in the experimental in Table 8 included only the close -stagger rescue time data. The residential structure, all crew configurations could achieve rescue effect of far -stagger rescue times on occupant tenability should be time before FED reached incapacitating levels. Figure 55 illustrates the greater danger of ConfigurationCrew Rescuc Tinic Fire Growth Rates 2 Early 2 Late 12:47 14A7 12 35 72 3 Earl 9:03 01 11 40 3 Late 11:03 04 36 84 4 Earl 9:10 01 11 42 4 Late 11:10 1 .05 1 38 91 5 Earl 8;57 1 -01 1 .10 38 White 99% or more of populadon may be capable of effecting their own escape if they are able. Yellow Potential for certain sensitive populations (such as children and the elderly) to become incapacitated More than 50% of the population would be incapable of cffeE!j2& their own escape. 3 25 Table 8: FED as a Function of Deployment Configuration and Fire Growth Rate Remote Room Tenability for Slow Fires 35 3 25 n 5 it Mme Amin Figure 54: FED Curves for Early Arrival for All Crew Sizes at Slow -Growth Fires 48 9 Il 5 A 6 15 2 i time fminI Figure 55: Average FED Curves for Early Arrival for All Crew Sizes at Medium -Growth Fires medium -growth fires, where the FED at rescue time for two -person crews is well above the 0.3 level, and almost to that level for the other crews. Figure 56 (page 49) vividly illustrates the extreme danger of fast -growth fires. By the time a two -person crew is able to facilitate a rescue, the FED has far exceeded the median 1.0 level. For other crew sizes, the FED has exceeded 0.3, which is a threshold level for vulnerable populations. Remote Room Tenability for Medium Fires 7z 7 4 Jllr am .CBa,b F I JAI 2{ Remote Room Tenability for Fast Fires tall, 3535-----F091ir 0 2.5 og__---- uri 2 r' t y t.s a n 5 tk 15 20 25 Figure 56: Average FED Curves for Early Arrival for All Crew Sizes at Fast -Growth Fires Interior Firefighting Conditions and Deployment Configuration The available time to control a fire can be quite small. Risks to firefighters are lower for smaller fires than larger fires because smaller fires are easier to suppress and produce less heat and fewer toxic gases. Therefore, firefighter deployment configurations that can attack fires earlier in the fire development process present lower risk to firefighters. The longer the duration of the fire development process without intervention, the greater the increase in risk for occupants and responding firefighters. Therefore, time is critical. Stopping the escalation of the event involves firefighter intervention via critical tasks performed on the fireground. Critical tasks, as described previously, include those tasks that directly affect the spread of fire as well as the associated structural tenability. There are windows of opportunity to complete critical tasks. A fire in a structure with a typical residential fuel load at six minutes post -ignition is very different from the same fire at eight minutes or at ten minutes post -ignition. Some tasks that are deemed "important" e.g., scene size -up) for a fire in early stages of growth become critical if intervention tasks are delayed. Time can take away opportunities. If too much time passes, then the window of opportunity to affect successful outcomes (e.g., rescue victim or stop fire spread) closes. For a typical structure fire event involving a fire department response, there is an incident commander on the scene who determines both the strategy and tactics that will be employed to stop the spread of the fire, rescue occupants, ventilate the structure, and ultimately extinguish the fire. Incident commanders must deal with the fire in the present and make intelligent command decisions based on the circumstances at hand upon arrival. Additionally, arrival time and crew size are factors that contribute to the incident commander's decisions and affect the capability of the firefighters to accomplish necessary tasks on scene in a safe, efficient, and effective manner. Table 9 illustrates vividly the more dangerous conditions small crews face because of the extra time it takes to begin and complete critical tasks (particularly fire suppression). In the two minutes more it took for the two -person crew (early arrival) than the five -person crew (early arrival) to get water on the fire, a slow growth rate fire would have increased from 1.1 MW to 1.5 MW. This growth would have been even more extreme for a medium -or fast -growth rate fire. The difference is even more substantial for the two -person crew with late arrival as the fire almost doubled in size in the time difference between this crew and the five -person crew. Based on fire modeling for the low hazard structure studied with a typical residential fuel load, it is likely that medium- and fast -growth rate fires will move beyond the room of origin prior to the arrival of firefighters for all crew sizes. Note that results in Table 8 included only the close -stagger rescue time data. The effect of far -stagger rescue times on occupant tenability should be investigated in future studies. Therefore, the risk level of the event upon arrival will be higher for all crews which must be considered by the incident commander when assigning firefighters to on -scene tasks. Deploymen Timeto- on - 14:26 at Time of Suppression 2.1 MW Configuratil 2 -Person, Late Arrival 2 -Person, Early Arrival 12:26 1.5 MW 3 -Person, Late Arrival 13:24 1.8 MW 3 -Person, Early Arrival 11:24 1.3 MW 4 -Person, Late Arrival 13:11 1.7 MW 4 -Person, Early Arrival 11:11 1.3 MW 5 -Person, Late Arrival 12:33 1.6 MW 5 -Person, Early Arrival 10:33 1.1 MW Table 9: Fire Size at Time of Fire Suppression 49 Physiological Effects of Crew Size on Firefighters eports on firefighter fatalities consistently document overexertion/overstrain as the leading cause of line -of -duty fatalities. There is strong epidemiological evidence that heavy physical exertion can trigger sudden cardiac events Mittleman et al. 1993; Albert et al. 2000). Therefore, information about the effect of crew size on physiological strain is very valuable. During the planning of the fireground experiments, investigators at Skidmore College recognized the opportunity to conduct an independent study on the relationship between firefighter deployment configurations and firefighter heart rates. With the approval of the Institutional Review Board of Skidmore College, they were able to leverage the resources of the field experiments to conduct a separate analysis of the cardiac strain on fire fighters on the fireground. W For details, consult the complete report (Smith 2009). Two important conclusions from the report reinforce the importance of crew size: Average heart rates were higher for members of small crews, particularly two -person crews. Danger is increased for small crews because the stress of fire fighting keeps heart rates elevated beyond the maximum heart rate for the duration of a fire response, and so the higher heart rates were maintained for sustained time intervals. Study Limitations he scope of this study is limited to understanding the relative influence of deployment variables to low -hazard, residential structure fires, similar in magnitude to the hazards described in NFPA 1710. The applicability of the conclusions from this report to commercial structure fires, high-rise fires, outside fires, terrorism/natural disaster response, HAZMAT or other technical responses has not been assessed and should not be extrapolated from this report. Every attempt was made to ensure the highest possible degree of realism in the experiments while complying with the requirements of NFPA 1403, but the dynamic environment on the fireground cannot be fully reproduced in a controlled experiment. For example, NFPA 1403 required a daily walkthrough of the burn prop (including identifying the location of the fire) before ignition of a fire that would produce an Immediately Dangerous to Life and Health (IDLH) atmosphere, a precaution not available to responders dispatched to a live fire. The number of responding apparatus for each fireground response was held constant (three engines and one truck, plus the battalion chief and aide) for all crew size configurations. The effect of deploying either more or fewer apparatus to the scene was not evaluated. The fire crews who participated in the experiments typically operate using three-person and four -person staffing. Therefore, the effectiveness of the two -person and five -person operations may have been influenced by a lack of experience in operating at those staffing levels. Standardizing assigned tasks on the fireground was intended to minimize the impact of this factor, which has an unknown influence on the results. The design of the experiments controlled for variance in performance of the incident commander. In other words, a more -or less -effective incident commander may have a significant influence on the outcome of a residential structure fire. Although efforts were made to minimize the effect of learning across experiments, some participants took part in more than one experiment, and others did not. The weather conditions for the experiments were moderate to cold. Frozen equipment such as hydrants and pumps was not a factor. However, the effect of very hot weather conditions on firefighter performance was not measured. All experiments were conducted during the daylight hours. Nighttime operations could pose additional challenges. Fire spread beyond the room of origin was not considered in the room and contents tests or in the fire modeling. Therefore, the size of the fire and the risk to the firefighter may be somewhat underestimated for fast-growing fires or slower -response configurations. There is more than one effective way to perform many of the required tasks on the fireground. Attempts to generalize the results from these experiments to individual departments must take into account tactics and equipment that vary from those used in the experiments. 