Memo Sheet
To:
Kerry Gregory, Region 1 Fire Region Manager
CC:
Vaughan Mackereth, Assistant Area Manager Waitemata
From:
Denis O’Donoghue, Area Manager Waitemata
Action: Kerry Gregory, Region 1 Fire Region Manager
Date:
19th July 2018
Subject:
Operational Requirement: Manly Fire Station Operational Capability
Reference:
A.
Memo: Region 1 Station Infrastructure Review 2015-16 dated 24 May 2016
B.
Fire and Emergency Standard – Risk Management issued 1 July 2017
C.
Fire and Emergency Tool - Risk Calculation Tables issued 1 July 2017
Aim
1.
This memo outlines the issues arising from urban growth occurring within the Whangaparaoa
Peninsula, Waitemata Fire Area and proposes to change the response model at Manly Fire Station
to a 5-day Career Yellow watch with a Volunteer component in order to maintain an effective level
of Fire and Emergency NZ (FENZ) operational capability in that locality.
Executive Summary
2.
In 2015/16, Region 1 reviewed 100% of its urban fire stations and created an evidence-based
assessment of their suitability in terms of location, functionality and resourcing. The key findings of
the report at Ref A, highlighted that the current site of Manly Fire Station was appropriate and
therefore the station would remain in that location. However, the review also highlighted that the
resourcing models at Silverdale and Manly were under review due to increased operational day time
pressures, especially to the Whangaparaoa Peninsula and that should a staffing change occur in the
future it would require changes to the Station design.
under the Official Information Act 1982
3.
The workload of Manly volunteers has reached a tipping point which is no longer sustainable
during working week days. In the last four years the call rate has almost doubled going from 375 to
now over 719 calls per year with the majority of the increase coming from Medical calls (refer table
at point 15). In late 2015 The Area Manager approved an interim request (See point 21) from the
brigade for an increase in establishment, a brigade funded medical response/incident support vehicle
and no backup calls to Silverdale during working hours. At the same time communication was
entered into with St John Ambulance which resulted in this year an additional ambulance on the
Whangaparaoa peninsula during working hours Mon-Fri. Unfortunately, this has resulted in very little
Released
change to Manly’s incident call rate.
4.
Even though the brigade was able to increase establishment there has been a steady churn
(See point 20) and over the last three years the brigade has been unable to respond to 59 calls
during working hours Mon-Fri, due either to no driver or insufficient crew. (See Annex A)
5.
The Auckland Council estimate that the population of the Hibiscus Coast 49,000 wil grow by
42% by 2031 (Hibiscus and Bays Local board needs assessment 2017). The Hibiscus Coast consists
of Manly and Silverdale FRA. Additionally, Government recently announced that the ‘Penlink’
1
corridor (Annex D) is now a priority which will increase accessibility to the central peninsula (Manly
FRA) thus increasing the attractiveness of the location for development.
6.
A Review of all of Area 3 Station Infrastructure (Ref A 2016) identified that Manly was in the
correct location with the ability of FENZ to deliver a full operational capability to the Whangaparaoa
Community within the Service Delivery Guidelines that FENZ require but now has determined that
the current capability structure poses increased risks to effective service delivery moving forward;
therefore, this paper poses four options:
a.
Option 1: Do Nothing.
b.
Option 2: Yellow Watch (Mon-Fri 07:00-17:30) with phased building alterations.
i.
Option 2A: with minor building alteration (short term).
ii.
Option 2B: with building redevelopment for Yellow Watch staff (long term solution).
c.
Option 3: Seven Day Yellow Watch (7 days 07:00-17:30)
d.
Option 4: 24/7 Composite Career Staff Plus Volunteers
7.
The analysis of the four options is descry bed at point 42 however on balancing costs, benefits
and risk it is recommended that Option 2B Yellow Watch (Mon-Fri 07:00-17:30) extensive building
redevelopment for Yellow Watch staff (Medium to long term solution). This is the ideal solution as it
allows a much more station friendly environment and a station that is fit for purpose working spaces
for the Yellow Watch composite staf ing model (the cost of the redevelopment could be funded by
the sale of the land behind the station making it a cost neutral build). This solution offers savings in
capital costs whilst considerable investment is focussed on the Christchurch rebuild. Once the station
is redeveloped this solution would offer a fully functioning fire station fit to accommodate both Career
and Volunteer personnel and the ability to house the current Volunteer Medical Response / Incident
Support vehicle (that is currently in a fenced open roof enclosure in the carpark).
