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AGENDA
Acceptance of May 17 minutes Summary of the GFD Task Force Activities – Todd Final Reports from sub-committees
Non – viable Options Full Time Department – Dave Edmundson Joint Police & Fire departments – No report Joint Fire Department – Ron Gieleghem
Viable Options Enhanced Department – Ron Gieleghem Volunteer Department – Cynthia Beischel Contract only – Mike Burnham Contract & Volunteer – Bob Gruber
Additional discussion and persons wishing to address the Task Force Adjournment
Purpose of the Meeting
Inform the public about the process and activities of the Fire Department Task Force
Outline the options considered by the Task Force
Secure feedback on the options from the public
Committee Objectives
Provide recommendations to the Village Council for their consideration for optimizing village fire protection
Task Force Membership
Jack Murray Betty Kooris Ken Sims Bob Gruber Ron Gieleghem Dave Edmundson Mike Burnham
Alec Brockmeier Cynthia Beischel Ann Rueve Matt Fruchey –
Police Chief Mike Honerlaw –
Village Solicitor Tom Todd – Mayor &
Chairman
Task Force Education
The Task Force visited local fire departments and were given presentations and tours by their Chiefs Woodlawn – Chief Mynatt Evendale – John Vail Sharonville – Dale Duermit Springdale – Dan Shroyer Wyoming – Bob Rielage Greenhills – Tony Spaeth
In addition, William Goldfeder, Deputy Chief of the Loveland – Symmes Township Department gave a presentation to the Task Force
Task Force Organization
The Task Force was organized into sub-committees to review and provide recommendations to the Task Force. Full-time – Dave Edmundson Cross-trained Police/Fire – Bob Gruber/Alec
Brockmeier/Ken Sims Joint Fire District – Ron Gieleghem/Betty Kooris Enhanced GFD – Ron Gieleghem Volunteer – Cynthia Beischel/Ann Rueve Contract – Mike Burnham/Jack Murray Contract/Volunteer – Bob Gruber/Alec
Brockmeier/Ken Sims
Full-Time Department
The sub-committee concluded that based on cost and facilities this option was untenable
The reasons are several - including Operating costs would be at least $450,000 per
year and require a 3 mil tax levy Capital costs including the rehabilitation of the
historic Town Hall while never pinned down would be daunting
A full-time department would be a departure from a long standing tradition of volunteer fire fighting
Full-Time Department
A couple of observations First – A good fire department requires good leadership. This
is true no matter what kind of department it is, but it is particularly important for a volunteer department
Secondly – Volunteer don’t work for money. What they work for is service and respect.
There seems to be wrong on both sides of the issue of respect – neither the leadership nor the support were up to grade
All involved have paid a price for their actions We must provide guidelines and standards for future
volunteers We must provide strong leadership for any department
Joint Fire District
The sub-committee does not recommend this option
The reason include The option is not politically achievable in the near
term Current southwestern Ohio JFD were formed when
2 or move adjoining communities each can not provide basic protection on their own. Glendale is surrounded by communities that have full time fire departments
The costs would be very expensive. Estimated cost to Glendale residents would require at least $650,000 or an additional 5 mil tax levy
Enhanced Department
This recommendation includes re-instating old GFD and enhancing its coverage.
The option was presented to the Task Force by the former Fire Fighters
First – we need to understand the baseline scope
Baseline Scope
Manpower Chief (1) – Part time (paid) Part Time Fire fighters (6) – Part time (paid)
2 on station 7:30 am to 3:30 pm Monday – Friday Volunteers (includes part time fire fighters when not on duty)
(10-15) – Paid only when on a run or training Equipment
2 Fire Trucks One is foam equipped – no other engine in the neighboring
communities has this capability 1 Rescue Truck
Hauls extra equipment Has air tank refill capability
Baseline Scope
Mutual Aid Agreements Automatic Mutual Aid
All structure related calls Woodlawn
Mutual Aid On request County Wide
Cost 2005 Appropriations - $155,000
$40,000 - General Operations $115,000 – Personnel
Capital Improvements $35,000 – average per year
Total costs - $190,000
Enhanced Department
Continue part time paid and volunteer paid on call Based on recommendations of neighboring Chiefs
minimum planned manning of would be 3 fire fighters Should consider 12 hour shifts to provide increased
coverage All part time fire fighters should be EMT certified – but
not required for volunteers Equipment would remain the same Mutual aid agreements would be negotiated by the
new Fire Chief – don’t expect change from past
Enhanced Department
Operating expenses should remain the same - $40,000
Capital improvements - $35,000 Personnel costs
3 people, 8 hour shift - $157,000 3 people, 12 hour shift - $202,000 Includes 10% pay increase to attract additional
personnel (consistent with Woodlawn pay scale) EMT enhancement
$5,000 to start growing to $3,000-5,000 per year
Volunteer Department
Reactivate the GFD as quickly as possible during the 6 months remaining on our contract with Woodlawn
Under the mentoring of Chief Rielage, a captain is to be chosen to provide initial GFD leadership. Over time the person most qualified to be the GFD Chief will emerge because of their experience and commitment to the volunteer philosophy. Chiefs Rielage and Spaeth should participate in the candidate selection process.
