FIRE DEPARTMENT ANALYSIS CHELTENHAM TOWNSHIP, MONTGOMERY COUNTY NOVEMBER 2020

Governor’s Center for Local Government Services Robert Hedden, MS, CFO, CFPS, MIFireE

Commonwealth of | Tom Wolf, Governor PA Department of Community & Economic Development | Dennis M. Davin, Secretary | dced.pa.gov

Table of Contents Executive Summary ...... 2 Municipal Overview ...... 4 PA First Class Twp. Code: Corporate Powers – Fire Protection ...... 5 Cheltenham Twp. Fire Companies ...... 10 Fire Protection Funding:...... 28 Cheltenham Twp. Fire Response Data ...... 45 PA HR 148/SR 60 Options for Cheltenham ...... 79 PA HR 148/SR 60 Recommendations for Cheltenham ...... 82 Fire Response Assignments ...... 84 Strategic Planning ...... 84 Fire Station Facilities: ...... 86 Staffing & Response Times ...... 93 Conclusion ...... 109

Cheltenham Township Municipal Fire Protection Analysis Page 1

Executive Summary In 2019, the Pennsylvania Department of Community & Economic Development (DCED) began a project to assess the fire services for Cheltenham, Montgomery County as requested by these municipality. This report is an analysis of operations, organizational management, equipment and facilities of the Cheltenham Fire Companies. Cheltenham Fire Companies have a history of cooperation using automatic aid for fire and rescue responses. As of the compilation of this document, the fire companies have a symbiotic relationship regarding Fire/EMS Services. To continue to operate separate and distinct Fire Companies in terms of Administrative and Operational issues does not reflect the reality of the situation. 2. Purpose Each municipality should periodically review the fire services that they are responsible to deliver under the municipal laws of the Commonwealth. The purpose should be to make sure that fire protection is being delivered in a competent, prompt, professional manner with the needed resources, operational efficiencies, and management and that citizens expectations are met. This assessment is intended to provide the municipality with an overview of fire protection to ensure they can evaluate these findings to effectively and efficiently provide services to the residents of both municipality. 3. Methodology Used in the Study To understand and evaluate these issues, DCED undertook an assessment of the finances and operations of the municipality and the Fire Companies. The principal approaches utilized in this study included the following: • Meetings with the Municipal Officials of Cheltenham • Road tours of the area • Site visits to the Fire Stations and interactions with available members • Interaction via email and phone to conduct follow ups. • Data Collection of external and internal data documenting administrative and operational management policies and practices.

All Graphs, Maps and other representations based on Data/Info Provided by Cheltenham Twp. and the participating Cheltenham Twp. Fire Companies.

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4. Overview The municipality and the fire companies have several in depth issues that need to be addressed: • Daytime Staffing. • Recruitment and Retention of members. • Lack and Depth of Leadership, administratively and operationally. • There is no formal Fire Services Agreement between the municipality and the fire companies that establishes the responsibilities for each party. • Lack of Strategic Planning in all areas. • Facilities • Duplication of common fire protection services and equipment.

5. Recommendations Throughout this report DCED provides an evaluation and analysis of the organization, finances, and services provided by the study participants, and where appropriate, makes recommendations for improvements. Major Recommendations are listed below:

Major Recommendations Hire a Municipal Fire Chief to administer and oversee the day to day operations of the Cheltenham Twp. Fire Department Cheltenham Twp. shall direct an Association of the Station 2 Lamott, Station 3 Elkins Park and Station 5 Ogontz, in a cooperative manner, with the ultimate goal of Station 2, Station 3 and Station 5 operating as a single entity to provide Fire Protection in the Center area of Cheltenham.

The Township should totally renovate Station 2 with all contemporary amenities of a modern fire station. Cheltenham should review the recommendations in this document and the potential investment needed to provide Fire Protection in the future. Accordingly, each should consider investing in the CTFD via the Fire Protection Millage as permitted by Pennsylvania Fire Class Twp. Code. The Township should require a coordinated recording and collating of all data of the various operational, response time, mutual aid, staffing and training components. All Data should be managed through the Emergency Reporting program agreed upon and analyzed monthly by the municipality and the CTFD.