8.
Furthermore, the introduction of a career yellow watch wil in addition to assisting the
volunteers in their current workload also enable a reduction in response times i.e. alert to K1 90
seconds (The current performance is 5 minutes). Because of the current irregular and therefore
unreliable response from the daytime Volunteers at either Silverdale or Manly (ICAD ‘must backup”
stations), backup from the career stations of Albany or East Coast Bays wil be reduced. Time from
Albany to Manly Station is typically about 30 minutes (31km) and 44 minutes at normal traffic,
indicating that any response from Albany wil require a minimum of 1 hour 19 minutes’ travel time to
get back to their own FRA. Furthermore, there wil be additional risk reduction activities that can be
carried out in the area that arguably currently misses out simply due to the distance from the nearest
career station at Silverdale.
9.
This will also assist the Silverdale yellow watch responses particularly around the ability to
select better tactical options and risk assessment required when waiting for additional appliances. It
under the Official Information Act 1982
will also reduce Silverdale Volunteers calls as they have been providing backup to the Manly area
(Manly 911 being a must backup appliance see point 25)
Background
Released
10. This memo outlines the increased work load of the Manly Volunteers has progressively
increased over recent years to a point now that is not sustainable in their current form, therefore
alternative solutions to support them are required.
11. The Manly First Response Area (FRA) comprises the following characteristics:
a.
Urban Growth has seen the Manly First Response Area population grow to over 18,824
(2017).
b.
4x shopping centres - (Stanmore Bay, Whangaparaoa, Manly and Gulf Harbour).
2
c.
2x Colleges - (Whangaparaoa, a decile 9 school which serves Years 7 to 13 with a
current roll of 1476 Learners and Wentworth, a decile 10 private school which serves
Years 7 to 13 with a current roll of 204 learners).
d.
4x Primary Schools – (Stanmore Bay, which serves Years 0 to 6 and a current roll of 597
children, Whangaparaoa, which serves Years 0 to 6 and a current roll of 697 children,
Gulf Harbour, which serves Years 0 to 8 and a current roll of 457 children, Wentworth, a
private school which serves Years 0 to 6 and a current roll of 88 children).
e.
2x Light Industry areas – (Whangaparaoa and Gulf Harbour).
f.
1045 Marina berths, Regional Park, Defence training facility, two Retirement Villages (1x
51 unit and 1x 130 unit) and three Care Facilities (largest being a 43 bed facility) and still
more development in progress.
12. The geographical constraints of the Whangaparaoa Peninsular mean that traffic leaving the
peninsular has now surged to over 20,000 vehicles in the morning Mon-Fri forcing Auckland
Transport to introduce a Dynamic 2nd Lane in the morning and late afternoon.
Aerial view of Whangaparaoa Peninsula showing the location of Silverdale and Manly Fire Stations.
13. Manly is currently an auxiliary Volunteer Fire Brigade to Silverdale Volunteer Fire Brigade. It
under the Official Information Act 1982
was established on the 14th December 1964. The Area Manager along with Regional Manager are
currently considering whether to make it a stand-alone brigade. It has a membership of 25
Firefighters.
14. The station is situated at 960 Whangaparaoa Road on 3500m²of land and is a single bay
station (see Annex E certificate of title and Floor Plan) which was officially opened 21st February
1970 with a training room and 3x small offices, the carpark is a fenced off for secure parking for a
Released
Medical Response / Incident Support vehicle. Manly is a First Responder Brigade. This location is
elevated out of the tsunami risk zone and enables quick access to the suburbs of Whangaparaoa
Peninsula.
3
under the Official Information Act 1982
Manly Fire Station viewed from the road and aerial view.
Released
4
15. In 2017/18 Manly Brigade received 719 calls this is almost double what they were doing in
2014/15. Some of the increase has been in the medical responses which has more than doubled
from 238 to now 525 calls
Incidents Responded by Manly in the past 4 years
Incidents
2014/15 2015/16 2016/17 2017/18
Assist Public
6
7
19
10
False Alarms
51
58
65
68
Hazardous Emergencies
1
3
2
1
Heat/Pressure
2
1
2
Medical
238
294
342
525
Other Fires
19
18
20
22
Rescue
7
11
28
8
Special Service Calls
16
17
23
30
Structure Fires with damage
5
6
4
7
Structure Fires with no damage
9
4
6
3
Vegetation Fires
14
10
14
22
Vehicle Accident
7
6
12
23
Total
375
435
537
719
16.