51 Conclusions ore than 60 laboratory and full-scale fire experiments were conducted to determine the impact of crew size, first -due engine arrival time, and subsequent apparatus arrival times on firefighter safety and effectiveness at a low -hazard residential structure fire. This report quantifies the effects of changes to staffing and arrival times for low -hazard residential firefighting operations. While resource deployment is addressed in the context of a single structure type and risk level, it is recognized that public policy decisions regarding the cost -benefit of specific deployment decisions are a function of many factors including geography, available resources, community expectations, as well as all local hazards and risks. Though this report contributes significant knowledge to community and fire service leaders in regard to effective resource deployment for fire suppression, other factors contributing to policy decisions are not addressed. The objective of the experiments was to determine the relative effects of crew size, first -due engine arrival time, and stagger time for subsequent apparatus on the effectiveness of the firefighting crews relative to intervention times and the likelihood of occupant rescue using a parametric design. Therefore, the experimental results for each of these factors are discussed below. Of the 22 fireground tasks measured during the experiments, the following were determined to have especially significant impact on the success of fire fighting operations. Their differential outcomes based on variation of crew size and/or apparatus arrival times are statistically significant at the 95 % confidence level or better. Overall Scene Time: The four -person crews operating on a low -hazard structure fire completed all the tasks on the fireground (on average) seven minutes faster — nearly 30 % — than the two -person crews. The four -person crews completed the same number of fireground tasks on average) 5.1 minutes faster — nearly 25 % — than the three-person crew. For the low -hazard residential structure fire, adding a fifth person to the crews did not decrease overall fireground task times. However, it should be noted that the benefit of five -person crews has been documented in other evaluations to be significant for medium- and high -hazard structures, particularly in urban settings, and should be addressed according to industry standards.18 Time to Water on Fire: There was a nearly 10 % difference in the "water on fire time" between the two and three-person crews and an additional 6 % difference in the "water on fire time" between the three- and four -person crews (i.e., 16 % difference between the four and two -person crews). There was an additional 6 % difference in the water on fire"' time between the four- and five -person crews (i.e., 22 % difference between the five and two -person crews). Ground Ladders and Ventilation: The four -person crew operating on a low -hazard structure fire can complete laddering and ventilation (for life safety and rescue) 30 % faster than the two -person crew and 25 % faster than the three-person crew. Primary Search: The three-person crew started and completed a primary search and rescue 25 % faster than the two -person crew. In the same structure, the four- and five -person crews started and completed a primary search 6 % faster than the three-person crews and 30 % faster than the two -person crew. A 10 % difference was equivalent to just over one minute. Hose Stretch Time: In comparing four -and five -person crews to two -and three-person crews collectively, the time difference to stretch a line was 76 seconds. In conducting more specific analysis comparing all crew sizes to a two -person crew the differences are more distinct. A two -person crew took 57 seconds longer than a three-person crew to stretch a line. A two -person crew took 87 seconds longer than a four -person crew to complete the same tasks. Finally, the most notable comparison was between a two -person crew and a five -person crew — more than 2 minutes (122 seconds) difference in task completion time. Industry Standard Achieved: The "industry standard achieved" time started from the first engine arrival at the hydrant and ended when 15 firefighters were assembled on scene.19 An effective response force was assembled by the five -person crews three minutes faster than the four -person crews. According to study deployment protocal, the two- and three-person crews were unable to assemble enough personnel to meet this standard. Occupant Rescue: Three different "standard" fires (slow-, medium-, and fast -growth rate) were simulated using the Fire Dynamics Simulator (FDS) model. The fires grew exponentially with time. The fire modeling simulations demonstrated that two -person, late arriving crews can face a fire that is twice the intensity of the fire faced by five -person, early arriving crews. The rescue scenario was based on a nonambulatory occupant in an upstairs bedroom with the bedroom door open. Independent of fire size, there was a significant difference between the toxicity, expressed as fractional effective dose (FED), for occupants at the time of rescue depending on arrival times for all crew sizes. Occupants rescued by crews starting tasks two minutes earlier had lesser exposure to combustion products. The fire modeling showed clearly that two -person crews cannot complete essential fireground tasks in time to rescue occupants without subjecting either firefighters or occupants to an increasingly hazardous atmosphere. Even for a slow -growth rate fire, the FED was approaching the level at which sensitive populations, such as children and the elderly are threatened. For a medium -growth rate fire with two -person crews, the FED was far above that threshold and approached the level affecting the median sensitivity in general population. For a fast -growth rate fire, the FED was well above the median level at which 50 % of the general population would be incapacitated. Larger crews responding to slow -growth rate fires can rescue most occupants prior to incapacitation along with early -arriving larger crews responding to medium -growth rate fires. The result for late -arriving (two minutes later than early -arriving) larger crews may result in a threat to sensitive populations for medium -growth rate fires." The new sentence is consistent with our previous description for two -person crews where we identify a threat to sensitive populations.. Statistical averages should not, however, mask the fact that there is no FED level so low that every occupant in every situation is safe. 18 NFPA Standard 1710 - A.5.2.4.2.1 ...Other occupancies and structures in the community that present greater hazards should be addressed by additional fire fighter functions and additional responding personnel on the initial full alarm assignment. 19 NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Section 5.2.1 — Fire Suppression Capability and Section 5.2.2 Staffing. 52 Summary: The results of these field experiments contribute significant knowledge to the fire service industry. First, the results establish a technical basis for the effectiveness of company crew size and arrival time in NFPA 1710. The results also provide valid measures of total effective response force assembly on scene for fireground operations, as well as the expected performance of time -to -critical -task measures for a low -hazard structure fires. Additionally, the results provide tenability measures associated with the occupant exposure rates to the range of fires considered by the fire model. 53 Future Research n order to realize a significant reduction in firefighter line -of -duty death (LODD) and injury, fire service leaders must focus directly on resource allocation and the deployment of resources, both contributing factors to LODD and injury. Future research should use similar methods to evaluate firefighter resource deployment to fires in medium- and high -hazard structures, including multiple -family residences and commercial properties. Additionally, resource deployment to multiple -casualty disasters or terrorism events should be studied to provide insight into levels of risks specific to individual communities and to recommend resource deployment proportionate to such risk. Future studies should continue to investigate the effects of resource deployment on the safety of both firefighters and the civilian population to better inform public policy. 54 Acknowledgements capabiiotiesrojecfhismagnitude extends significantly beyond the land expertise of the report authors. The ollowing individuals were instrumental in the success of the experiments: Technical Experts — Dennis Compton, Retired Chief from Mesa, AZ and consultant, IFSTA; Russell Sanders, Retired Chief from Louisville, KY and staff, NFPA; William "Shorty" Bryson, Retired Chief of Miami, FL and Past President of Metropolitan Fire Chiefs; David Rohr, Operations Chief from Fairfax County Fire and Rescue; Richard Bowers, Chief from Montgomery County Fire and Rescue Department; Vincent Dunn, Retired from Fire Department of New York; Michael Clemens, Chief of Training from Montgomery County Fire and Rescue Department; James Walsh, Battalion Chief from Fairfax County Fire and Rescue; Larry Jenkins, Captain I from Fairfax County Fire and Rescue; Doug Hinkle, Training Captain from Montgomery County Fire and Rescue Department; and Paul Neal, Safety Officer for Montgomery County Fire and Rescue Department. Montgomery County Fire Department – Former Chief Tom Carr and Chief Richard Bowers — AND Fairfax County Fire and Rescue Services — Chief Ronald Mastin for supporting this study over a period of years to an unprecedented degree. NIST experimental and modeling personnel - Michael Selepak, Roy McLane, Anthony Chakalis, Andrew Lock, Marco Fernandez, Ed Hnetkovsky, Jay McElroy, Lauren DeLauter, Glenn Forney, Dan Murphy, and Craig van Norman. IAFF Staff/ Data Entry/ Timer Supervision/Heart Rate Monitors– Nicole Taylor, Randy Goldstein, and Ron Benedict Skidmore College – Denise Smith and Polar Heart Rate Monitors for supplemental study to bolster the significance of the main study results. Timers — DeWayne Dutrow — Lead, Cliff Berner, Michael Fleming, Colby Poore, Chris Maple, Michael Thornton, Robert Daley, Ryan Loher Montgomery County Support Services — Joey Fuller III — Lead, Chris Hinkle, Doug Dyer, Joey Fuller IV The dedicated Fire Officers and Firefighters from Montgomery County Fire & Rescue and Fairfax County Fire Rescue, who performed the difficult work of structural fire fighting safely and courageously. 55 References Albert CM, Mittleman MA, Chae CU, Lee IM, Hennekens CH, Manson JE (2000). Triggering of sudden death from cardiac causes by vigorous exertion. N Engl J Med 343(19):1355-1361. Backoff, R. W.; et al. (1980). Firefighter Effectiveness - A Preliminary Report. Columbus Fire Division, The Ohio State University. Barnard RJ, Duncan HW [ 1975]. Heart rate and ECG responses of firefighters. J Occup Med 17: 247-250. Blevins, L. G. and Pitts, W. M. (1999). Modeling of Bare and Aspirated Thermocouples in Compartment Fires. 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USIA, Firefighter Fatalities in the United States in 2007. June 2008. Prepared by C2 Technologies, Inc., for U.S. Fire Administration, Contract Number EME-2003-CO-0282. USNRC (2007). Verification and Validation of Selected Fire Models for Nuclear Power Plant Applications. Volume 2: Experimental Uncertainty. Washington, DC: United States Nuclear Regulatory Commission. 1824. 