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Municipal Overview

Cheltenham Township, Montgomery County, PA

Cheltenham Township is a home rule township in Montgomery County. It is governed by a Board of Commissioners, who are elected; one from each of the township's seven wards for a four-year term. A President of the Board is elected by these commissioners for a one-year term to serve as the head of the government. Cheltenham's population density ranges from over 10,000 per square mile in rowhouses and high-rise apartments along , to historic neighborhoods in Wyncote and Elkins Park. It is the most densely populated township in Montgomery County. The population was 36,793 at the 2010 U.S. Census, making it the third most populous township in Montgomery County and the 27th most populous municipality in Pennsylvania. It was originally part of County, and it became part of Montgomery County upon that county's creation in 1784. The township has a total area of 9.0 square miles. The area consists of rolling hills and also has a few streams running through it, most notably the Tookany Creek. The highest elevation is 411 feet, at the intersection of Sunset and Lindley Roads. The lowest elevation is 63 feet, in the southeastern most part of the township where Tookany Creek flows into Philadelphia. It includes the census-designated places of , Glenside, and Wyncote.

Other communities include Cheltenham, Elkins Park, Melrose Park, La Mott and Laverock, Edge Hill, and Cedarbrook. All of the communities form a border with Philadelphia along Cheltenham Avenue. Cheltenham is located 5 miles from Center City, Philadelphia and is surrounded by the North and Northeast sections of Philadelphia, Abington, Jenkintown, and Springfield. The SEPTA Main Line passes through Cheltenham via 5 regional rail stations, some of which are the busiest in the SEPTA system. Cheltenham is served by the SEPTA City Transit Division and is adjacent to Fern Rock Transportation Center and the Broad Street Line subway which terminates at the South Philadelphia Sports Complex and also the Frankford Transportation Center and the El, which terminates at 69th Street in Upper Darby Township. The northern terminus of Broad Street is in Cheltenham, at its intersection with Cheltenham Avenue ().

Adjacent Municipality

Cheltenham Township is in southeastern Montgomery County, and is surrounded on 3 sides by the City of Philadelphia. It is also bordered by the Adjacent Montgomery County municipality of Abington Twp., Jenkintown Borough and Springfield Twp.

Waterways in Cheltenham include Tookany Creek, Jenkintown Creek, Wissahickon Creek and Mill Run.

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PA First Class Twp. Code: Corporate Powers – Fire Protection

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Demographics

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Housing Characteristics

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Cheltenham Twp. Fire Companies

The Cheltenham Township Fire Department (CTFD) is an all-volunteer fire department that is made up of five fire companies located strategically throughout the Township. CTFD’s fire companies are:

• Station 1 – Glenside Fire Company No. 1 • Station 2 – La Mott Fire Company No. 1 • Station 3 – Elkins Park Fire Company • Station 4 – Cheltenham Hook and Ladder Company No. 1 • Station 5 – Ogontz Fire Company

Volunteer firefighters serve the township 24 hours a day, 7 days a week, 365 days a year, by operating with a volunteer staff.

CTFD provides a range of public safety and emergency safety services which include the following:

• Structural fire suppression and search/ rescue • Vehicle rescue/extrication • Water Rescue • Trench rescue, high angle rescue, and other technical rescue • Brush fire response • Hazardous Materials response • Gas odor response • Electrical fire response • Emergency medical services assistance

CTFD responds to more than 1,200 emergency calls annually. All CTFD firefighters complete a minimum of 180 hours of national certification training to the Firefighter One level. In addition, the firefighters continually participate in numerous advanced certification training programs as well as weekly in-house training. In addition to emergency response and training, the volunteers also manage all administrative aspects of the fire companies. Lastly, beyond responding to immediate crises, CTFD strives to promote fire safety education throughout the community to reduce the risk of death, injury, or property loss due to fire.