Manly Non-Responses. In the last three years the brigade has been unable to respond to 82
calls due to either No Driver or insufficient crew, only 23 of these calls were outside the 06:00-
18:00hrs (See Annex A). The non-responses are unfortunately increasing each year
17. From the Non-Response Table (Annex A), you can see over the past 3yrs there has been a
steady shortfall in the day time capability of the brigade versus night time capability. There is a
number of reasons for this, the main one being that members are either unable to be released from
their place of employment or are travelling off the peninsula for employment.
18. A review of K1 reporting also identified an issue with Manly achieving a first appliance response
Alert to K1 within 5 minutes. In the last 12 months Manly was only able to manage that on average
60% of the time.
Silverdale Fire District Turnout Statistics – Percentage of Turnouts within Target (Station Alert to K1)
under the Official Information Act 1982
Released
5
19.
Increase in Medical Incidents. The increase in at endance at Medical Incidents as a result of
the MoU with St John Ambulance has also impacted on the capacity of the brigade for day time calls.
This can be clearly seen in the increase of calls: in 2014/15 the brigade attended 238 medical
incidents, whereas in comparison, by 2017/18 this had increased to 525 medical incidents. St John
Ambulance have tried to ease the burden and commissioned an additional ambulance for the
Hibiscus Coast taking the total to 3 ambulances. However, it is the time that an ambulance is out of
Area while transporting patients to/from a hospital that is the problem (34km away from Manly); The
Auckland traffic congestion and competing demands on St John Ambulance resources reduce
ambulance availability on Whangaparaoa Peninsula.
1982
20.
Brigade Churn. In 2015, the establishment of Manly Volunteer Fire Brigade was increased in
order to provide a greater pool of responders. The Brigade stepped up in 2015 to meet the increased
establishment, but as you can see below they have had a consistent churn, this is mostly to do with
Act
the high demand of medical calls. Despite the recruitment uptake the brigade is stil having problems
with turnout Mon-Fri during working hours.
FY
Opening Headcount
Leavers
New Hires
Closing Head Count
Churn
2015/16
20
5
7
22
23.8%
2016/17
22
5
5
22
22.7%
2017/18
22
2
12
32
7.4%
Information
Note: Brigade Churn is national y calculated using the following formula:
Total number of leavers divided by the average of (opening headcount plus closing headcount).
21.
2015 Interim Assistance.
Official
In 2015 the Silverdale CFO recognised assistance was required and requested a yellow watch at
Manly. Instead the Area Manager worked with the Brigade and approved alternative options to assist
them in meeting their struggling responses. These included:
the
a.
an increase in Establishment from 16 to 22 members.
b.
The purchase of a brigade funded Medical Response / Incident Support vehicle.
c.
Part of the Establishment to be Operational Support, but First Responder Qualified.
d.
No backup calls to Silverdale Area Mon-Fri working hours (North Shore Appliances to
under
pick up short fall).
e.
Requesting more support from St Johns Territorial Manager in the form of additional
ambulance.
22. The idea behind the brigade purchasing a medical response van was to assist in a reduced
crew turnout for First Responder Duties, i.e. only 2 firefighters required and No requirement for Class
2 licence.
Released
6
1982
Act
23. It is important to note the impact of Manly Brigade no longer responding as backup into
Silverdale First Response Area has also resulted in a delay in 2nd appliance response into Silverdale
from East Coast Bays and Albany.
Information
24. Manly Fire Station is supported by Silverdale Fire Station which comprises the following
characteristics:
a.
Silverdale is currently a 5-day yellow watch operating between the hours of 07:00-
17:30Hrs manning the Rescue Tender SILV907.
b.
The Silverdale Volunteer Brigade operate 24/7 operating two pumping appliances, a
Water Tanker and Operational Support. It has a membership of 36 Firefighters and 8
Official
Operational Support.
c.