57 58 APPENDIX A Laboratory Experiments he fire suppression and resource deployment experiments consisted of four distinct parts: laboratory experiments, time -to -task experiments, room and contents experiments and fire modeling. The purpose of the laboratory experiments was to assure a fire in the field experiments that would consistently meet NFPA 1403 requirements for live fire training exercises. The laboratory experiments enabled investigators to characterize the burning behavior of the wood pallets as a function of: number of pallets and the subsequent peak heat release rate Figure A-1. Compartment Configuration and Instrumentation for Pallet Tests compartment effects on burning of wood pallets effect of window ventilation on the fire effect on fire growth rate of the loading configuration of excelsior (slender wood shavings typically used as packing material) Design and Construction Figure A-1 shows the experimental configuration for the compartment pallet burns. Two identically sized compartments 3.66 m x 4.88 m x 2.44 m) were connected by a hallway (4 m x 1 m x 2.4 m). At each end of the hallway, a single door connected the hallway to each of the compartments. In the burn compartment, a single window (3 m x 2 m) was covered with noncombustible board that was opened for some experiments and closed for others. At the end of test, it was opened to extinguish the remaining burning material and to remove any debris prior to the next test. In the second compartment, a single doorway connected the compartment to the rest of the test laboratory. It was kept open throughout the tests allowing the exhaust to flow into the main collection hood for measurement of heat release rate. The structure was constructed of two layer of gypsum wallboard over steel studs. The floor of the structure was lined with two layers of gypsum wallboard directly over the concrete floor of the test facility. In the burn compartment, an additional lining of cement board was placed over the gypsum walls and ceiling surfaces near the fire source to minimize fire damage to the structure after multiple fire experiments. A doorway 0.91 m wide by 1.92 m tall connected the burn compartment to the hallway and an opening 1 m by 2 m connected the hallway to the target compartment. Ceiling height was 2.41 m throughout the structure, except for the slight variation in the burn room. Fuel Source The fuel source for all of the tests was recycled hardwood pallets constructed of several lengths of hardwood boards nominally 83 mm wide by 12.7 mm thick. Lengths of the individual boards ranged from nominally 1 m to 1.3 m. The finished size of a single pallet was approximately 1 m by 1.3 m by 0.11 m. Figure A-2 shows the fuel source for one of the tests including six stacked pallets and excelsior ignition source. For an ignition source, excelsior was placed within the pallets, with the amount and location depending on the ignition scenario. Figure A-3 shows the pallets prior to a slow and a fast ignition scenario fire. Table A-1 details the total mass of pallets and excelsior for each of the free burn and compartment tests. Experimental Conditions The experiments were conducted in two series. In the first series, heat release measurements were made under free burn conditions beneath a 6 m by 6 m hood used to collect combustion gases and provide the heat release rate (HRR) measurement. A second series of tests was conducted with the fire in a compartmented structure to assess environmental conditions within the structure during the fires and determine the effect of the compartment enclosure on the fire growth. Table A-1 presents a summary of the tests conducted. Figure A-2. Pallets and Excelsior Ignition Source Used as a Fuel Source 59 Table A-1. Tests Conducted and Ambient Conditions at Beginning of Each Test Notes: PAL stands for "pallet" and CRA ("Community Risk Assessment") is the designator for the configuration of pallets burned in the compartment. Efforts were made to use the same amount of excelsior mass for CRA 2 (-0.8 kg), but the value was not measured. Measurements Conducted Heat release rate (HRR) was measured in all tests. HRR measurements were conducted under the 3 m by 3 m calorimeter at the NIST Large Fire Research Laboratory. The HRR measurement was based on the oxygen consumption calorimetry principle first proposed by Thornton (Thornton 1917) and developed further by Huggett (Huggett 1980) and Parker (Parker 1984). This method assumes that a known amount of heat is released for each gram of oxygen consumed by a fire. The measurement of exhaust flow velocity and gas volume fractions 02, CO2 and CO) were used to determine the HRR based on the formulation derived by Parker (Parker 1984) and Janssens Janssens 1981). The combined expanded relative uncertainty of the HRR measurements was estimated at ± 14 %, based on a propagation of uncertainty analysis (Bryant 2004). For the compartment fire tests, gas temperature measurements were made in the burn compartment and in the target compartment connected by a hallway to the burn compartment using 24 gauge bare -bead chromel-alumel (type K) thermocouples positioned in vertical array. Thermocouples were located at the center of each compartment at locations 0.03 m, 0.30 m, 0.61 m, 0.91 m, 1.22 m, 1.52 m, 1.83 m, and 2.13 m from the ceiling. The expanded uncertainty associated with a type K thermocouple is approximately ± 4.4'C. (Omega 2004) Gas species were continuously monitored in the burn compartment at a level 0.91 m from the ceiling at a location centered on the side wall of the compartment, 0.91 m from the wall. Oxygen was measured using paramagnetic analyzers. Carbon monoxide and carbon dioxide were measured using non -dispersive infrared (NDIR) analyzers. All analyzers were calibrated with nitrogen and a known concentration of gas prior to each test for a zero and span concentration calibration. The expanded relative uncertainty of each of the span gas molar fractions is estimated to be ± 1 %. Total heat flux was measured on the side wall of the enclosure at a location centered on the side wall, 0.61 m from the ceiling level. The heat flux gauges were 6.4 mm diameter Schmidt-Boelter type, water cooled gauges with embedded type -K thermocouples (see Figure A-4). The manufacturer reports a ± 3 % expanded uncertainty in the response calibration (the slope in kW/ml/mV). Calibrations at the NIST facility have varied within an additional 3 % of manufacturer's calibration. For this study, an uncertainty of ± 6 % is estimated. Figure A-3. Fuel and Excelsior Source for Slow (top) and Fast (bottom) Ignition Scenarios o] Figure A-4: Heat Flux Gauge with Radiation Shielding Test Test TI q)e Number of Scenario Pallets Ignition Peak 'rime to HRR Peak M I IRR (S) PAI. Free burn 4 1 PAI, Free burn 6 2 Fast 2144 toy Fast 2961 320 Fast 3551 3n1PALFreeburn8 3 PAL. Free burn 4 4 Slow 1889 385 PAI, Free turn 6 5 Slow 2410 98{, CRA Compartment 6 1 Slow 1705 1102.. CRA Compartment 4 z Slow 1583 649 CRA Compartment 4 3 Fast 1959 159 CRA Compartment 4 4 Slow 1620 775 CRA Compaitment 4 5 Slow 1390 1327 Table A-2. Peak Heat Release Rate During Several Pallet Tests in Free -burn and in a Compartment PAL PAL 3 Results Table A-2 shows the peak HRR and time to peak HRR for the free burn tests and for the compartment tests. Figure A-5 includes images from the free burn experiments near the time of peak HRR for each of the experiments. Figure A-6 illustrates the progression of the fire from the exit doorway looking down the hallway to the burn compartment for one of the tests. Figure A-7 to Figure A-10 present graphs of the heat release rate for all of the tests. Figure A-11 through Figure A-15 shows the gas temperature, major gas species concentrations, and heat flux in the burn compartment and target compartment in the five compartment tests. PAL 2 PAL. 4 Figure A-5. Free -Burn Experiments Near Time of Peak Burning 61 Figure A-6. Example Fire Progression from Test CRA 1 2500 2000 1500 1000 500 0 Slow Ignition Scenario 4 Pallats (PAL 4) 5 Pallets (PAL 5) 2000 3000- 200D r i 1 1000 j Fast Ignition Scenario 4 Pallets (PAL 1) 6 Pallets (PAL 2) 8 Pallets (PAL 3) 0 200 408 600 800 1000 1200 1400 1640 1840 Time (s) Figure A-8. HRR, Fast Igntion, Free Burn Scenario Slow Ignition Scenario 2000 8 Pallets (CRA 1) 4 Pallets (CRA 2) 4 Pallets (Replicate, CRA 4) 6 Panels f0¢ n Wirkfetiv. CRA Al 1500 I i 1000 r i r 8 54D 1DDD 1540 2044 2540 30DO Time (s) Figure A-9. HRR, Slow Ignition, Compartment Test 0 500 1000 1500 20DO 2500 Time (s) Figure A-7. HRR, Slow Ignition, Free Burn Scenario 62 Figure A-10. HRR, Fast Ignition, Compartment Test 6 Pallets, Slow Ignition Scenario, Burn Room I uuu 0.03 m' 0,30 m 0.61 m Boo 0.91 m 1.22 m 1.52 m Boo 1.03 n' 2.13 m l 400 206 - r 0 ' 0 500 1000 1500 20oo 2bo0 3000 Tim a (s) M positions maesu+ad from ceiling 6 Pallets, Slow Ignition Scenario, Burn Doom 13.25 0.20 0.15 0.10 0.05 0,00 TtiYrbolen ICanDioxide Carbon Monoxide 0 500 1000 1500 2000 2500 3000 Time (s) 400 340 Zoo 100 0 6 Pallets, Slow Ignition Scenario. Target Room 0 boo 1000 1500 2000 2500 301 Time (5) • All posftions rrwsxvrr From eeilil 6 Pallets, Slow Ignition Scenario, Target Room Oxygen Carboh NoAde 0.20 Carbon Monoxide 0.15 a.10 yrr -- 0.00 r_ 0 500 1000 1500 2000 2500 3000 lime (s) 6 Pallets, Slow Ignition Scenario, Burn Room RV 50 40 30 20 10 0 0 500 1000 1500 2000 2500 3000 Tiimejs) Figure A-11. Temperature, Gas Concentration, and Heat Flux During Test CRA 1, 6 Pallets, Slow Ignition Scenario 63 B00 600 400 200 D 0,25 0.20 0.15 0.10 0.05 0.09 0 0 4 Pallets, Slow Ignition Scenario, Burn Room 0.03 m' 0.30 m 0.61 m 0.31 m 1.22 m 1.52 m 1.83 m 2.13 m lel ' All positions maasured from cai11 ng 4 Pallets, Slow Ignition Scenario, Burn Room 500 400 30D 2011 1011 0 0 0,20 0.15 0,10 0.95 0.90 4 Pallets, Slow Ignition Scenario, Target Roorn I Im a (5) 'All positions measured from caMi ng 4 Pallets, Slow Ignition Scenario, Target Room 500 1000 1500 2000 0 500 Time (s) 4 Pallets, Slow Ignition Scenario, Burn Room 35 30 25 20 15 10 5 0 0 s 1 t ill tel omen Carbon Dioxide Carbon Monoxide I mie 101 Figure A-12. Temperature, Gas Concentration, and Heat Flux During Test CRA 2, 4 Pallets, Slow Ignition Scenario 64 1000 800 000 400 200 0 0.25 v.2v 0.15 v,1v a,vs v,vv 0 0 4 Pallets, Fast Ignition Scenario, Burn Room 0.03 m' 0.30m 0.51 m 0.91 m 1.22m 1.52 m 1.83 m 2.13 m T1me tsl A l positions massured from ceiling 4 Pallets, Fast Ignition Scenario, Burn Room 500 400 3110 200 100 0 u.za Oxygen Carbon Waxide Carbon Monoxide 0.20 0.15 0.iv 0.05 0.00 4 Pallets, Fast Ignition Scenario, Target Room t f< M 0 0.03 m' 0.30 m 0.51 m 0,91 m 1,22 m 1 j52 m 1.83 m 2,13 m Time (S) AIA pos tions mass ad from ceiling. 4 Pallets, Fast ignition Scenario, Target Room oxygen Carbon 01oxide Carbon Monoxide 500 1000 1500 2000 2500 0 500 1000 1500 2000 2500 Time (9) Time (3) 4 Pallets, Fast Ignition Scenario, Burn Room 50 40 30 20 10 0 0 lime (s) Figure A-13. Temperature, Gas Concentration, and Heat Flux During Test CRA 3, 4 Pallets, Fast Ignition Scenario 65 000 600 400 206 0 4 Pallets, Slow Ignition Scenario, Burn Room Replicate) 0 200 400 600 000 1000 1200 1400 1600 1800 2000 Ton a (s) 'All positions maesured From coHing 4 Pallets, Slow Ignition Scenario, Burn Room Replicate) 0.25 0.03 m s._.. 0.30 m 0.61 m 0.41 m 1.22 m 1.52 m 1.03 m 2.13m f Carbon Monoxide 0.20 l0 Iw 0.15 0 200 400 600 000 1000 1200 1400 1600 1800 2000 Ton a (s) 'All positions maesured From coHing 4 Pallets, Slow Ignition Scenario, Burn Room Replicate) 0.25 Oxygen Carbon Dioxide Carbon Monoxide 0.20 0.15 f 0.10 f f1 I 0.05 F 0.00 lr, e_ 0 200 400 600 000 1000 1200 1400 1600 1800 2000 Time (s) 30 20 500 400 1300 200 fon n 0 200 400 600 900 1000 1200 1400 1600 1600 2000 Tim e (5) 'All positions measur ad from ceiling 4 Pallets, Slow Ignition Scenario, Target Room Replicate) 4 Pallets, Slow Ignition Scenario, Target Room Replicate) 0.25 Oxygen Carbon Dioxide 0.20 Carbon Monoxide 0.15 0.10 0.05 t 0.00 a 200 400 600 acro 1000 1200 1400 1500 1e13o 21300 Time (s) 4 Pallets, Slow Ignition Scenario, Burn Room Replicate) 0 0 200 400 600 800 1000 1200 1400 1800 1900 2000 Figure A-14. Temperature, Gas Concentration, and Heat Flux During Test CRA 4, 4 Pallets, Slow Ignition Scenario (Replicate) 66 0.25 0.20 0.15 0.10 0.05 0 -no 700 600 500 400 300 200 100 0 0 4 Pallets, Slow Ignition Scenario, Burn Room Open Window Venting) 0.03 m' 0.30 m 0.61 m 0.91 m 1.22m 1.82 m 1.83 m 2.13 m Time 'Al pusMonsmeavxed bpm eeiling 4 Pallets, Slaw Igniti n Scenario, Burn Room Open Window Venting) 0.20 0.15 0.10 0.05 0.00 0 500 1000 1500 2000 21500 0 500 1000 1500 2000 2500 Mme (s) Time (s) 4 Pallets, Slow Ignition Scenario, Burn Room Open Window Venting) 400 300 200 100 0 0 4 Pallets, Slow Ignition Scenario, Target Room Open Window Venting) 0.09 m' 0.30 m 0.61 m 0.91 m 1.22 m 1.52 m 1:93 m 2.13 m iim a (s) 'All p©Miunu measured from coiling 4 Pallets, Slow Ignition Scenario, Target Room Open Window Venting) 14 12 i0 4 2 0 0 500 1000 1500 2000 2500 Time (s) Figure A-15. Temperature, Gas Concentration, and Heat Flux During Test CRA 5, 4 Pallets, Slow Ignition Scenario Open Window Venting) 67 APPENDIX B: Designing Fuel Packages for Field Experiments Based upon