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Glenside Fire Company was chartered in 1900. It is located at 210 W Glenside Ave, Glenside, PA

Membership Station 1:

• Crew Member- Varies but usually between 28-33 • Board of Director- Approx. 35

LaMott Fire Company was formed in 1910. It is located at 7600 Penrose Ave, Elkins Park, PA

Membership Station 2:

• Firefighters - 12 • Probationary Firefighters - 2 • Administrative - 3

Elkins Park Fire Company was formed in 1892. It is located at 7818 Montgomery Avenue Elkins Park, PA

Membership Station 3:

• No Membership Info received

Cheltenham Fire Company was formed 1896. It is located at 413 Ryers Ave. Cheltenham, PA

Membership Station 4:

• Active Firefighters - 45 • Limited Active Firefighters - 5 • Administrative - 26

Ogontz Fire Company was formed 1892. It is located at 8215 Old York Rd, Elkins Park, PA

Membership Station 4:

• Crew Members: 16 • Active Crew Members: 9 • Company (non-crew) members: 12

Cheltenham Twp. ISO Rating is 4

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Cheltenham Twp. Fire Organizational Structure

The Cheltenham Township Fire Department is constituted under authorization of the Cheltenham Twp. Board of Commissioners via Chapter 22 of the Cheltenham Twp. Code It operates ostensibly as a Department via the Cheltenham Twp. Fire Board, which is constituted as follows under Chapter 22-3: There shall be a Fire Board consisting of nine members; five members shall be the Fire Chiefs of the individual fire companies, one member shall be the Chairman of the Public Safety Committee of the Board of Commissioners, and three members shall be members of the Board of Commissioners. The Fire Board has developed the CTFD Administrative and Operational Polices Manual.

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Enforcement of the Policies, as outlined in Administrative Policy 100.001 are outlined below.

This for all intents and purposes, is a voluntary compliance system. The 5 separate and individual organizations that operate under individual and disparate administrative, operational and command structures. While this may have proven successful previously, it is no longer possible to advocate for, or support this model.

Cheltenham Twp., while considered a Suburban Philadelphia Volunteer Fire Dept., is for all intents and purposes, an Urban Fire Dept. It has the demographics, workload and target hazards that validate this. Being bordered by the City of Philadelphia on 3 sides, amplifies this reality. This is compounded in Cheltenham by the challenges and stressors within the volunteer fire service that are occurring throughout the Commonwealth of Pennsylvania. Additionally, this was recognized by the Cheltenham Twp. Fire Board, that embarked on a Strategic Plan. The Plan covered the time frame of 2014-2018. A review of it shows that all due diligence was done, to make an honest assessment of the challenges and opportunities of the fire protection delivery system.

Six Strategic Goals were identified within the plan, that list the Opportunities for Improvements and Objectives.

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The report and its undertaking of Strategic and Long-Term Planning are unique in the volunteer system, as it is often an area of neglect. The Cheltenham Fire Companies and the Twp. are to be commended, for recognizing its need and the efforts that were put into its completion. The Plan identifies, projects and lays out, in a realistic manner, the issues and needs facing the Cheltenham Fire Services.

It must be noted however, that the Objectives and Timelines detailed in the Strategic Goals largely have not been undertaken or implemented. There are several probable reasons:

• Competing interest of the Individual Companies. • Authority to implement • Lack of direct Township oversight and involvement • Finances

There needs to be a comprehensive approach to review, refine and implement the objectives and the activities of the Cheltenham Twp. Fire Service.

It is recommended that Cheltenham Township hire a Municipal Fire Chief to coordinate, command and control the day to day activities and operations of the Cheltenham Twp. Fire Department.

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Station 1 Box Response Area

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Station 2 Box Response Area

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Station 3 Box Response Area

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Station 4 Box Response Area

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Station 5 Box Response Area

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Fire Protection Funding:

Cheltenham funds Fire Protection with Tax Millage Rates under the Pennsylvania First Class Township Code. The Fire Companies are funded by annual allocations from the Township’s Fire Tax Millage, the Pennsylvania Fireman’s’ Relief Fund, Act 205 and occasional state and federal grants, various fundraising efforts, and facility rental activities.

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As noted previously, Cheltenham funds Fire Protection out of the General Fund Budget. To develop, implement and maintain the enhanced levels of Fire Protection recommended within this document, Cheltenham should explore the prospective benefits of investing substantially in the future of the Cheltenham Fire Department through the Fire Tax.

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Recommendation: Cheltenham Township should review the operational and administrative recommendations in this document and the potential investment needed to provide Fire Protection in the future. Accordingly, Cheltenham Township should consider investing in the CTFD, through the Fire Tax Millage as permitted by the Pennsylvania First Class Township Code and Strategic Goal #3.