Silverdale is situated at 147 Hibiscus Coast Highway, Red Beach which is 10km away
the
from Manly. This location is elevated out of the tsunami risk zone of Orewa enabling
quick access to the communities of Silverdale, Red Beach, Orewa, Mil water, Hadfields
Beach, Waiwera, Stil water, Wainui, Dairy Flat and Stanmore Bay as we back up to the
Whangaparaoa Peninsula (Manly response area).
d.
Last year 2017/18 Silverdale appliances responded to 1397 incidents up from 1069 in
under
2015/16 (Annex B) and of those 101 were to support Manly during 07:00 – 17:30 Hrs
Incidents Responded by Silverdale into Manly's FRA in the past 3 years (07:00 – 17:30Hrs)
Incidents
2015/16 2016/17
2017/18
Assist Public
3
2
7
Released
False Alarms
20
32
15
Hazardous Emergencies
2
3
2
Heat/Pressure
1
Medical
19
24
37
7
Other Fires
3
4
2
Rescue
4
7
4
Special Service Calls
6
11
13
Structure Fires with damage
3
3
Structure Fires with no damage
3
1
Vegetation Fires
2
6
Vehicle Accident
4
5
11
1982
Total
65
93
101
Act
25. The impact of Manly responses during week days also impacts on Silverdale Fire Station in
the form of increased work load not only for Yellow Watch but also for the Volunteers as exemplified
by the table below, note: (SILV901) is responded and crewed by Silverdale Volunteers
Responses by Call Signs from Silverdale into Manly in the past 3 years
Incidents
2015/16 2016/17 2017/18
Assist Public
0
1
1
Information
False Alarms
14
16
9
Hazardous Emergencies
2
0
1
Heat/Pressure
1
Medical
1
4
3
Other Fires
0
SILV901 Rescue
1
Official
Special Service Calls
3
2
2
Structure Fires with damage
3
3
Structure Fires with no damage
1
1
the
Vegetation Fires
1
Vehicle Accident
4
2
5
Assist Public
3
1
6
False Alarms
19
31
15
Hazardous Emergencies
2
3
2
under
Heat/Pressure
1
Medical
19
23
30
Other Fires
3
4
2
SILV907 Rescue
4
7
4
Special Service Calls
6
11
11
Structure Fires with damage
3
2
Structure Fires with no damage
3
1
Vegetation Fires
2
5
Released Vehicle Accident
4
5
9
Total
90
119
113
8
Current Problems
26. The current problems or challenges for the Hibiscus Coast / Whangaparaoa Peninsula are:
a.
Tactics currently being deployed at incidents often have to take into account the ‘two in
two out’ rule (Last Year 17 Structure Fires), which for an Officer at Silverdale can be
challenging as back up is often coming from the North Shore stations, typically Albany
or East Coast Bays. It can also hinder deployment of resources or put a strain on those
that are in attendance. North Shore Appliances responded into Manly FRA 23 times and
134 times into Silverdale FRA (Annex C)
b.
There is very lit le contingent capability for the Hibiscus Coast area from FENZ during
weekdays and a heavy reliance on the North Shore appliances. Silverdale and Manly
Area should be treated as a satellite town with a population of over 49,000 collectively
1982
and Auckland Council estimate the growth to be 33% more by 2031.
27. As a comparison to other Area’s see table below:
Act
Area
Population
Career Personnel
Total
on Shift
Personnel
Shift Pattern
Hibiscus Coast
49,131
4
4
Yellow Mon-Fri
(Silverdale + Manly)
Silverdale
30,307
4
4
Yellow Mon-Fri
Manly
18,824
0
0
Nil
Taupo
36,800
6
19
24/7
Gisborne
36,000
6
27
24/7
Wanganui
40,300
10
38
24/7
Nelson
46,000
10
36
24/7
Information
28. It is recognised that support is more readily available to support the Hibiscus Coast than in
other referred areas of New Zealand however the impact of the response is affected often due to
traffic delays and the supporting appliances also protect very large populations which increases
exposure.
Official
29. The geographic constraints of the Whangaparaoa Peninsular are such that it requires a close
operational relationship between Silverdale and Manly Fire Stations as their strategic locations
means they approach the incidents from opposite directions thus providing some mitigation to the
the
traffic congestion on the peninsula which is a factor of the limited number of main arterial roads.