the results of the laboratory experiments, the project team determined that four pallets would provide both a realistic fire scenario, as well as a repeatable and well -characterized fuel source. Varying the placement and quantity of excelsior provided significant variance in the rate of fire growth. Prior to finalization of the fuel package and construction specifications, modeling was used to ensure that the combination of fuel and residential geometry would result in untenable conditions throughout the structure without subjecting the firefighters to unsafe testing conditions. Therefore, CFAST the consolidated fire and smoke transport model (Jones 2000)) and FDS (fire dynamics simulator model (McGrattan 2006)) were used to predict the temperatures and toxic species within the structure as a function of the experimentally determined heat release rates. The results summarized below confirmed that the building geometry and fuel package produced adequate variation in tenability conditions in the residential structure and ensured that the room of origin would not reach flashover conditions (a key provision of NFPA 1403). Meeting these conditions provided the foundation for experiments to meet the two primary objectives of fire department response: preservation of life and property. I r I IW f lil IP I II ` I I11 - 4Y1 I -_ qll Temperature at t=0.2 s Temperature at t=30 s ill III- it Ih I I I Il in n l I 111 r Y MEL.j li°r i I_ til Temperature at t=12o s Temperature at t=240 s rr.ri Temperature at t=60 s Figure B-1 and B-2 show the thermal and smoke conditions in the residential structure at different time periods using the fast growth, four pallet fuel package. The results of the fire modeling indicated development of untenable conditions in the field experiments between 5 and 15 minutes, depending upon several factors: fire growth rate, ventilation conditions, the total leakage of heat into the building and through leakage paths, and firefighter intervention. This time frame allowed for differentiation of the effectiveness of various fire department deployment models. Figure B-1: Time -dependent temperature contours in field structure with fast growth fire 0 Smoke density at t=o.2 s Smoke density at t=30 s Smoke density at t=120 s Smoke density at t=240 s Smoke density at t=6o Is Figure B-2: Time -dependent smoke density contours in field structure with fast growth fire f.] APPENDIX C: Temporary Burn Prop Construction and Instrumentation hrough the generosity of the Montgomery County (MD), an open space was provided to construct a temporary burn prop at the Montgomery County Fire and Rescue Training Facility in Rockville, MD. The area had ready access to water and electrical utilities. A licensed general contractor was retained, including a structural engineer for the design of critical ceiling members, and the burn prop was constructed over a several month period in late 2008. The burn prop consisted of two 2,000 ft.? (186 m2) floors totaling 4,000 ft.2 (372 m2). An exterior view of two sides of the burn prop is shown in Figure C-1. Additional partitions were installed by NIST staff to create a floor plan representative of a two-story, 186 m2 (2,000 ft.2) single family residence. Note that the structure does not have a basement and includes no exposures. The overall dimensions are consistent with the general specifications of a typical low hazard residential structure that many fire departments respond to on a regular basis, as described in NFPA 1710. Further details about typical single family home designs are not provided in the standard. Therefore, a floor plan representative of a typical single family home was created by the project team. Details and floor plan dimensions are shown in Figure C-2. Emergency Ex€t E 19.20m 0 0 LL 0 Ln Figure C-1: View of two sides of the burn prop The black lines indicate load-bearing reinforced concrete walls and red lines indicate the gypsum over steel stud partition walls. The ceiling height, not shown in Figure C-2, is 94 in. (2.4 m) throughout the entire structure except in the burn compartments, where the ceiling height is 93 in. (2.4 m). The purpose of the partition walls was to symmetrically divide the structure about the short axis in order to allow one side of the test structure to cool down and dry -out after a fire test with suppression while conducting experiments on the other side. The concrete walls original to the burn prop were 8 in. (204 mm thick steel reinforced poured concrete and the floors on the first mergency Exit level and second levels were 4 in. 102 mm) thick poured concrete. The support structure for the second floor and the roof consisted of corrugated metal pan welded to open web steel joists. The dimensions of the joists are shown in Figure C-3. The ceiling was constructed from 1/2 in. (13 mm) thick cement board fastened to the bottom chord of the steel joists. Partition walls were constructed from 5/8 in. (17 mm) thick gypsum panels attached to 20 gauge steel studs fastened to steel track, spaced 16 in. (407 mm) on center. Additional construction was implemented in the burn compartments to address thermal loading and hose stream impingement concerns. Spray -on fireproofing was applied to the steel joists prior to fastening the ceiling, as shown in Figure C-4. The ceilings were constructed with three layers of 1/2 in. (13 mm) cement board, as opposed to one layer construction in the rest of the building. Each layer was fastened in a different direction so that seams of adjacent layers ran orthogonally. The difference in ceiling heights previously Front Door (o.ssm wide) Emergency Exit tw i sr Hoot root} Figure C-2: Dimensions of the Burn Prop Floor Plan 69 3,56m ryp.-3 4 47t ryµ 0 a U_ 9.75rn U_ 0.T5m ryp. T 0 0 LL 0 Ln Figure C-1: View of two sides of the burn prop The black lines indicate load-bearing reinforced concrete walls and red lines indicate the gypsum over steel stud partition walls. The ceiling height, not shown in Figure C-2, is 94 in. (2.4 m) throughout the entire structure except in the burn compartments, where the ceiling height is 93 in. (2.4 m). The purpose of the partition walls was to symmetrically divide the structure about the short axis in order to allow one side of the test structure to cool down and dry -out after a fire test with suppression while conducting experiments on the other side. The concrete walls original to the burn prop were 8 in. (204 mm thick steel reinforced poured concrete and the floors on the first mergency Exit level and second levels were 4 in. 102 mm) thick poured concrete. The support structure for the second floor and the roof consisted of corrugated metal pan welded to open web steel joists. The dimensions of the joists are shown in Figure C-3. The ceiling was constructed from 1/2 in. (13 mm) thick cement board fastened to the bottom chord of the steel joists. Partition walls were constructed from 5/8 in. (17 mm) thick gypsum panels attached to 20 gauge steel studs fastened to steel track, spaced 16 in. (407 mm) on center. Additional construction was implemented in the burn compartments to address thermal loading and hose stream impingement concerns. Spray -on fireproofing was applied to the steel joists prior to fastening the ceiling, as shown in Figure C-4. The ceilings were constructed with three layers of 1/2 in. (13 mm) cement board, as opposed to one layer construction in the rest of the building. Each layer was fastened in a different direction so that seams of adjacent layers ran orthogonally. The difference in ceiling heights previously Front Door (o.ssm wide) Emergency Exit tw i sr Hoot root} Figure C-2: Dimensions of the Burn Prop Floor Plan 69 Figure C-3: Structural Steel Dimensions mentioned is the result of the two additional sheets of cement board. The burn compartment walls were constructed from a single layer of 1/z in. (13 mm) cement board over a single layer of 5/8 in. (16 mm) gypsum board, attached to 7/8 in. (22 mm) offset metal furring strips. Particular care was taken so that all ceiling and partition wall seams were filled with chemically -setting type joint compound to prevent leakage into the interstitial space between the ceiling and the floor above. After construction of the ceiling was complete, a dry -standpipe deluge system was installed with one head in each burn room to provide emergency suppression. During an experiment, a 2.5 in. (104 mm) ball valve fitting was attached and charged from a nearby hydrant. Figure C-5 was taken during the process of replacing "worn out" ceiling panels and shows the additional construction implemented in the burn room as well as the deluge sprinkler head. Windows and exterior doors were constructed to be non-combustible. Windows were fabricated from 0.25 in. (10 mm) thick steel plate and the exterior doors were of prefabricated hollow -core steel design. The windows on the first floor were 30 in. (0.76 m) width x 36 in. (0.91 m) height and 36 in. (0.91 m) width x 40 in. (1.02 m) height on the second floor. Exterior doors were 35.8 in. (0.88 m) width x 80.5 in. (2.03 m) height. There were no doors attached to the doorways inside the structure. Figure C-6 shows the construction of the burn prop windows as well as the NFPA 1403 -compliant latch mechanism. Figure C-7 is a picture of the interior of the burn prop taken just outside the burn compartment, showing the construction of the ceiling, interior doorway construction, gypsum wing wall and the joint compound used to seal seams in the ceiling and walls. Instrumentation After construction, the instrumentation to measure the propagation of products of combustion was installed throughout the burn prop. The instrumentation plan was designed to measure gas temperature, gas concentrations, heat flux, visual obscuration, video, and time during the experiments. The data were recorded at intervals of 1 s on a computer based data acquisition system. A schematic plan view of the instrumentation arrangement is shown in Figure C-8. Table C-1 gives the locations of all of the instruments. Measurements taken prior to the compartment fire experiments were length, wood moisture content, fuel mass and weather conditions relative humidity, temperature, wind speed and direction). Gas temperatures were measured with two different constructs of type K Chromel-Alumel) thermocouples. All thermocouples outside the burn compartments were fabricated from 30 gauge glass -wrapped thermocouple wire. Vertical arrays of three thermocouples were placed near the front door on the north side and south sides of the stairwell on the first floor. On the second floor, vertical arrays of eight thermocouples were placed near the center of each target room. Inside the burn compartments, seven 3.2 mm (0.125 in.) exposed junction thermocouples and 0.76 in (30 in.) SUPER OMEGACLAD XL® sheathed thermocouple probes were arranged in a floor -to -ceiling 1112 } array. Figure C-9 shows the View of Burn Prop vertical array in the burn Figure C-4: Fireproofing added to structural steel Figure C-5: Additional construction of burn room walls and ceiling and deluge sprinkler head. Figure C-6: Window & Latch Construction 70 Figure C-7: Interior Figure C-8: Instrumentation & Furniture Prop Layout compartment. Type K thermocouple probes were chosen because of their ability to withstand high temperature, moisture and physical abuse resulting from physical contact with hose streams and firefighters. To protect the extension wire and connectors from the effects of heat and water, through -holes were drilled in the burn compartment walls and the sheaths were passed through from the adjacent compartment. To prevent leakage through the holes, all void spaces were tightly packed with mineral wool. Inside the burn compartment the end of each probe was passed through an angle iron stand, and fastened to the floor and ceiling to provide additional protection from physical contact with firefighters and to ensure that the measurement location remained fixed throughout the experiments. In consideration of the risk associated with heating the open web steel joists, additional thermocouples were placed above each burn compartment to monitor the temperature of the interstitial space. 