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Evaluation of Fire Services

Local governments and emergency services organizations have used cooperative partnerships to improve service delivery by better coordinating resources. Cheltenham Fire Companies have a history of cooperation using automatic aid for fire and rescue responses in Montgomery County. A. Problem Statement As demands for service and costs continue to increase, and staffing decreases, innovative strategies should be explored to ensure a sustainable quality service. B. Purpose Statement The purpose of this report is to outline the current fire rescue system in Cheltenham Township in Montgomery County Pennsylvania and provide suggestions to help create a new cooperative partnership. C. Introduction to Cooperation Why should organizations cooperate? It is important to understand interdependence in today’s fire and emergency services. Our communities blend together across defined municipal boundaries. Every day, mutual aid is provided and received for fires, vehicle crashes, medical emergencies, and a variety of other calls for citizens in need of a rapid, caring response. According to the Intergovernmental Cooperation Handbook published by the Pennsylvania Department of Community and Economic Development, municipality are not walling or barricades.

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They are interdependent because of economic factors, physical features, and social groupings. It has been proven that cooperation will lead to better efficiency and effectiveness in the provision of services. As communities grow, so does the need for new and expanded services. Citizens will expect more from their government and fire department. Cooperation is the future; the question is whether it is in your department’s future.

How to make cooperation work? The intergovernmental cooperation handbook recommends that the process be as inclusive as possible from the start. The process should involve members and leaders of the fire departments, elected officials, community members, and municipal staff. It is essential to communicate effectively. If members of the process are not kept informed, decisions will be made on assumptions rather than facts. To maintain a cooperative spirit, it is important to be proactive, flexible, patient, and to think regionally.

D. The Setting – Cheltenham Cheltenham is classified as, and operates under the Commonwealth of Pennsylvania First Class Township Code. The Governing Body is the Board of Commissioners. The Board is comprised of five members elected from each ward in the Township. They are elected for a four-year staggered term. The Board of Commissioners are responsible for policy decisions, goals and objectives for the Executive, Administrative, and Advisory functions, and the annual budget. As the governing body for all municipal matters, the Board is the principal taxing body, directs the maintenance of law and order, and is responsible for the general health, safety and welfare of township residents. The township manager is the chief administrative officer.

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E. Contemporary Analysis. Internal Self-analysis by the Fire Companies has identified needs, strengths and weaknesses. A review of the issues noted by each company identified similar, common issues as noted in italics.

Station 1 – Glenside – No Response

Station 2 – LaMott The top three needs facing the department include:

1. Recruit new members

2. Continue to gain operational experience so members can progress through officer positions

3. Apparatus and Building Replacement/Major Renovation

The top three strengths include:

1. Senior level leadership; operational (chief) and administrative (including President, VP, Treasurer, Board)

2. Strong commitment and character of the current members (they are eager to participate when available and continue to attend internal and academy trainings)

3. Unity of membership and willingness to assist.

The top three weaknesses include:

1. Need for additional members

2. Daytime staffing

3. Lack of experience (especially officers)

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Station 3– Elkins Park – No Response

Station 4 – Cheltenham – No Response

Station 5 – Ogontz The top three needs facing the department include:

1. Recruitment

2. Retention

3. Consolidate equipment

The top three strengths include:

1. All volunteer

2. Ability to work together

3. Years of experience

.The top three weaknesses include:

1. Afraid of change

2. Lack of motivation to achieve certification for promotion

3. Aging crew

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Recommendation: Develop a recruitment & retention program in accordance with Strategic Goal No. 2 to for recruiting and retaining members.

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Cheltenham Twp. Fire Response Data

This is reviewed on a Township Wide basis, with the Data source being the Emergency Reporting System Software used by the Cheltenham Twp. Fire Companies. The compilation and review of this data illustrates the Demand for Services by the public of the Fire Department. This is critical to understand peak demand parameters and the ability to meet them. The breakdown is analyzed by Year, Month, Day and Hour of Day. In the Hour of Day data, it is further analyzed by Runs occurring between 06:00 to 18:00, which is the time of day when volunteer staffing is challenging, and Runs occurring between 18:00 to 06:00, when staffing is of a more stable nature.

As noted, 3 out of the 5 Fire Companies provided data for this compilation. Station 2 and Station 3 did not provide any data as requested.

