FY-2013/2014Service Reduction and Fire

Station Closure Plan

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Global recession The District’s revenue is primarily based

on property tax assessments which have decreased significantly since 2008

The District does not have a diverse revenue stream

Personnel costs account for 89% of budget Health care costs increased Pension contributions increased due to

market losses, de-pooling, and continue to rise due to assumption rate reductions

RDA “dissolution” has reduced revenue. Measure Q failed to achieve “super

majority”2

Concessions by all personnel - (10% salary reduction, lower starting salaries, increased health care and pension contributions)

Non-operational positions held vacant Eliminated positions and laid off employees Controlled non-minimum staffing overtime Deferred capital (fleet and facilities) purchases Reduced operating costs and discretionary spending Leveraged grants for staffing and equipment Utilized $25M in reserve funds to maintain service De-staffed six operational units since January 2011 Structural Reform – pensions, terminal leave, OPEB

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Goal: Travel time of 5 minutes 90 % of the time (General Plan).

NFPA recommends a response time of 6 minutes 90% of the time

NFPA requires an adequate firefighting force (16-personnel) on-scene within 10 minutes

Current response time with 24 companies is 7:22 minutes. 90 percentile time is 10:07 minutes (Q1 – 2013)

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Close a fire station in July (5th station) and an additional station in January

Conduct community meetings in the effected areas

Savings – Approximately $3.3M Impact – Reduced service delivery and

public safety Alter operational strategies and tactics to

adjust to reduced resources Continue to monitor response times, impact,

and service delivery options6

Leverage automatic/mutual aid, and private sector partners

Work to develop and implement an EMS-only (paramedic and EMT or 2- EMTs) unit in some or all of the affected stations during peak call volume time periods of 8 A.M. to 8 P.M.

Limit the response to some non-life threatening emergencies and public service calls

Enhanced use of dynamic resource deployment, e.g. posting

Utilize software to evaluate optimal fire station locations and response configurations

Reengineer training, apparatus maintenance, support functions

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Community threat/risk Call volume Ability of adjoining fire stations to

“absorb” the call volume and work load Proximity of adjoining automatic and

mutual aid fire stations Transportation corridors Impact on response times for the entire

District

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Fire Station #87 – 800 W. Lealand Road, Pittsburg

Fire Station #? –

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Fire Station

Response Time Open

Response Time Closed

Difference in Response Time

Incidents 11/1/11 – 10/31/12

4 (Walnut Creek)

11 (Clayton)

12 (Martinez)

16 (Lafayette)

99%

83%

71%

58%

62%

42%

49%

8%

-37%

-41%

-21%

-50%

598

908

1,043

680

87 (Pittsburg)

66% 44% -22% 1,388

*Based on 6-minute response time

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Fire Station Alternate Station

Response Time

Distance

FS-86 5:00 minutes 2.4 miles

FS-84 6:00 minutes 2.9 miles

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• FIRST ENGINE DISPATCH TO ON SCENE <= 6:00 : 47%. AVG. 5:23.

• ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING

•FIRST ENGINE DISPATCH TO ON SCENE <= 6:00 : 14%. AVG. 6:42.

• ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING

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24 - Stations in Optimal Locations Based on Historical Incident Data

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• FIRST ENGINE DISPATCH TO ON-SCENE <= 6:00 : 68.89%. AVG. 5:28

• ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING

• FIRST ENGINE DISPATCH TO ON-SCENE <= 6:00 : 68.5%. AVG. 5:29.

• ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING

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Sharply declining property tax revenue and increasing costs have created a “fiscal crisis” for the Contra Costa County Fire Protection District

Cost-cutting efforts have been implemented and reserve funds are exhausted; however, additional savings are necessary

Eight (8) units and six (6) fire stations are scheduled to be de-staffed by January 2014

Additional fire stations will need to be closed in FY-14/15 unless revenue is enhanced

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