71 Figure C-9: Burn Room Thermocouple Array Figure C-10: Target Room Instrument Cluster Gas concentrations were sampled at the same location in each target room. Both gas probes were plumbed to the same analyzer and isolated using a switch valve; gas was only sampled at one location during any given test. The gas sampling points were located in the center of the West wall (C Side) of both rooms, 1.5 m (5 ft.) above the floor. The sampling tubes were connected to a diaphragm pump which pulled the gas samples through stainless steel probes into a sample conditioning system designed to eliminate moisture in the gas sample. The dry gas sample was then piped to the gas analyzer setup. In all of the experiments, oxygen was measured using a paramagnetic analyzer and carbon monoxide and carbon dioxide were measured using a non -dispersive infrared (NDIR) analyzer. One floor -to -ceiling thermocouple array was also co -located with each sample port inlet. Schmidt-Boelter heat flux gauges were placed in the North burn room. One gauge was located 1.0 m (3.3 ft.) above the floor and was oriented towards the fire origin (waste basket). This heat flux gauge was placed to characterize the radiative heat flux at the face piece level that would be experienced by a firefighter inside the room. A second flux gauge was placed on the floor in order to characterize the radiative heat flux from the upper layer and to make an estimate of how close the room was to flashing over with respect to time from ignition (using the common criteria of flashover occurring at—20kW/m2 at the floor level). The heat flux gauges were co -located with the thermocouple probe array. Figure C-11: Non-combustible "Prop" Table 72 All length measurements were made using a steel measuring tape. Wood moisture content measurements were taken using a non -insulated -pin type wood moisture meter. Fuel mass was measured prior to each experiment using a platform -style heavy duty industrial scale. Mass was not measured after each experiment because of the absorption of fire suppression water. Publicly accessible Davis Vantage Prot weather instrumentation available via http://www.wunderground.com) located approximately two miles from the experimentation site was used to collect weather data in five minute intervals for the each day that the experiments were conducted. Figure C-10 is a photograph of the West wall of the North target room, showing the thermocouple array, the smoke obscuration meter, and a gas sampling probe used during the phase two experiments. The layout is identical to that in the South target room. Non-combustible "prop" furniture was fabricated from angle iron stock and gypsum wallboard. The purpose of the furniture was twofold. The furniture was placed inside the burn prop to simulate realistic obstacles which obscure the search paths and hose stream advancement. The second use for the furniture was so that measurement instrumentation could be strategically placed within the frame of the furniture. This served to protect instrumentation from physical damage as a result of contact with firefighters and their tools. Figure C-11 shows an example of a table placed outside the burn room. All instruments were wired to a centralized data collection room, shown in Figure C-12, which was attached as a separate space on one side of the building. This ensured physical separation for the data collection personnel from the effects of the fire, while minimizing the wire and tube lengths to the data logging equipment. Note that the roof of the instrument room was designed to serve as an additional means of escape for personnel from the second floor of the burn prop through a metal door. A railing was installed in order to minimize the fall risk in the event that the emergency exit was required. Outside Figure C-12: Instrumentation Room Inside 73 Table Resinated dyed fiber (unknown material) 3 % Table C-2: Dimensions and Mass of Furniture for Room aM' Contents Furniture Width [m] Depth m] Height [m] Mass Ikg] Material Couch 1.8 0.8 0.9 58.1 See D-3 Dresser 1.8 0.5 0.6 72.3 laminated Particle Board Nightstand 0.5 0.6 0.61 22.7 Laminated Particle Board Chair 0.5 0.7 0.6 9.2 Wood, Fabric, and Polyurethane Foam Back cushion 0.1m, Bottom cushion = 0.07m Blanket 1.8 2.4 1.3 100 % Cotton Body Pillow OS 1.4 1.3 100 % cotton cover, polyester fill Trash Can 0.4 0.3 0.4 1.3 Polypropylene Towel 0.8 1.4 0.4 100 % Cotton Wallboard 1.2 0.003 2.4 9.0 MDF Inside 73 Table Resinated dyed fiber (unknown material) 3 % Body: PU foam pad 46% Waste fiber batting (unknown material) 26% Polyester fiber batting 25 % Cushions: PU foam pad 86 % Polyester fiber batting 14% Inside 73 APPENDIX D: Data Collection and Company Protocols for Time -to -Task Tests Time -to -Task Data Collection Chart Date Start Time End Time (all task complete) Timer Name Task Start Time Completion Time Duration Step at Hydrant-- Wrap Hose Position Engine 1 Conduct Size -up 360 lap Transmit report establish command Engage Pump Position attack line (stop time — at front door) Establish 2 -in -2 -out Charge Hydrant — supply attack Engine Establish RIT Gain/Force Entry Advance Line (stop time —water on fire) Deploy Back up line (stop time at front door) Advance Back up line/protect stairwell (start time at front door -- Stop at stairwell) Conduct Primary Search Ground Ladders in Place Horizontal Ventilation (ground) Horizontal Ventilation (2" story) Control Utilities (interior) Control Utilities (exterior) Conduct Secondary Search Check for Fire Extension (walls) Check for Fire Extension (ceiling) Mechanical Ventilation 74 Company Protocols: Crew Size of 2 10 total personnel on scene) PLUS 4 RIC — 1403 = total 14 needed Engine 1/2 Truck 1/2 Engine 2/2 Baftalion Chief/ Aide Engine 3/2 ArrivesArriveonScene Assumes Command Arrive/ stop at hydrant Evaluates Resources Driver Establishes Position engine Arrive Command post 3601 lap Evaluates exposure Layout report problems Directs hose On -scene report positioning Coordinates Units Conduct size -up – 3600 Transmits lap – incident action plan – offensive Officer Progress reports detail incident (situation report) Changes strategy Orders, records, and Transmit size -up to responding units transmits results of primary and Transfer command to chief secondary searches Declares fire under control Establish Supply line Dry Lay – 2nd Hydrant -Drop line (wrap) engine takes Driver/O hydrant Position engine Position Truck Driver/O Charged Pump engaged hydrant Driver/O 4" straight lay Supply attack engine Supply attack engine Driver Position attack line Officer – (Not Flake interior—just front door) Charge Bleed Advance Officer Officer Establish - 2 in – 2 out Initial RIT) O/D Establish RIT O/D (performs Dedicated) all RIT duties) 75 Tasks/Company Gain/ Force Entry O/D Advance Line Officer Officer scan search fire room if officer commits suppression then he must pass command) Deploy Back-up Line and protect O/D stairwell Complete Primary Search O/D in combo with Fire Attack) Search Fire Floor Search other Floors Ventilation Driver/Officer vent for fire or vent for life) Horizontal Ventilation Ground Laddering — 2nd story Driver /Officer windows, front and side, for firefighter means of egress and for vertical ventilation — 24'/28' and roof ladder in case of vertical vent. Control Utilities Interior and exterior) Driver/Officer Conduct Secondary Search Officer Officer Search Fire Floors Search other Floors Check for Fire Extension Open ceiling walls near fire on fire Officer Officer floor Check floor above for fire O/D extension wall breech ceiling breech Mechanical Ventilation Driver/Officer 76 Company Protocols: Crew Size of 3 14 total personnel on scene) PLUS 4 RIC — 1403 = total 18 needed Tasks/Company- 3/2 Arrive ArrivesArriveonScene Assumes Command Arrive/ stop at hydrant Driver 360 degree lap Evaluates Resources Establishes Position engine Command post Evaluates exposure Layout report problems Directs hose On -scene report positioning Coordinates Units Conduct size -up – 3600 Officer Transmits lap – incident action plan – offensive Progress reports detail incident (situation report) Changes strategy Orders, records, and Transmit size -up to responding units transmits results of primary and Transfer command to chief secondary searches Declares fire under control Establish Supply line Driver Position Truck Dry Lay – 2nd engine takes Hydrant -Drop line (wrap) Driver hydrant Position engine Driver Charged hydrant- Pump engaged Supply attack 4" straight lay engine Supply attack engine Driver Position attack line D/RB Flake Charge Bleed Advance Establish - 2 in – 2 out O/RB Initial RIT) Establish RIT O/RB— advance by foot to get to Dedicated) point of entry– performs all RIT duties T Tasks/Company O/RBGain/ Force Entry Advance Line O/RB scan search fire room if officer commits suppression then he must pass command) Deploy Back-up Line and O/RB protect stairwell Complete Primary Search O/ RB in combo with Fire Attack) Search Fire Floor Search other Floors Ventilation Driver Driver vent for fire or vent for life) Horizontal Ventilation Ground Laddering — 2nd story Driver Driver windows, front and side, for firefighter means of egress and for vertical ventilation — 24'/28' and roof ladder in case of vertical vent. Control Utilities Driver (exterior) Driver exterior) Interior and exterior) O/RB (Interior) Conduct Secondary Search O/RB Search Fire Floors Search other Floors Check for Fire Extension 0/11M Open ceiling walls near fire on fire floor Check floor above for fire extension wall breech ceiling breech O/RB Mechanical Ventilation Driver Driver 78 Company Protocols: Crew Size of 4 Total on scene = 18 PLUS 4 RIC — 1403 = total 22 needed Tasks/Company Driver Arrive ArrivesArriveonScene Assumes Command Arrive/ stop at hydrant 360 degree lap Evaluates Resources Establishes Position engine Command post Evaluates exposure Layout report problems Directs hose On -scene report positioning Coordinates Units Conduct size -up – 3600 Officer Transmits lap – incident action plan – offensive Progress reports detail incident (situation report) Changes strategy Orders, records, and Transmit size -up to responding units transmits results of primary and Transfer command to chief secondary searches Declares fire under control Establish Supply line Driver Position Truck Dry Lay – 2nd engine takes Hydrant -Drop line (wrap) Driver hydrant Position engine Driver Charged hydrant- Pump engaged Supply attack engine 4" straight lay Driver Supply attack engine (13/4") Position attack line RB/Nozzle Flake LB/Flake Charge Bleed Both advance line for fire attack Advance Establish - 2 in – 2 out D/LB Initial RIT) Establish RIT O/LB/RB— advance by foot Dedicated) to get to point of entry – performs all RIT duties 7! 