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
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
12
• 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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