Develop and implement an aggressive recruiting program. Expect a total of 20-25 volunteers to comprise the GFD with our re-activated loyal fire fighters as the core.
Volunteer Department
Maintain a volunteer crew of 4 persons per shift available on or near the fire station during peak demand hours between 7 am – 9 pm
There should be sufficient volunteers available between 9 pm – 7 am.
During the first year GFD will add EMS first responder responsibilities and a medical director
Continue EMS contract with Springdale which as provided excellent assistance since 1991
Accrue $25,000 per year staring in 2007 for future equipment and apparatus expenditures
Volunteer Department
$125,000 was allotted in the 2006 budget. Subtracting $40,000 for the Woodlawn contract and $40,000 for operating expenditures leaves $45,000 personnel and training costs during the second half of 2006
An ongoing full year budget impact study has not been completed yet.
Benefits of continuing our tradition Fastest response time Optimal safety and security Lowest cost - $100,000 saved over actual 2005 costs Retains local control Restores community pride and unity Maintains historical autonomy and integrity
Contracted Services
This is a viable option to be considered The Village can contract for fire services equal to or better than
prior fire services at a significantly reduced cost. Cost approximately $40,000 per year Response time by both Woodlawn or Springdale in 2–4 minutes
Positives Lower cost Full-time coverage First response coverage - 24 hours a day - 7 days a week Improved response time when train is blocking tracks
Negatives Potential slight reduction in response time for certain areas Loss of Village fire department identity Perceived loss of control of fire department services
Contracted Services
Types of fire services Fire suppression Fire prevention and public education Fire cause determination and investigations Enforcement of regulations Assistance in reviewing building plans Building inspections Processing hazardous materials Search and rescue Extraction Medical Assistance responses Administrative functions and services Training and Education services Apparatus and equipment maintenance and repair services
Contract/Volunteer Department
Continue alliance with Woodlawn for fire protection and other services now being performed. Woodlawn would place a certified fireman at the Glendale fire
house Woodlawn provide EMT service now being provided
by Springdale. Woodlawn would keep an EMT vehicle with 2 paramedics
located at the Glendale fire station – 7 days a week from 7:00 am – 7:00 pm.
At other times the EMT vehicle would be dispatched from the Woodlawn fire house
The Woodlawn Fire Chief would serve as Glendale Fire Chief
Contract/Volunteer Department
Form a volunteer Fire Department in Glendale with former and future fire department personnel
These positions would not be compensated (Greenhills)
It would left to the discretion of the Fire Chief to select and retain any and all volunteer personnel
The cost of training would be Glendale’s. One option would be to send interested volunteers to Wyoming as they have offered free training and certification for potential Glendale volunteers
The cost for all uniforms and equipment would be the responsibility of Glendale.
Contract/Volunteer Department
The contract with Woodlawn would be for 5 years at a cost of $40,000 per year with a 3% increase annually on the anniversary of the original contract. This contract would be renewable for an additional 5 years.
Recommend accruing $25,000 per year for potential future equipment
Benefits Upon implementation, known fixed cost $60,000 savings from actual 2005 costs No new taxes An opportunity to move forward Proven experience leadership Paramedics and EMT vehicle in village
Summary
Full-Time DepartmentNot viable
Leadership – Cost $450K
Enhanced DepartmentViable
Leadership – Cost $290K
Cross Police & Fire Not viable
Difficult – Cost $ ??
Volunteer DepartmentViable
Leadership – Cost $ ??
Joint Fire DistrictNot viable
Politics – Cost $650K
ContractViable
Lowest cost $40,000
Contract/VolunteerViable
Cost $180K