80 Tasks/Company Gain/ Force Entry O/R6 Advance Line RB/LB scan search fire room Officer — not on lin suppression if officer commits then he must pass command) Deploy Back-up Line and 0/RB protect stairwell Complete Primary Search Officer and RB in combo with Fire Attack) Search Fire Floor Search other Floors Ventilation Driver and LB Horizontal Ventilation Ground Laddering — 2nd story Driver /LB windows, front and side, for firefighter means of egress and for vertical ventilation — 24'/28' and roof ladder in case of vertical vent. Control Utilities Driver/LB control exterior) Interior and exterior) O/RB control interior) Conduct Secondary Search D/LB Search Fire Floors Search other Floors Check for Fire Extension O/RB O/RB Open ceiling walls near fire on fire floor Check floor above for fire extension wall breech ceiling breech Mechanical Ventilation D/LB Company Protocols: Crew Size of 5 D/O/LB/RB/CB Total on scene = 22 PLUS 4 RIC — 1403 = total 26 needed ngine 1/75_ Truck 1/5 En ine 2/5 Battalion Chief/ Aide Engine 3/4 ArrivesArriveonSceneDriverArrive 360 degree Assumes Command Arrive/ stop at hydrant Size up. Evaluates Resources Establishes Position engine Command post Evaluates exposure Layout report Officer problems Directs hose On -scene report positioning Coordinates Units Locate Fire Transmits Progress reports Conduct size -up — 3600 Changes strategy lap — incident action plan — offensive Orders, records, and detail incident (situation report) transmits results of primary and Transmit size -up to responding units secondary searches Transfer command to chief Declares fire under control Establish Supply line Driver Position Truck Dry Lay — 2nd engine takes Hydrant -Drop line (wrap) Driver hydrant Position engine Driver Charged Pump engaged hydrant— Supply attack 4" straight lay engine Supply attack engine (13/4") Driver Position attack line RB/Nozzle LB/Flake Flake CB/ Control Charge Advance line for fire attack Bleed The Officer Advance responsibility is to supervise hose stretch /monitor safety and continually survey the scene Establish - 2 in — 2 out D/LB Initial RIT) 81 82 Tasks/Company O/LB/RB— Establish RIT advance by foo to get to point Dedicated) of entry– performs all RIT duties Gain/ Force Entry O/RB/CB Advance Line RB/LB/CB scan search fire room Officer – not on suppression line (if officer commits then he must pass command) Insures first line flowing water— O/RB/CB Deploy Back-up Line and protect stairwell (1 3/a") Complete Primary Search Officer and in combo with Fire Attack) RB/CB Search Fire Floor – Search other floors - Ventilation (vent for fire or vent for life) Driver and LB Horizontal Vertical Ground Laddering – 2nd story Driver /LB windows, front and side, for firefighter means of egress and for vertical ventilation – 24'/28' and roof ladder in case of vertical vent. Control Utilities after search, force Driver/LB entry, venting and fire extinguished control exterior Interior and exterior) O/RB/CB control interior) Conduct Secondary Search Fire Floor D/LB Primary and secondary search of D/LB O/RB/CB entire floor above Check for Fire Extension O/RB/CB RB Open ceiling walls near fire on fire floor Check floor above for fire extension wall breech ceiling breech - Mechanical Ventilation s a i oma x x x x x a x m i N w nv> 3 x x x x x x x x x x 1 I MLJMMMMMMM - mm Im I I I I_I I1 I:- 0 0 m r 41 9 1 0 0 20u 4u C d. m a. 3 0. 7 u u CL s a c L U fJ fCfl G m L M51 u c c Zcu3 m I M ISE D C7 p 4 O Z O ci nw t7 7 Ln C 1 C x x x x diusN f 30 x x x x M I I I I_I I1 I:- 0 0 m r 41 1 0 0 20u 4u C d. m a. 3 0. 7 u u CL a a c L U fJ fCfl G m L M51 u c c Zcu3 m M M ISE D C7 p 4 O Z O ci nw no Ir uu n c W W m m' Y c sr LUc m m N N 4 r-1 r 3 3 3 3 9 Z- 0 0 0 a a v N N N N N N , c 0 r6 N 0 2 q -4M 4 N C di m C N 2 m4- s C 0 ud) Ln 3 C LV Ir iF9F E b u W 4. in 83 0 r 1 0 0 20u 4u C c tl] Q Cl c CL a a c L U fJ fCfl G L 2 L M51 m Zcu3 m M M m m' Y c sr LUc m m N N 4 r-1 r 3 3 3 3 9 Z- 0 0 0 a a v N N N N N N , c 0 r6 N 0 2 q -4M 4 N C di m C N 2 m4- s C 0 ud) Ln 3 C LV Ir iF9F E b u W 4. in 83 0 r aL 20u 4u C c tl] Q Cl c CL a a c L U fJ fCfl G L 2 L M51 m Zcu3 m M M a 4 U t7 7 m m' Y c sr LUc m m N N 4 r-1 r 3 3 3 3 9 Z- 0 0 0 a a v N N N N N N , c 0 r6 N 0 2 q -4M 4 N C di m C N 2 m4- s C 0 ud) Ln 3 C LV Ir iF9F E b u W 4. in 83 Appendix F: All Regression Coefficients Regression Models of Time to Task (in Seconds) as a Function of Crew Size and Stagger Standard rrors are in Parentheses underneath coefficients) Measure of Task Time Total time Conduct size up Conduct size up Conduct size up Position attack line Position attack line Establish tin - 2 out Establish RIT Gain forced entry Advance Pine Advance line Deploy backup line Deploy backup line Advance backup line advancebackupline2 cond u ctp ri m a rysearch 1 Ground ladders in place Ground ladders in place Horizontal ventilation, second Horizontal ventilation, second Horizontal ventilation, second 84 Start 26 Coefficients 53,5 96.75 Time measured Crew size of 3 Crew size of 4 Crew size of 5 Close Stagger Constant 13.53) 100.5 408.33 402.17 40.83 1374.42 728.9 50.29) 50.29) 50.29) 35.56) 39.77) Start 2.5 5.167 18.17 1.25 335 779.7 5.97) 5.97) 5.97) 4.22) 4.72) complete 5.167 13.17 38.33 2 416 784.4 13.611) 13.60) 13.60) 9.62) 10.75) Duration 7.667 8 20.17 10.75 81.04 736.1 32.1.0) 12.10) 12.10) 8.56) 9.57) Start 63.5 63.5 69.67 11.17 408.1 1168 14.09) 14.09) 14.09) 9.96) 11.14) Duration 16 63.67 61.67 5.167 i60.6 38.04) 13.79) 13.79) 13.79) 9.75) 10.90) Complete 6.7E-15 90 90 30 355 24.31) 9.73) 9.73) 9.73) 6.88) 7.69) Complete 70 70 70 60 435 39.32) 0.00 0.00 0.00 0.00 0.00 Start 23.5 54 80.83 20.83 528.6 29.41) 19.66) 19.66) 19.66) 13.90) 15.54) Start 54 97.83 123.5 17.5 586.3 18.83) 18.83) 18.83) 13.31) 14.88) Complete 61 95.5 134.7 19.08 625.5 20.35) 20.35) 20.35) 14.39) 16.08) Start 26 42.57 53,5 96.75 641.5 17.11) 17.11) 17.11) 12.10) 13.53) Complete 15.83 56.17 17.5 53.75 728.9 33.49) 33.49) 33,49) 23.68) 26.48) Start 33 66.83 34.83 63 779.7 29.65) 29,65) 29.65) 20.97) 23.44 Complete 34.5 68.17 36.17 63.75 784.4 29.73) 29.73) 29.73) 21.02) 23.50) Start 147 215.8 211.5 0.1667 736.1 25.08) 25.08) 25.08) 17.74) 19.83) Complete 38 196.5 317.8 69.83 1168 Duration 48.38) 33.83 48.38) 83.67 48.38) 185.7 34.21) 72.08 38.24)_ 617 48.12) 48.12) 48.12) 34.03) 38.04) window 3 Start 53.67 217.8 211 26.59 759.1 30.75) 30.75) 30,75) 21.75) 24.31) window 3 Complete 64.83 316 353 33.58 1088 49.74) 49.74) 49.74) 35.17) 39.32) window 2 Start 51.67 265.8 261.2 18.83 885.1 37.20) 37.20) 37.20) 26.30) 29.41) All Regression Coefficients (CONTINUED) Regression Models of Time to Task (in Seconds) as a Function of Crew Size and Stagger Standard Errors are in Parentheses underneath coefficients) Horizontal ventilation, second story, window 2 Complete -53.5 -259.8 -262.3 1 -13.33 931.3 85 39.97) 39.97) 39.97) 28.26) 31.60) Horizontal ventilation, second story, window 1 Start 70 316.3 348.8 31.08 1038 48.37) 48.37) 48.37) 34.20) 38.24) Horizontal ventilation, second story, window 1 Complete 51.83 219 214.8 24 805.7 33.71) 33.71) 33.71) 23.83) 26.65) Horizontal ventilation, first story, window 2 Start 87.17 386.3 428.5 44.67 1200 45.13) 45.13) 45.13) 31.91) 35.68) Horizontal ventilation, first story, window 2 Complete 88.5 391.5 1 -423.3 44.17 1224 47.02) 47.02) 47.02) 33.25) 37.17) Control utilities interior Start 136.5 287.8 300 6.333 946.3 45.57) 45.57) 45.57) 32.22) 36.02) Control utilities exterior Start 6.667 281.8 312.8 38.17 1063 70.21) 70.21) 70,21) 49.65) 55.51) Conduct secondary search Start 92.5 143 152.7 28.25 846 38.97) 38.97) 38.97) 27.56) 30.81) Check for fire extension walls start 453.8 535.3 508.7 39...25 1155 38.28) 38.28) 38.28) 27.07) 30.26) Check for fire extension ceiling Start 206.3 349.7 292.7 2.833 1086 48.29) 48.29) 48.29) 34.14) 38.17) 85 Regression Models of Time to Task (in Seconds) as a Function of Combined Crew Size and Stagger (Standard Errors appear in Parentheses) W. Coefficients Crew size of Measure of Task Time* Time 4/5 vs. Close measured 3/2 Stagger Constant Total time 355 40.83 1324.00 37.23) 37.23) 32.24) Conduct size up Start 12.92 1.25 336.2 4.50) 4.50) 3.90) Conduct size up Complete 23.17 12 413.4 9.97) 9.97) 8.64) Conduct size up Duration 10.25 10.75 77.21 8.44) 8,44) 7.31) Position attack line Start 34.83 11.17 376.3 13.66) 13.66) 11.83) Position attack line Duration 54.67 5.167 152.6 9.60) 9,60) 8.31) Establish tin - 2 out Complete 90 30 355 6.55) 6.55) 5.67) Establish RIT Complete 35 60 470 10.80) 10.80) 9,35) Gain forced entry Start 55.67 20.83 516.8 14.32) 14.32) 12.40) Advance line Start 83.67 17,5 559.3 15.67) 15.67) 13.57) Advance line Complete 84.58 19.08 595 17.67) 17.67) 15.31) Deploy backup line Start 35.08 96.75 628.5 12.30) 12.30) 10.65) Deploy backup line Complete 2.8.92 53.75 721 23.43) 23.43) 20.29) Advance backup line Start 34.33 63 763.2 21.17) 21.17) 18,33) advancebackupline2 Complete 34.92 63.75 767.1 21.27) 21.27) 18.42) conductprimarysearchl Start 140.2 0.1667 662.6 28.28) 28.28) 24.49) Ground ladders in place Complete 238.2 69.83 1149 37.99) 37.99) 32.90) Ground ladders in place Duration 117.7 72.08 600.1 36.37) 36.37) 31.49) Horizontal ventilation, second story, window 3 Start 187.6 26.59 732.3 22.31) 22.31) 19.32) Horizontal ventilation, second story, window 3 Complete 302.1 33.58 1056 35.38) 35.38) 30.64) W. Regression Models of Time to Task (in Seconds) as a Function of Combined Crew Size and Stagger (CONTINUED) (Standard Errors appear in Parentheses) Horizontal ventilation, second story, window 2 Start 237.7 18.83 859.3 26.27) 26.27) 22.75) Horizontal ventilation, second story, window 2 Complete 2.34.3 13.33 904.6 28.12) 28.12) 24.36) Horizontal ventilation, second story, window 1 Start 297.6 31.08 1003 34.64) 34.64) 30.00) Horizontal ventilation, second story, window 1 Complete 191 24 779.8 24,05) 24.05) 20.83) Horizontal ventilation, first story, window 2 Start 353.8 44.67 1155 33.83) 33.83) 29.30) Horizontal ventilation, first story, window 2 Complete 353.2 44.17 1180 34.80) 34.80) 30.14) Control utilities interior Start 225.7 6.333 878.1 37.23) 37.23) 32.25) Control utilities exterior Start 300.7 38.17 1066 47.48) 47.48) 41.12) Conduct secondary search Start 101.6 28.25 799.7 29.88) 29.88) 25.88) Check for fire extension walls Start 345.1 38.25 927.9 75.46) 75.46) 65.35) Check for fire extension ceiling Start 218 2.833 983.1 46.32) 46.32) 40.12) Stretch time = advance line minus position engine Duration 75.7 17.2 273.3 16.68) 16.68) 14.44) Standard errors are in parentheses below coefficient value Crew Crew Crew Close size of 3 size_ of 4 size of 5 Stagger Constant Stretch time = advance line minus position engine Duration 57.3 86.7 122.0 17.2 301.9 19.39) 19.39) 19.39) 13.71) 15.33) 87 APPENDIX G' Measurement Uncertainty he measurements of length, temperature, mass, moisture content, smoke obscuration, and time taken in these experiments have unique components of uncertainty that must be evaluated in order to determine the fidelity of the data. These components of uncertainty can be grouped into two categories: Type A and Type B. Type A uncertainties are those evaluated by statistical methods, such as calculating the standard deviation of the mean of a set of measurements. Type B uncertainties are based on scientific judgment using all available and relevant information. Using relevant information, the upper and lower limits of the expected value are estimated so that the probability that the measurement falls within these limits is essentially 100 %. After all the component uncertainties of a measurement have been identified and evaluated it is necessary to use them to compute the combined standard uncertainty using the law of propagation of uncertainty (the "root sum of squares"). Although this