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Busiest Year: 2019

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Busiest Month: June

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Busiest Month: February

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Busiest Month: June

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Busiest Month: March

Busiest Month: October

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Busiest Month: October

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Busiest Day: Wed/Thurs

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Busiest Day: Thursday

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Busiest Day: Mon/Wed

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Busiest Day: Saturday

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Busiest Day: Thursday

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Busiest Day: Wednesday

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Busiest Hour: 00:00-00:59

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Busiest Hour 06:00-18:00: 16:00-16:59

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Busiest Hour: 00:00-00:59 Busiest Hour 06:00-18:00: 11:00-11:59

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Busiest Hour: 00:00-00:59 Busiest Hour 06:00-18:00: 17:00-17:59

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Busiest Hour: 17:00-17:59 Busiest Hour 06:00-18:00: 17:00-17:59

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Busiest Hour: 16:00-16:59 Busiest Hour 06:00-18:00: 16:00-16:59

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Busiest Hour: 00:00-00:59 Busiest Hour 06:00-18:00: 16:00-16:59

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Cheltenham Twp. Automatic/Mutual Aid

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Recommendation: The Township should require, in accordance with Strategic Goal#4.4, a coordinated recording and collating of all data of the various operational, response time, mutual aid, staffing and training components. All Data should be managed through the Emergency Reporting program and analyzed monthly by the municipality and the CTFD

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PA HR 148/SR 60 Options for Cheltenham

As part of the process of engagement of the fire companies, they were presented with a list of DCED options from SR-60/HR-148 and asked to see which option they favored.

Each Company was asked to review the above and provide their thoughts on the prospects of the above.

Station 1 Response: The Glenside Fire Company has discussed this issue and feels that a Consolidation of Companies and resources would best benefit the Department and Township. The fact that the three companies in the center of the township in some fashion respond to each other’s calls on an automatic aide basis has shown that there is a need to consolidate the resources and manpower.

Station 2 No Response

Station 3 No Response

Station 4 No Response

Station 5 No Response

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The Five companies were also asked: Please list what your fire company believes are the pros and cons of consolidating, merging or sharing services?

Station 1 Response: From a Board standpoint, there are numerous areas of consolidation that will require cooperation of the companies and agreements on operations and governing. Until there is more direction from the Township, specifics are hard to predict. However, this is secondary to providing the Township residents and businesses with a quality and cost-effective fire service. The major hurdle for the companies is more emotional, when it comes to losing identity, lack of changing to reality and traditions from the 20th century.

Station 2 Response: Pros • Sharing of personnel / spreading out the burden of responses across all members within CTFD. This has the potential to reduce staffing shortages in one section of the township as volunteers in other sections of the township may be available but not dispatched. • Greater utilization of existing operational leadership, experience and wisdom (i.e., there are many well-qualified officers and senior firefighters that don’t interact with other members of CTFD due to the compartmentalization created by the 5-company system). Further, when each company must fill out all of the officer positions, the quality of the officers decreases because each company is pulling from such a small pool of members • Eliminating duplication of apparatus, equipment, and station and potentially consolidating into more modern, technologically advanced and safer apparatus, equipment, and station • Cost savings through reductions in apparatus, equipment, and station • Greater opportunities for department wide training • Operational standardization (SOGs, equipment purchases, service vendors, etc.) • Unified approach to volunteer recruitment efforts Cons We believe the following are challenges that must be addressed, but can ultimately be overcome • Comingling of financial resources (how to address differing levels of financial health from each company) • Loss of individual identity • Agreement on operational & administrative officers

Station 3 No Response

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Station 4 Response: We’ve been managed very differently than the companies in the center of the township. We also have a unique demographic that has given us a huge advantage with regard to staffing and sustainability. It is our belief that trying to consolidate five companies into one would be virtually impossible. It’s one thing to merge two or possible three companies, but to try and make it happen with all five would probably result in the total destruction of the entire volunteer fire service within the township. That would be the primary con. However, we do wholeheartedly support a sharing of resources. As an example, we are currently rehabbing our 2000 Seagrave engine. During this rehab process, station 2 has lent us engine engine 2-1. Considering that some of the companies will be operating with a single engine in the future, it is our intention to make this truck available to them in the event that their engine becomes unavailable (i.e. repairs / maintenance).

Station 5 Response: We are in discussions with LaMott Fire Company to determine the pros, cons, and feasibility of merging.