30. The building footprint of Manly Fire Station (Annex E) is such that it will require additional work
to make it workable for both Career and Volunteer; an interim solution maybe to utilise a port-a-com
until funds are available to redevelop the site.
31. The rate of Medical Respons
under es is extremely high and requires the crews to be First
Responders. Talks with St John Ambulance has seen a 3rd ambulance commissioned at Silverdale
Mon-Fri, however, this seems to have had lit le impact. Our discussions with St John Ambulance
indicate a continued high reliance on FENZ first response brigades by the responding ambulance.
32. Withdrawal from 1st Responder has been considered and discussed with both the Brigade and
St John Territorial Managers, St Johns are unable to provide any further assistance and the brigade
feel that they would be letting their community down and lives potentially lost.
33. Response requirements within the Silverdale Response area during working hours Mon-Fri
Released
has often seen the North Shore appliances responding up to the Hibiscus Coast leaving large areas
of the North Shore uncovered (Refer Annex C: North Shore appliances turnout to Hibiscus Coast).
9
Other Considerations
34. There is stil ongoing urban growth of the Whangaparaoa Peninsula, Gulf Harbour,
Whangaparaoa, Stanmore bay areas and now the announcement from Government that the
‘Penlink’ corridor (Annex D) is now a priority will undoubtedly see urban development increase.
35. The urban growth of Hibiscus Coast and its surrounding areas is going to have an impact on
all FENZ resources. The proposed Dairy Flat land banking with a view to build a 24/7 station is stil
some time away although it has been recognised to deal with the growth to the South and South
West of Silverdale in the areas of Dairy Flat and Wainui. It will also add backup as a 3rd appliance
over the ‘Penlink’ corridor if completed into Manly but wil offer lit le resolution to the Manly initial
response First Alarm or the issue of increased demand. Therefore, the communities situated along
Whangaparaoa Peninsula wil experience a progressive reduction in FENZ operational capability
1982
unless a local solution specific to Manly is implemented.
36. The future of St John Ambulance service and their ability to service the public expectations is
an unknown factor as they are experiencing their own resourcing issues with this same locality.
Act
37. The Auckland Local of the NZPFU to date have not been consulted and may have concerns
to be worked through as in the past they have voiced an opinion of not supporting additional yellow
watches.
Organisational Risk Assessment
38. Clear guidance has been issued to the organisation in the Risk Management Standard at Ref
B, which states (key content underlined):
“Fire and Emergency has a conservative appetite for risk, due to the:
• nature of fire service operations is inherently risky and the safety of firefighters and the public is
Information
paramount.
• Board being accountable to the Minister and Parliament for making sure funding is used efficiently
and effectively. Al our actions are open to public and political scrutiny.
This conservative appetite for risk is consistent with the goals stated in the 2014-18 Statement of Intent
– to reduce the incidence and consequence of fire through the protection of people, property and the
environment; encourage fire safe behaviour and practice and create more resilient communities.
Official
39. Utilising the Risk Calculation Tables at Ref C, Option 1 Do nothing has been assessed to
ascertain its level of organisational risk both Nationally and Locally:
the
a.
Risk Level: 9 HIGH both Nationally and Locally. In accordance with Ref D, this memo
advises senior management of the risks, and specifies requested actions.
b.
Organisational Risk: Nationally MODERATE Locally HIGH.
i.
Employee: Risk of serious Injury by the lack of timely back up to first responding
appliances.
under
ii.
Operational capability: Moderate loss of operational capability. Moderate delay in
response. By not having an operational capability able to respond within a timely
manner, it means that any incident has more time to evolve and thus become more
complex increasing the risk to the public and responding firefighters.
iii.
Reputation: Adverse local and National media. Local Complaints increased OI’s.
iv.
Organisational performance: From a National perspective - Moderate impact on
organi
Released sational performance should the volunteer staffing model at Manly or
Silverdale collapse although FENZ reputation of supporting Volunteerism will be
damaged. From a Local perspective – Manly brigade was established 14/12/1964
with local people wanting to support Volunteerism, this hasn’t changed and if the
brigade collapses it wil have a major impact on the Whangaparaoa Community.
c.
Likelihood / Probability: POSSIBLE. Negative impacts are assessed as 30-70% chance
of occurring at least once every three years.