expresses the uncertainty of a given measurement, it is more useful in a fire model validation exercise to define an interval for which the measurement will fall within a certain level of statistical confidence. This is known as the expanded uncertainty. The current international practice is to multiply the combined standard uncertainty by a factor of two (k=2), giving a confidence of 95 %. Length measurements of room dimensions, openings and instrument locations were taken using a steel measuring tape with a resolution of 0.02 in (0.5 mm). However, measurement error due to uneven and unlevel surfaces results in an estimated uncertainty of ± 0.5 % for length measurements taken on the scale of room dimensions. The estimated total expanded uncertainty for length measurements is ± 1.0 %. The standard uncertainty of the thermocouple wire itself is 1.1°C or 0.4 % of the measured value, whichever is greater (Omega 2004). The estimated total expanded uncertainty associated with type K thermocouples is approximately ± 15 %. Previous work done at NIST has shown that the uncertainty of the environment surrounding thermocouples in a full-scale fire experiment has a significantly greater uncertainty (Blevins 1999) than the uncertainty inherent with thermocouple design. Furthermore, while a vertical thermocouple array gives a good approximation of the temperature gradient with respect to height, temperatures cannot be expected to be uniform across a plane at any height because of the dynamic environment in a compartment fire. Inaccuracies of thermocouple measurements in a fire environment can be caused by: Radiative heating or cooling of the thermocouple bead Soot deposition on the thermocouple bead which change its mass, emissivity, and thermal conductivity Heat conduction along thermocouple wires Flow velocity over the thermocouple bead To reduce these effects, particularly radiative heating and cooling, thermocouples with smaller diameter beads were chosen. This is particularly important for thermocouples below the interface because the radiative transfer between the surrounding room surfaces will be significantly less uniform than if the thermocouple were in the hot gas layer. It is suggested in [Pitts] that it may be possible to correct for radiative transfer given enough sufficient 88 knowledge about thermocouple properties and the environment. However, measurements of local velocity and the radiative environment were not taken. Additionally, the probes were located away from the burn compartment walls in order to avoid the effects of walls and corners. The gas measurement instruments and sampling system used in this series of experiments have been demonstrated to have an expanded (k = 2) relative uncertainty of ± 1 % when compared with span gas volume fractions (Matheson). Given the limited set of sampling points in these experiments, an estimated uncertainty of 10 % is being applied to the results. The potential for soot deposition on the face of the water-cooled total heat flux gauges contributes significant uncertainty to the heat flux measurements. Calibration of heat flux gauges was completed at lower fluxes and then extrapolated to higher values and this resulted in a higher uncertainty in the flux measurement. Combining all of component uncertainties for total heat flux resulted in a total expanded uncertainty of -24 % to +13 % for the flux measurements. Prior to experimentation, ten of the wooden pallets used in the fuel packages were randomly selected for measurement. Two measurements were taken, moisture content and mass. Moisture content was measured using a pin -type moisture meter with a moisture measurement range of 6 % to 40% and an accuracy of 0.5 % of the measured value between 6 % and 12 % moisture content. Mass measurements were made with an industrial bench scale having a range of Okg to 100 kg, a resolution of 0.1 kg and an uncertainty of ± 0.1 kg. All timing staff were equipped with the same model of digital stopwatch with a resolution of 0.01 seconds and an uncertainty of ± 3 seconds per 24 hours; the uncertainty of the timing mechanism in the stopwatches is small enough over the duration of an experiment that it can be neglected. There are three components of uncertainty when using people to time fire fighting tasks. First, timers may have a bias depending on whether they record the time in anticipation of, or reaction to an event. A second component exists because multiple timers were used to record all tasks. The third component is the mode of the stimulus to which the staff is reacting: audible firefighters announcing task updates over the radio) or visual timing staff sees a task start or stop). Milestone events in these experiments were recorded both audibly and visually. A test series described in the NIST Recommended Practice Guide for Stopwatch and Timer Calibrations found the reaction times for the two modes of stimulus to be approximately the same, so this component can be neglected. Because of the lack of knowledge regarding the mean bias of the timers, a rectangular distribution was assumed and the worst case reaction time bias of 120 ms was used, giving a standard deviation of 69 ms. The standard deviation of the reaction time was assumed to be the worst case of 230 ms. The estimated total expanded uncertainty of task times measured in these experiments is 240 ms. An additional component of uncertainty exists for the time measurement of the application of water on the fire. In order to measure this time, timing staff were required to listen for radio confirmation that suppressing water had been applied by the interior attack crew. This process required a member of the interior crew to find and manipulate their microphone, wait for the radio to access a repeater, and transmit the message. Because of the lack of knowledge about the distributions of time it takes for each part of this process, all parts are lumped into a single estimate of uncertainty and a rectangular distribution is assumed. This is most reasonably estimated to be 2.5 seconds with a standard deviation of 2.89 seconds and an expanded uncertainty of ± 5.78 seconds. Weather measurement uncertainty was referenced to the published user's manual for the instrumentation used. The weather instrumentation has calibration certificates that are traceable to NIST standards. A summary of experimental measurement uncertainty is given in Table G-1. Table G-1: Summary of Measurement Uncertainty Length 'Measurements Instrumentation Locations Building Dimensions Repeatability Random 1 % 1 % 2% 2% 3 % Gas Temperature -- Lower Layer Calibration Radiative Cooling Radiative Heating Repeatability Random 1 %6 5 % to + 0 % 0 %o to + 5 % 5 % 3 %6 Wood Moisture Content 0.5% 0,5% 1% Wood Pallet Mass 0.2% 0.1% 0.1%u Weather Relative Humidity 3% Barometric Pressure 0.03" Hg Wind Speed 5% Wind Direction 5% Outside Temperature o.S.c Time Ti mer B ias Reaction Time Radio Operation 0.069s 0.230s 2.830s 2.90s 5.80 s Notes: 1. Random and repeatabflfty evaluated as Type A, other somponent^s as Type H. 89 APPENDIX H' Charts of Gas and Temperature Data Examples of Gas and Temperature Data for Time -to -Task Tests Burn Room Data Temperature Inside Burn Temperature Inside Burn Compartment Compartment svo [ U son —1n U OranOna eft d 300 — 3n n 30a T E ta0 —4h E 20a fl100 _ Sn r= lac — 61t 0 200 400 604 Soo 1000 1200 a 200 400 600 800 1000 1200 7n Time [s] Time [$[ 2 Person, Close Stagger Temperature Inside Burn Cam pa rtmelnt Soo U lh 400 21t 300 3ft E200 — oft F 100 — - - — Sn 0 6h 0 200 400 600 804 loco 1200 7ft Time [s] 3 Person, Close Stagger Temperature Inside Burrs Compartment u lFt 400 — 2it 30Q — 31t Ez°° — Ort A 100 -- ---- sil 0 - - 6i1 0 20U 400 600 30o loaf) I200 7ft Time [s] 2 Person, Far Stagger Temperature Inside Burn Compartment 500 u - 400 d 300 — K 200 E F 0 - 0 200 400 600 800 1000 1200 Time [s]. 3 Person, Far Stagger Temperature Inside Burn Compartment Sao V 400 300 1 w 20o r 100 - o 0 200 -400 Baa Soo 1000 1200 Time [s1 2 Person, Close Stagger 2 Person, Far Stagger Temperature Inside Burn Temperature Inside Burn Compartment Compartment 500 • 500 400 40a 2rl — 300 — 3it 2 300 -.- - - 200 200 E —ort E -- f 100 -- r — Sft 100-- - 0 -- 0 - - - bit — 0 200 400 '00 800 1000 1200 0 200 400 600 800 1000 1200 7ft Time [s] Time [s], 3 Person, Close Stagger 3 Person, Far Stagger 90 Target Room Data Temperature Inside Target Room 60 50 —1f[ 40 2ft 30 aft 4ft E 20 - 5h 10 6ft 0 _ 7ft 0 200 400 600 800 1000 1200 Sfl Time ]s] 2 Fergon, uiose 6tagger Temperature Inside Target Room 60 5p AM40 _2fL lft u n 30 —3fr 20 _ — oft romd eft 10 t 0 - 7ft 0 200 400 600 S00 1000 1200 aft Time {s] 3 Person, Close Stagger Temperature Inside Target Room 60 50 —1Ci 40 2ft 41t 20 — - Sft 10 6ft 0 s 7ft 0 200 400 600 800 1,000 1200 aft Time [s] Temperature Inside Target Room 60 50 —1rt V v 40 —2ft N 30 — - —aft IL E 20 _ 41t 12 —5ft l0 - 6ft 0 — 7ft 0 200 400 600 300 1000 1200 aft Time ]s] 5 Person, Close Stagger Temperature Inside Target Room 60 50 —lft a0 2ft m 30 —1ft oft 20 10 — 5ft 6ft 0 — 7ft 0 200 400 600 S00 1000 1200 aft Time [s] 2 Ferson, Far Stagger Temperature Inside Target Room 60 - 50 Ask V 40 —2h Y 36 ateE20 m —5h PO Bit 0 — 7h 0 200 400 600 800 1000 1200 8ft Time [s] 3 Person, Far Stagger Temperature Inside Target Room 60 — 50 —1ft A"k40 _Zft 30 -- - i 3h oft E 20 Sff LQ 6ft 0 — 711 0 200 400 600 800 1000 1200 f1h Time [s1 Temperature Inside Target Room 60 50 . —lft m 40 2ft M 30 — — _ —aft 4fl E 20 5h to - - ---- 6ft 0 = 7ft 0 200 400 600 800 1000 1200 ah Time ]s] 5 Person, Far Stagger Temperature Near Front Door (Couch ) Temperature at Front Door (Couch) ISO 160 140 m 120 m 80 E 80 r 40 20 a 200 400 GOO 800 1D00 1200 Time [s] 2 Person, Close Stagger 31t 5ft sh Temperature at Front Door (Couch) Iso , 160 Y 140 a 120 - - 100 m So =3Ft E 60 — 5ft 1! 40 20 D 0 M 400 600 800 1000 12DO Time [s] 3 Person, Close Stagger Temperature at Front Door (Couch) 180 160 it 1411- 120 -- — 100 - - 4 = afts0 60 N 40 8Ft 20 0 - 0 200 400 600 Boa 1000 1200 Fiore [s] 4 Person, Close Stagger Temperature at Front Door (Couch) ISO y 140 - m 110 i00 so —3it E 60 -- X 40 10 0 200 400 800 Soo 1000 1200 Time [s] S Person, Close Stagger M Temperature at Front Door (Couch) 190 160 140 Z 120 100 IL 3f1soILI060 — 51 LE 40 81t 20 ' — - 0 200 400 Fifa 800 1000 1200 Time [s] 2 Person, Far Stagger Temperature at Front Door (Couch) 180 160 iJ 140 120 100 s0 3ft E 60 =5ft i 40 20 D , D 200 400 6DO 80o 1D00 1200 Time [s) 3 Person, Far Stagger Temperature at Front Door (Couch) 180 150 u 140 120 100 - s0 E 60 - -- 02 40 - 20 0 0 200 400 6DO 800 1000 1200 Time [i[ 4 Person, Far A 5ft 8ft Temperature at Front Door (Couch) 190 160 140 Z 120 1 IOD m 90-31t E 60 _ —511 1 40 -- - — bit 2D 0 D 20D 400 000 900 1000 1200 Time [s] 5 Person, Far Stagger Gas and Temperature Data for Room and Contents Tests Examples of Gas Data in Target Room CO2, CO Concentrations in Target Room 7 0.9 6 —(W 0.8 5 —CO D.7 0.6 4 0.6 3 - 0.4 2 0.3 r 0.2 011 2 -Person, Early Arrival CO2, CO Concentrations in Target Room 7 0.6 6 —CO2 - 0.5 5 —CO If- 0.4 3 h 0.3 D 2 0-2 1 0-1 0 1 --- 0 0 200 400 640 Soo 1040 U00 rime [$] 2 -Person, Late Arrival Cot, CO Concentrations in Target Room 7 0.7 6 —CO2 - 0.6 2F s - —CO - - 0.5 a 4 0.4 b u 2 D.2 1 01 0 0 10 200 4100 600 BOD 1000 1200 Time [s] 3 -Person, Early Arrival 02 Concentration in Target Rohm 20 4 14 9 5 o , 0 20D 400 600 goo 1000 1200 Time [s] 2 -Person, Early Arrival 20 10 D 02 Concentration in Target Room 0 200 400 600 800 1000 1200 Time [s] 2 -Person, Late Arrival 02 02 02 Concentration in Target Room 30 is - 10 c u, 5 — 0 0 2DO 400 600 800 1000 1200 Time [s] 3 -Person, Early Arrival Rx3 34X 9 j p 4 U V D 200 401) Goo goo 10411 1200. Time [s] 2 -Person, Early Arrival CO2, CO Concentrations in Target Room 7 0.6 6 —CO2 - 0.5 5 —CO If- 0.4 3 h 0.3 D 2 0-2 1 0-1 0 1 --- 0 0 200 400 640 Soo 1040 U00 rime [$] 2 -Person, Late Arrival Cot, CO Concentrations in Target Room 7 0.7 6 —CO2 - 0.6 2F s - —CO - - 0.5 a 4 0.4 b u 2 D.2 1 01 0 0 10 200 4100 600 BOD 1000 1200 Time [s] 3 -Person, Early Arrival 02 Concentration in Target Rohm 20 4 14 9 5 o , 0 20D 400 600 goo 1000 1200 Time [s] 2 -Person, Early Arrival 20 10 D 02 Concentration in Target Room 0 200 400 600 800 1000 1200 Time [s] 2 -Person, Late Arrival 02 02 02 Concentration in Target Room 30 is - 10 c u, 5 — 0 0 2DO 400 600 800 1000 1200 Time [s] 3 -Person, Early Arrival Rx3 Gas and Temperature Data for Room and Contents Tests Examples of Gas Data in Target Room Cat, CO Concentrations in Target Room 7 — 0.7 6 6 -LIQ` 0.6 8 4 0.4 0 n 3 - 0.3 O z 0.1 4 -- — - - 0 0 .200 400 600 900 7400 1240 Time [s] 3 -Person, Late Arrival Cot, CO Concentrations in Target Room a 0.5 6 —C472 0,4 5 —co x 7 4 0.3 c r+ 3 - 0.2 U 2 1 01 4 4 0 200 400 600 800 1000 1200 rime [s] 4 -Person, Early Arrival CO2, CO Concentrations in Target Room 7 0.7 6 —CO2 1 0.6 i eco - - - 03 0.3 . 