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PA HR 148/SR 60 Recommendations for Cheltenham

Consolidation: The combination of two or more companies which results in the termination of all companies and the creation of a new company with a new name. All assets and liabilities of the former company are transferred to the new company. Not recommended

Merger: The combination of two or more companies which results in all but one relinquishing its name. All assets and liabilities of joining company are transferred to the surviving company. Not recommended

Association: Agreement of two or more companies to combine and administer similar activities through an umbrella organization. This does not normally involve transfers or combination of assets, as most costs of operations or programs are shared. In some instances, associations may be a prelude to a merger or consolidation. Recommended

Regionalization: Although the term “regionalization” can and is used to generically refer to almost any type of regional partnership or joint venture, DCED uses the term in a specific sense in its Shared Municipal Services Program. As used by DCED, regionalization is the combination of specific assets of two or more organizations, groups, or municipality to accomplish specific objectives and tasks. Each participating company retains its identity. Not recommended

Recommendation; Cheltenham Twp. shall direct an Association of the Station 2 Lamott, Station 3 Elkins Park, and Station 5 Ogontz in a cooperative manner, with the ultimate goal of Station 2, Station 3, and Station 5 operating as a single entity to provide Fire Protection in the Center area of Cheltenham in accordance with Strategic Goal #5.3

Recommendation: All actions recommended above should be accomplished by codifying this action through adoption of appropriate ordinances and/or resolutions. Cheltenham Code Chapter 22 shall be amended accordingly.

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Listed below are successful mergers, consolidations and/or regional fire delivery services situated in the Commonwealth. These represent both Boroughs and Townships of the First and Second Class. *

o Morrisville Borough – Bucks County 2 fire companies

o Clearfield Borough – Clearfield County 4 fire companies

o Marcus Hook Borough – Montgomery County 2 fire companies

o Springettsbury Township and Spring Garden Township – York County 3 fire companies, 1 ambulance, 2 career divisions

o Huntingdon Borough – Huntingdon County 2 fire companies Note: This group has now consolidated with an additional 2 fire companies in 2 different townships.

* Data provided by the Pennsylvania Department of Community and Economic Development, Governor’s Center for Local Government Services.

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Fire Response Assignments

It is critical that the closest fire companies, regardless of internal fire district boundaries and/or any municipal boundaries are assigned and dispatched.

In order to ensure that this review is approached and handled in an objective manner, the Montgomery County Department of 911 Emergency Services should be contacted to see if that type of assistance is available. This should be codified in any Fire Services agreement between the Township and its Fire Service Provider.

Strategic Planning

Cheltenham Township and the CTFD should embark upon the task of implementing and where necessary updating, the 5 Year Strategic Plan 2014-2018. A Community Risk Analysis should also be conducted as per NFPA 1300 along with a Standards of Cover as per Strategic Goal #4.3

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These are additional items that are recommended as part of the Planning Process.

• Review the following: ❖ Pennsylvania Senate Resolution 60 report. ❖ Pennsylvania House Resolution 148 report.

• Review reports from the International Association of Fire Chiefs: ❖ Red Ribbon Report, "Lighting the Path of Evolution, Leading the Transition in Volunteer and Combination Fire Department." ❖ Blue Ribbon Report, "Preserving and Improving the Future of the Volunteer Fire Service." ❖ White Ribbon Report, “Keeping the lights on, and the trucks running and the volunteers responding”

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Fire Station Facilities:

Cheltenham Twp. Fire Station Locations

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Outstanding Mortgage None.

Other Bldg. Debt None.

Parking Lot Capacity 8

Apparatus Bay Capacity 5

Station Exhaust Yes STATION 1 210 West Glenside Avenue, Glenside, PA 19038 Sprinkler/Fire Alarm Yes Owner Glenside Fire Company Year Built/Renovations 1927/1990 Day Room Yes

Bunk Room No.

Locker Room/Showers No.

# of Restrooms 3

Kitchen Yes.

Administrative Office Yes.

Command Office Yes

Meeting/Training Room Yes.

Gym/Workout Space No.

SCBA Compressor Yes

Turnout Gear Storage Yes

Turnout Gear Washer/DryerYes.

Engineers Room Yes

Emergency Generator Yes

Storage Yes.

Wireless/Cable Yes

Social Hall No.