10
40. The very nature of having a conservative risk appetite goes whole-heartedly to the core of
being a responsible organisation whose actions can resolutely withstand any public/political scrutiny.
The ability of FENZ to provide adequate response in all environments with a spotlight on career
versus volunteer coverage when volunteers are doing over 600 calls per year. The urban growth of
the Hibiscus Coast and Whangaparaoa Peninsula are well documented as is the increasing
operational tempo of the existing Fire Stations in that locality. The issues are well known by our
personnel and by the wider community; and well within the organisations ability to correct through
financial investment. As a result of the strong PR promoting the benefits of forming FENZ, there is a
risk that should any adverse consequences occur, the organisation could be left vulnerable to
increased negative PR and political scrutiny from both local and national government.
Options
1982
41. On the balance of costs, benefits and risk the following options are presented:
a.
Option 1: Do Nothing. Manly is already working at a high tempo equivalent in
comparison to other 24/7 or yellow watch stations (St Heliers, Devonport, Titirangi) and
Act
the expanded operating area with increased incident rate would lead to a significant
shortfall in operational responses. Again, as the area grows so too will the number of
vehicles which causes continual traffic delays and delaying FENZ volunteers getting to
the station during peak times but also responses by backup appliances. Furthermore,
the anticipated increase in incident rates would exceed the capacity of the local
volunteers posing an increased risk of collapse of the Volunteer Brigade.
b.
Option 2: Yellow Watch (Mon-Fri 07:00-17:30). This is the easiest of the options to
implement and allows for a short-term solution through a Minor Building alteration before
realising a longer-term solution that would require an extensive building redevelopment.
Information
i.
Option 2A: with minor building alteration (short term). The changes would require
either the opening of two rooms to accommodate a watch room for a crew of 4
and/or a port-a-com for the additional turnout and storage of career staff. This
would immediately ease the response requirements of the Volunteers during peak
call times. The risk is that without a port-a-com the station working areas are very
tight for a yellow watch crew and any volunteers which could lead to a rift between
Official
the two. A Yellow watch crew could immediately undertake Risk Reduction
activities providing an increased presence and improved community service. It is
worth noting that both a Station Keeper or 2 crew yellow watch have been
the
considered as the majority of the increased workload is medical and there is a
dedicated response van. In the 80’s and 90’s Silverdale operated with a Station
Keeper before going to a full yellow watch. The main reason for dismissing this is
it wil not assist in supporting turnouts to all of the Hibiscus Coast area (i.e.
Silverdale FRA) where MAN911 could backup Silverdale again
under
ii.
Option 2B: extensive building redevelopment for Yellow Watch staf (Medium to
long term solution). This is the ideal solution as it allows a much more station
friendly environment and a station that is fit for purpose (the cost of the
redevelopment could be funded by the sale of the land behind the station). This
solution would allow the volunteers to provide backup 24/7 to the community even
though the yellow watch crew would do the bulk of the day calls.
c.
Option 3: Seven Day Yellow Watch. This solution would relieve Volunteer response
impost and decrease response times alert to K1 across all day time calls to 90 seconds.
Released
However, Volunteers do not have issues responding at weekends thus this solution could
result in challenges to volunteerism whereby the yellow watch staff would supersede
volunteer turnouts on weekends when they were available to respond.
d.
Option 5: 24/7 Composite Career staff plus Volunteers. This solution is looking towards
the future but would only be possible with a 2nd appliance and an enhanced building
extension. Right now, the Volunteers are not having an issue responding nights and
11
weekends with their established numbers. Should be a consideration if doing a rebuild
to allow for any failure in volunteerism.
42.
Preferred Option. On balancing costs, benefits and risk it is recommended that Option 2B
Yellow Watch (Mon-Fri 07:00-17:30) with building redevelopment be chosen. This solution offers
savings in capital costs whilst considerable investment is spent on the Christchurch rebuild. Utilising
the sale of the land behind the station would fund the project that being cost neutral, the station can
be redeveloped to offer a fully functioning fire station fit for purpose to accommodate both Career
and Volunteer and all appliances as current Volunteer Medical Response / Incident Support vehicle
is currently in a fenced open roof enclosure in the carpark.
43. Furthermore, the introduction of a career yellow watch wil :
1982
a.
Support Volunteerism through assisting the volunteers in their current workload;
b.