4 1 0.1 0 - - - - - - --- 0 0 200 400 600 900 1000 1200 Time [s] 4 -Person, Late Arrival CO2, CO Concentrations in Target Room 7 0.7 6 —0O2 0.6 5 —co 0.5 $ a 4 0-4 0 ry 3 0.3 u 2 - 02 1 10 0.1 0 0 0 200 400 600 800 1000 1200 rime [s] 5 -Person, Early Arrival 94 02 Concentration in Target Room 1H 200 440 60 90D 1000 1240 11hre [s] 3 -Person, Late Arrival 02 02 Concentration in Target Room 1S a 10 . Q2 0 0 200 400 600 $00 1000 1200 Time [s1 4 -Person, Early Arrival 02 Concentration in Target Room li 7 07 Fip o —Q2 5 0 200 400 600 800 1000 1200 rime [s1 4 --Person, Late Arrival 02 Concentration in Target Room 10 P 0 . 0 200 400 600 800 1000 1200 Time [s] 5 -Person, Early Arrival Q2 Temperatures in Burn Room Temperature Inside Burn Temperature Inside Burn Compartment Compartment GoQ 600 y 500 —7h ;+ 500 ! 7ft 400 -5ft = 400 —Gft L° 300 - —5ft 1p 300 —5ft E 200 - - - - — —4ft E 200 _41t. F 100 - ,3.h ~ 100 -3ft 0 - - _ • 0 - 2ft —2ft 0 200 400 60o 800 loco 1200 0 200 400 fico 800 1000 1200 1ft —1ft Time is] Time is] 2 -Person, Earlv Arrival Temperature Inside Burn Compartment Gf10 — L 500 404 —bft 2 300 —5ft 100 100 —3ft 0 - — a 200 400 600 $Q0 1000 1200 — 2h Th Time ]s] 2 -Person, Late Arrival Temperature Inside Burn Compartment 600 - w 500 —7ft 400 —61t m 300 —5ft E 200 - —oft 100 —3ft Q- 0 200 -400 600 800 1000 1200 — 2ft xft rime Is) 3 -Person, Early Arrival 3 -Person, Late Arrival Temperature Inside Burn Temperature Inside Burn Compartment Compartment it 600 ALSoo - 7h :? 500 600 — 7ft 400 _ —6f[ 400 —6ft A 300 —5ft m 300 —5ft E 200 ArtNNA6—oft E 200 —4ft r 100 —3ft r° 100 —3ft 2ft —2ft a 200 400 604 Baa loco 1200 a 200 400 600 800 1000 1200 1ft —]ft Time ]sl rime is] 4 -Person, Early Arrival 4 -Person, Late Arrival Temperature Inside Burn Compartment baa - SQO — 7ft aaa —6ft 1p 300 - —5ft E 2004ft 100 — 3ft p 2ft 0 200 400 600 Soo 1000 1200 lft Time is] 5 -Person, Early Arrival R&7 Temperatures in Target Room Temperature Inside TargetRoom 45 SU — Oft ti+ 35 - 30 — nt 5 —Gft 2U 15 _ _ — 5ft 10 —oft 5 —3ft 0 — 2ft 0 200 40D 6M FKM 11M0 1Z00 lft TnmtIII 2 -Person, Early Arrival Temperature Inside Target Room 45 40 —Bit 4 35 30 ---7fi 25 - - —sit E 35 A — 5ft 30 —oft 5 — —3ft 0 — 2ft G 200 400 600 800 1000 1200 1ft Time ]s) Temperature Inside TargetRoom 43 40 — Oft s: 35 y 30 —2ft 25 - —Git 20 E 15 10 —4ft 5 —3ft 0 2'ft 0 M 400 600 SM 10M 1200 lft Time ]e] 2 -Person, Late Arrival 3 -Person, Early Arrival 3 -Person, Late Arrival Temperature Inside Target Room Temperature Inside Target Room 45 45 30 — Sit - 00 —$ ft 35 v 35 — r 30 - —7ft c 30 —7ft 25 fift 25 -- - —Gft 20-5ft ` 20 - _Sft E 15 - E 15 1U =oft 1! 1U —4tt 5— 3(l 5 - —aft 0 — -r 2tt 0 — r a-2ft 0 IDP 400 600 840 3000 1200 0 t00 4QO 600 800 1000 1200 lit —1ft Time ]s] Time ]s] 4 -)Verson, Early Arrival 4 -Person, Late Arrival Temperature Inside Target Room 45 40 _eft 35 -- 304 2s —6ft m 2015 —5ft iv 10 -- —oft 5 —aft 0 — eft G 200 400 600 840 1000 1200 1tt Time ]s] 5 -Person, Early Arrival 96 Temperature Inside Target Room 45 40 Sit 35 Y 30 7[t 25 6ft 2.0 E 15 10 oft 5 aft 0 T 2ft 0 2o0 400 600 800 1000 1200 f 1 ft Time ]s] 3 -Person, Early Arrival 3 -Person, Late Arrival Temperature Inside Target Room Temperature Inside Target Room 45 45 30 — Sit - 00 —$ ft 35 v 35 — r 30 - —7ft c 30 —7ft 25 fift 25 -- - —Gft 20-5ft ` 20 - _Sft E 15 - E 15 1U =oft 1! 1U —4tt 5— 3(l 5 - —aft 0 — -r 2tt 0 — r a-2ft 0 IDP 400 600 840 3000 1200 0 t00 4QO 600 800 1000 1200 lit —1ft Time ]s] Time ]s] 4 -)Verson, Early Arrival 4 -Person, Late Arrival Temperature Inside Target Room 45 40 _eft 35 -- 304 2s —6ft m 2015 —5ft iv 10 -- —oft 5 —aft 0 — eft G 200 400 600 840 1000 1200 1tt Time ]s] 5 -Person, Early Arrival 96 Temperatures Near Front Door (Couch) Temperature at Front Door (Couch) 200 Y90 160 140 120 -- — aft 1D0 -- - so -SIS 60 1ft 40 20 0 0 200 400 600 800 1000 1200 2 -Person, Early Arrival Temperature at Front Door (Couch) 2110 180 14g 120 m too 80 E 60 40 20 09 Q• 0 200 400 500 9aa 1000 1200 Time ]s1 3 -Person, Early Arrival aft 5k aft Temperature at Front Door (Couch) 200 - 180 160 141) 120 100 a0 I E 60 —Sh m 40 !3k 20 - 0 0 200 400 600 900 logo 1200 Time ]s] 4 -Person, Early Arrival Temperature at Front Door (Couch) 200 E90 u' 1617 140 - 120 100 —Sft a0 E G0 —Sft 40 20 0 --- — 0 200 400 600 900 1000 1200 Time Js] 2 --Person, Late Arrival Temperature at Front Door (Couch) 200 190 160 140 120 m 100 so 60 t' 40 - 20 0 200 400 500 800 1000 1200 Time ]s] 3 -Person, Late Arrival Temperature at Front Door (Couch) 200 ISO — 160db- Y 140 12D 100 —3ff F' s0 - E 60 40 20 - 0 0 200 4W 600 900 1000 1200 Timers] 4 -Person, Late Arrival Temperature at Front Door (Couch) 200 100 1- 160 14D 120 - - A too —aft so so Sft 40 - —3ft 20 0 0 200 400 500 800 1000 1100 Time ]s] 5 -Person, Early Arrival 97 98 NOTES: 100 101 102 WIN rp)City of Plymouth Adding Quaky to Life SPECIAL COUNCIL MEETING March 13, 2012 Agenda 2BNumber: To: Mayor and City Council Prepared by: Laurie Ahrens, City Manager Item: Set Future Study Sessions 1. ACTION REQUESTED: Review the pending study session items and schedule meetings as desired.. The pending study session list is as follows: Pending Study Session Topics at least 3 Council members have approved the following study items on the list) Discuss trails (summer 2012) Invite county commissioner to discuss County Road 47 Discuss traffic signals Other requests for study session topics: Update with City Manager (summer 2012) Update on Northwest Greenway acquisition (after 5/1/12) Funding infrastructure improvements in Northwest Plymouth 2. ATTACHMENTS: Official City Calendars City of Plymouth Adding Quality to Life June 2012 Modified on 03/09/12 1 2 3 4 5 6 7 8 9 7:00 PM PLANNING COMMISSION MEETING Council Chambers 10 11 12 13 14 15 167:00 PM 7:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL PARK ft REC MEETING QUALITY ADVISORY Council Chambers COMMITTEE COMMISSION EQC) MEETING PRAC) MEETING Council Chambers Council Chambers 17 18 19 20 21 22 237:00 PM PLANNING COMMISSION MEETING Council Chambers 24 25 26 27 28 29 307:00 PM 8:00 AM 7:00 PM PLYMOUTH 7:00 PM MUSIC IN REGULAR COUNCIL ADVISORY HRA MEETING PLYMOUTH MEETING COMMITTEE ON Medicine Lake Room 5K FUN RUN Council Chambers TRANSIT (PACT) Hilde Performance STUDY SESSION Center Medicine Lake Room Modified on 03/09/12 r Plymouth Adding Quality to Life May 2012 1 5:00 PM 2 7:00 PM 3 7:00 PM 4 5 SPECIAL COUNCIL PLANNING HUMAN RIGHTS MEETING COMMISSION COMMITTEE Development Tour MEETING MEETING With Planning Council Chambers Medicine Lake Room Commission Meet at City Hall 6 7 8 7:00 PM 9 7:00 PM 10 7:00 PM 11 12 8:00 AM -1:00 PM REGULAR COUNCIL ENVIRONMENTAL PARK Et REC Plymouth MEETING QUALITY ADVISORY Fire Department Council Chambers COMMITTEE COMMISSION Annual Waffle EQC) MEETING PRAC) MEETING Breakfast Council Chambers Council Chambers Fire Station 3 13 14 15 16 17 18 197:00 PM PLANNING 7:30 AM -2:00 Ph COMMISSION SPECIAL MEETING DROP OFF DAY Council Chambers Plymouth Maintenance Facility 20 21 22 23 7:00 PM 24 7:00 PM 25 26 7:00 PM PLYMOUTH HRA MEETING REGULAR COUNCIL ADVISORY Medicine Lake Room MEETING COMMITTEE ON Council Chambers TRANSIT (PACT) MEETING Medicine Lake Room 27 28 29 30 31 MEMORIAL DAY Observed CITY OFFICES CLOSED r Plymouth Adding Quality to Life April 2012 1 2 3 4 5 6 7 7:00 PM PLANNING COMMISSION MEETING Council Chambers Passover Begins at Sunset 8 9 10 6:00 PM 11 12 13 5:00-9:00 PM 14 BOARD OF 7:00 PM 5:00-9:00 PM PRIMAVERA 10:00 AM -4:00 P. EQUALIZATION ENVIRONMENTAL PRIMAVERA Plymouth Fine PRIMAVERA Council Chambers QUALITY Arts Council Show Plymouth Fine Art COMMITTEE Plymouth Fine Plymouth Creek Council Show Immediately EQC) MEETING Arts Council Center Plymouth Creek Cent( Following BOE Council Chambers Show Plymouth Creek 6:00-8:00 PM 1:00 PM REGULAR COUNCIL Center YARD Et GARDEN EXPO YARD Et GARDENYAREt Easter Sunday MEETING Plymouth Creek EXPO Council Chambers Center Fieldhouse Plymouth Creek Cent( 15 16 17 18 7:00 PM 19 20 21 1:00-4:00 PM 10:00 AM -4:00 PM PLANNING PRIMAVERA 7:00 PM -8:30 PM COMMISSION Plymouth Fine PRIMAVERA MEETING Arts Council Plymouth Fine Council Chambers Show Arts Council Plymouth Creek Show Center Plymouth Creek Center 22 23 246:00 PM BOARD OF 25 26 27 28 6:00 PM 7:00 PM 7:00 PM WALK EQUALIZATION PLYMOUTH HRA MEETING WITH THE MAYOR Reconvened ADVISORY Medicine Lake Room Plymouth if Necessary COMMITTEE ON Creek Center Council Chambers TRANSIT (PACT) Immediately STUDY SESSION Following BOE Medicine Lake Room REGULAR COUNCIL MEETING Council Chambers 29 30 Modified on 03/09/12 City of Plymouth Adding Quality to Life March 2012 Modified on 03/09/12 CHANGES ARE NOTED IN RED 1 2 3 9:00 AM - 12:00 PM CITY SAMPLER Plymouth City Hall 4 5 6 7 7:30 AM 8 7:00 PM 9 10 STATE OF THE POLICE DEPT. CITY MEETING ANNUAL Council Chambers RECOGNITION EVENT Cancelled Plymouth Creek PLANNING Center COMMISSION MEETING Council Chambers 11 12 13 5:30 PM 14 15 16 6:30 PM 17 SPECIAL 7:00 PM FIRE DEPT. COUNCIL MEETING ENVIRONMENTAL ANNUAL Fire Study Medicine Lake Room QUALITY RECOGNITION COMMITTEE (EQC) EVENT 6:30 PM HRA MEETING Kelly InnSPECIALMEETING Medicine Lake Room Council Chambers Plymouth 7:00 PM Daylight Savings REGULAR COUNCIL Time Begins MEETING Council Chambers 18 19 20 21 7:00 PMPLANNING 22 5:30-8:00 PM 23 24 COMMISSION ENVIRONMENTAL MEETING QUALITY FAIR Council Chambers Kimberly Lane Elementary School 7:00 PM PLYMOUTH ADVISOR COMMITTEE ON 7:00 PM TRANSIT (PACT) HRA MEETING STUDY SESSION Medicine Lake Room Medicine Lake Room 25 26 27 28 29 30 31 7:00 PM REGULAR COUNCIL MEETING Council Chambers Modified on 03/09/12 CHANGES ARE NOTED IN RED r Plymouth Adding Quality to Life July 2012 1 2 3 4 5 6 75:00 PM MUSIC IN INDEPENDENCE PLYMOUTH DAY Hilde Performance Center CITY OFFICES CLOSED CANCELLED PLANNING COMMISSION MEETING Council Chambers 8 9 10 7:00 PM 11 12 13 14 REGULAR 7:00 PM COUNCIL MEETING ENVIRONMENTAL QUALITY COMMITTEE Council Chambers EQC) MEETING Council Chambers 15 16 17 18 7:00 PM 19 20 21 PLANNING COMMISSION MEETING Council Chambers 22 23 24 7:00 PM 25 7:00 PM 26 7:00 PM 27 28 REGULAR PLYMOUTH HRA MEETING COUNCIL MEETING ADVISORY Medicine Lake Room Council Chambers COMMITTEE ON TRANSIT (PACT) STUDY SESSION Medicine Lake Room 29 30 31 Modified on 03109112