Total Square Footage 11,593

Annual Operating Costs 25,000

Cost per Sq Ft 2.15

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Outstanding Mortgage none

Other Bldg. Debt none

Parking Lot Capacity 18

Apparatus Bay Capacity 3

Station Exhaust Yes STATION 2 7600 Penrose Avenue, Elkins Park PA 19027 Sprinkler Fire Alarm Yes/No Bldg Owner LaMott Fire Company Year Built/Renovations 1950/2015/17 Day Room Yes Land Owner Twp. Bunk Room Yes

Locker Room/Showers N/Y

# of Restrooms 2

Kitchen Yes

Administrative Office Yes

Command Office Yes

Meeting/Training Room Yes

Gym/Workout Space No

SCBA Compressor Yes

Turnout Gear Storage Yes

Turnout Gear Washer/Dryer No

Engineers Room Yes

Emergency Generator Yes

Storage Yes

Wireless/Cable Yes

Social Hall No

Total Square Footage 1910

Annual Operating Costs 44,263.07

Cost per Sq Ft 23.157

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Station 3- NO RESPONSE

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Outstanding Mortgage 142,202

Other Bldg. Debt 0

Parking Lot Capacity 24

Apparatus Bay Capacity 4

Station Exhaust Yes

Sprinkler Fire Alarm Yes/Yes

Day Room Yes STATION 4 413 Ryers Ave. Cheltenham, PA 19012 Bunk Room Yes 2 Owner Cheltenham H & L Co. Year Built/Renovations1925/1996/2012 Locker Room/Showers Yes 2

# of Restrooms 3

Kitchen Yes

Administrative Office Yes 2

Command Office Yes

Meeting/Training Room Yes

Gym/Workout Space Yes

SCBA Compressor Yes

Turnout Gear Storage Yes

Turnout Gear Washer/Dryer Yes

Engineers Room Yes

Emergency Generator Yes

Storage Yes

Wireless/Cable Yes

Social Hall Yes

Total Square Footage 7619

Annual Operating Costs 18000

Cost per Sq Ft 2.36

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Outstanding Mortgage None

Other Bldg. Debt None

Parking Lot Capacity 50

Apparatus Bay Capacity 4

Day Room Yes

Bunk Room No

STATION 5 Showers 1 8215 Elkins Park, PA 19027 Bldg. Owner Ogontz Fire Co. # of Restrooms 2 Year Built 1980 Land Owner Twp Kitchen Yes

Administrative Office Yes

Command Office Yes

Meeting/Training Room Yes

Gym/Workout Space No

SCBA Compressor Yes

Turnout Gear Storage Yes

Turnout Gear Washer/Dryer No

Engineers Room Yes

Emergency Generator Yes

Storage Yes

Wireless/Cable Yes

Social Hall Yes

Total Square Footage 8269

Annual Operating Costs $178,000.00

Cost per Sq Ft 21.5

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Fire Station Details

In person observations of the five stations serving the Township is that they generally appear to be well-maintained considering the ages of specific facilities. In addition to the station visits, each company was given a Faculty Questionnaire to fill out. 4 out of the 5 companies participated in this. Although Station 3 did not reply about station details, the visit to the Station revealed that it is a tight fit for modern fire apparatus and was designed originally for apparatus of previous eras, and although well maintained, does not have contemporary amenities needed in a 21st Century Fire Station.

Four of the five fire stations serving Cheltenham Township are between 40-90 years old and have been renovated multiple times. The exception is the newly built Station 5. Several of the stations have acceptable sleeping facilities to allow the departments to utilize “duty crews” during overnight hours. The usage of the duty crew concept allows for volunteers to improve turnout times and total response times as the initial response crews are located at the station when the call for service is dispatched.

The location of the fire stations reveals that there are three stations that protect the center area of the township, and two that protect the Northern and Southern areas of the township. Three Fire Companies protect the center, those being Station 2, 3 and 5, it should be noted that the 3 Stations are currently responding to a majority of calls together, and Chief 5, is serving as Fire Chief for both Station 2 and Station 5. This calls into question the need to continue to operate 3 separate fire stations given this and other observations made throughout the report.

Recommendation: Consider consolidation of the operations of Station 2 and Station 5 into a single location, with the ultimate goal of also housing Station 3. Since the Township owns the land at both Station 2 and Station 5, either location is sufficient to achieve consolidation. The Location of Station 2 offers the best response coverage. It is recommended that Station 2 become the location for Fire Operations in the Central area of Cheltenham

Recommendation: Make any renovations/upgrades to accommodate the consolidation of the companies to this location.