Support Community by enable a reduction in Alert to K1 response times (90 seconds
Act
versus the current 300 seconds);
c.
Support Community by enable additional risk reduction activities that can be carried out
in the area that are currently missed out simply due to the distance from the nearest
career station.
d.
Support Volunteerism by providing a full crew backup response into Silverdale which will
assist Silverdale responses particularly around the operational tactics available and risk
assessment required when waiting for additional appliances which can result in better
outcomes;
e.
Support Volunteerism by reducing impact on Silverdale Volunteers as they have been
Information
providing backup to the Manly area (MANL911 being a must backup appliance).
Request
44. The Fire Region Manager is requested to:
a.
NOTE the urban growth occurring to the north of Auckland;
Official
b.
NOTE the risks to operational capability at Manly, Silverdale and Whangaparaoa
Peninsula;
the
c.
ENDORSE the proposal to implement a Yellow Watch (Mon-Fri 07:00-17:30) at Manly
Fire Station with supporting phased building redevelopments to provide the required
infrastructure;
d.
SUPPORT this proposal to National Commander Urban for approval via SLT
under
Denis O’Donoghue
Area Manager
Waitemata Fire Area
Released
Annexes:
A. North Shore’s Appliance Turnouts to Hibiscus Coast.
B. Silverdale’s Appliance Turnouts.
C. NRRM Station Location Analysis.
D. Manly Station Certificate of Title and Floor Plan (when built).
12
Annex A to Memo
Titled Operational Requirement: Manly Fire Station Operational Capability
Dated 24 May 2018
Non-Response Statistics: Incidents not responded to by Manly Fire Station over the past 3 years
1982
Year: 2015/16
12AM - 6AM
6AM - 12PM
12PM - 6PM
6PM - 12AM
Annual
Incidents
Tota
Insufficient crew numbers
No Driver Total
Insufficient crew numbers
No Driver Total
Insufficient crew numbers
No Driver Total
Insufficient crew numbers
No Driver Tota
l
Averag
l
e
Vehicle Accident
Act
1
1
1
0.3
Assist Public
1
1
1
1
2
0.7
Medical
2
2
1
1
3
1.0
False Alarms
4
4
1
1
5
1.7
Total
6
6
4
4
1
1
11
3.7
Year: 2016/17
12AM - 6AM
6AM - 12PM
12PM - 6PM
6PM - 12AM
Annual
Incidents
Tota
Insufficient crew
No
Tota
Insufficient crew
No
Tota
Insufficient crew
No
Tota
Insufficient crew
No
Tota
l
Averag
l
e
numbers
Driver
l
numbers
Driver
l
numbers
Driver
l
numbers
Driver
Medical
1
1
3
3
3
3
7
2.3
False Alarms
10
10
4
4
14
4.7
Hazardous Emergencies
1
1
1
0.3
Information
Other Fires
1
1
1
1
2
0.7
Special Service Calls
2
2
2
2
4
1.3
Vehicle Accident
1
1
1
0.3
Structure Fires with damage
1
1
1
0.3
Total
1
1
18
18
11
11
30
10.0
Year: 2017/18
12AM - 6AM
6AM - 12PM
12PM - 6PM
6PM - 12AM
Annual
Incidents
Tota
Insufficient crew
No
l
Averag
Official
e
numbers
Driver
Total
Insufficient crew numbers
No Driver Total
Insufficient crew numbers
No Driver Total
Insufficient crew numbers
No Driver Tota
l
Assist Public
2
2
1
1
3
1.0
Medical
10
10
7
7
3
3
20
6.7
Special Service Calls
2
2
2
0.7
the
False Alarms
3
1
4
3
3
7
2.3
Rescue
1
1
1
1
2
0.7
Vehicle Accident
3
1
4
4
1.3
Hazardous Emergencies
1
1
1
0.3
Other Fires
1
1
1
0.3
Structure Fires with no
under
damage
1
1
1
0.3
Total
17
1
18
19
1
20
41
13.7
Only the following non-response reasons have been considered.
• No Officer
• No Driver
• Not Recorded
• Insufficient Crew.