The Township and the Fire Companies should make sure that any renovations to accommodate this recommended design includes the desired components based upon NFPA 1500; the Standard on Fire Department Occupational Safety, Health, and Wellness Program and it impacts fire station design in cancer prevention, firefighter fitness and creating spaces where firefighters can unwind from the stresses of the job.

In addition, NFPA 185, the Standard on Selection, Care, and Maintenance of Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting should be referenced in the planning and design.

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Staffing & Response Times

Staffing:

Volunteers Fire Fighters: respond from their homes and/or places of employment after receiving notification via dispatch from the Montgomery County 911 Center.

Membership Station 1:

• Crew Member- Varies but usually between 28-33 • Board of Director- Approx. 35

Membership Station 2: • Firefighters - 12 • Probationary Firefighters - 2 • Administrative - 3 Membership Station 3:

• NO RESPONSE

Membership Station 4: • Active Firefighters - 45 • Limited Active Firefighters - 5 • Administrative - 26

Membership Station 5: • Crew Members: 16 • Active Crew Members: 9 • Company (non-crew) members: 12

CTFD Administrative Policy 100.002 defines the criteria for Active Firefighter.

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In order to have a full understanding of Fire Dept. staffing, it is imperative to understand the number of actual Firefighters in Cheltenham. Analysis of the above indicates differing classifications used to define members of the individual companies in contrast with the above policy.

Recommendation: Cheltenham should ensure that the number of Active Firefighters within each individual fire company are defined and reported semi-annually to the Twp. as per Administrative Policy 100.002. Cheltenham Township Municipal Fire Protection Analysis Page 94

Response Staffing

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The National Fire Protection Association (NFPA) Standard 1720: Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, And Special Operations to the Public by Volunteer Fire Departments, is the Nationally Recognized Standard for evaluation of Staffing and Response Times for Volunteers.

Cheltenham has 9.0 Square Miles and a population of 36, 793 for a population density of 4,088/ Sq. Mile that places it in the Urban Zone

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Response Times

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An evaluation of the data presented above ostensibly shows compliance under the threshold established by NFPA 1720 for response time, but it should be noted with an average response of 11 within Cheltenham, the Fire Dept. is not meeting the staffing threshold of 15.

Career Staffing:

Cheltenham Twp. does not employ any Municipal Firefighters. The 4 Companies that participated in the request for data do not individually employ any Drivers/Housemen. There is anecdotal evidence that Station 3 employs two Drivers/Housemen, but they did not provide any data about their membership.

Cheltenham will have to take a realistic view of the use of daytime career staffing between the critical hours of 6 AM to 6PM. The evaluation of NFPA 1720 illustrates that the minimum staffing is not currently being met. The Twp. and the CTFD should evaluate this against the benchmark of NFPA 1720 and in the context of CTFD Strategic Goal #4 and plan accordingly.

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NFPA 1720 9 Minute Drivetime Benchmark

Station 1

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Station 2

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Station 3

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Station 4

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Station 5

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Township

The criteria used in developing the maps was a 9 Minute Drive time from each station. When reviewing these maps, be mindful that the drive time areas extend well into other Montgomery County municipality and the City of Philadelphia. An evaluation of these maps shows that Station 2 covers the most area within Cheltenham using the NFPA 1720 9 Minute criteria.

Recommendation: Cheltenham should establish Fire response and staffing benchmark performance objectives as per NFPA 1720 for the Urban area.

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Apparatus:

This effort attempted to gather factual information about the CTFD Fleet. 3 out of the 5 Fire Companies responded. It is not possible to conduct a township wide fleet assessment when 40% of the fleet cannot be evaluated.

Station 2 – No Response

Station 3 – No Response

Recommendation: The Township should require all 5 Fire Companies to participate in an Apparatus Study, which can be an addendum to this work, or a separate, stand-alone body of work by the DCED, in accordance with Strategic Goal#5.1

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Conclusion The Cheltenham Fire Companies are community assets. The Township sees the intrinsic value of the services they provide. The analysis, conclusions and recommendations contained in this report, offers the Cheltenham Community an opportunity to build upon the legacy of the fire protection, while striving to improve it for the future.

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