Released
13
Annex B to Memo
Titled Operational Requirement: Manly Fire Station Operational Capability
Dated 24 May 2018
Silverdale’s Appliance Turnouts
Responses by Cal Signs from Silverdale in the past 3 years
Incidents
2015/16 2016/17 2017/18
Assist Public
11
24
27
False Alarms
152
187
182
Hazardous Emergencies
6
7
7
Heat/Pressure
9
9
4
1982
Medical
76
71
195
Other Fires
59
74
47
SILV901
Other Structure Fires
1
Rescue
27
43
7
Act
Special Service Calls
19
28
14
Structure Fires with damage
13
11
15
Structure Fires with no damage
15
10
11
Vegetation Fires
24
30
23
Vehicle Accident
34
39
84
Assist Public
1
False Alarms
4
3
3
Hazardous Emergencies
1
Medical
1
Other Fires
9
11
7
SILV9011
Information
Other Structure Fires
1
Structure Fires with damage
4
8
5
Structure Fires with no damage
2
Vegetation Fires
21
21
14
Vehicle Accident
1
1
Assist Public
14
12
43
False Alarms
143
187
172
Official
Hazardous Emergencies
13
10
11
Heat/Pressure
9
7
5
Medical
82
74
148
the Other Fires
41
49
32
SILV907
Other Structure Fires
1
Rescue
35
40
17
Special Service Calls
19
46
27
Structure Fires with damage
11
13
14
Structure Fires with no damage
13
7
13
under
Vegetation Fires
21
28
20
Vehicle Accident
50
71
113
Assist Public
3
9
7
False Alarms
3
3
3
Hazardous Emergencies
4
3
1
Heat/Pressure
1
1
Medical
24
7
14
Not Recorded
1
Released
Other Fires
2
6
5
SILVOSU1
Other Structure Fires
1
Rescue
11
19
8
Special Service Calls
19
18
5
Structure Fires with damage
10
12
11
Structure Fires with no damage
1
3
1
Vegetation Fires
5
5
4
Vehicle Accident
50
43
72
Total
1,069
1,253
1,397
14
Annex C to Memo
Titled Operational Requirement: Manly Fire Station Operational Capability
Dated 24 May 2018
North Shore Appliance Turnouts to Both Manly and Silverdale
Incidents Attended by at least one of the North Shore appliances (831,851,807,811,821)
Incident
Manly Volunteer Fire Brigade (Auxiliary)
Silverdale Station
ID
0600 -
1200 -
Other
1200 -
Other
Total
1200
1800
Times
Total
0600 -
1200
1800
Times
Total
2015/16
5
5
54
49
5
108
113
1982
2016/17
9
7
1
17
38
50
10
98
115
2017/18
6
9
2
17
52
59
10
121
138
Act
Incidents Attended by Individual Appliances
Incident ID
Manly Volunteer Fire Brigade (Auxiliary)
Silverdale Station
0600 -
1200 -
Other
1200 -
Other
Total
1200
1800
Times
Total
0600 -
1200
1800
Times
Total
ALBA851
1
1
16
8
2
26
27
EAST831
3
3
39
43
3
85
88
TAKA807
2015/16
1
1
3
4
7
8
BIRK821
1
1
2
2
DEVO811
1
1
2
2
3
Total
6
6
58
58
6
122
128
Information
ALBA851
4
3
1
8
7
11
3
21
29
DEVO811
2
2
2
EAST831
4
4
2016/17
8
29
36
7
72
80
TAKA807
1
2
3
5
7
2
14
17
BIRK821
2
2
2
Total
9
9
1
19
43
56
12
111
130
Official
EAST831
2
6
8
24
26
6
56
64
TAKA807
2
3
5
10
8
5
23
28
ALBA851
3
4
2
9
24
27
the
2017/18
51
60
BIRK821
1
1
2
1
3
4
DEVO811
1
1
1
Total
7
14
2
23
61
62
11
134
157
Total
16
29
3
48
162
176
29
367
415
under
Released
15
Annex D to Memo
Titled Operational Requirement: Manly Fire Station Operational Capability
Dated 24 May 2018
NRRM Station Location Analysis
1982
Act
Information
Official
the
under
Released
16
Annex E to Memo
Titled Operational Requirement: Manly Fire Station Operational Capability
Dated 24 May 2018
Manly Station Certificate of Title and Floor Plan (when built)
1982
Act
Information
Official
the
under
Released
17
1982
Act
Information
Official
the
under
Released
