HomeMy WebLinkAboutMINUTES - 08041998 - D11 A00%I/
TO: BOARD OF SUPERVISORS
CONTRA
FROM: PHIL BATCHELOR COUNTY ADMINISTRATOR { � � '•a COSTA
DATE: AUGUST 4, '1999 COUNTY
SUBJECT: REPORT FROM OAKLEYIKNIGHTSEN FIRE
REVIEW COMMITTEE
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. Consider adopting the recommendations of the Oakley/Knightsen Fire Review
Committee.
2. Acknowledge the comments of the Fire Chief regarding the subject report
(Attachment A).
3. Acknowledge the comments of the Fire Advisory Commission regarding the subject
report (Attachment B).
BACKGROUND:
On June 23, 1998 the Board of Supervisors referred the report of the Oakley/K.nightsen Fire
Review Committee to Supervisor Canciamilla, the County Fire Chief, the Fire Advisory
Commission and the County Administrator for review and comment.
CONTINUED ON ATTACHMENT; X YES SIGNATURE: 4-ir
RECOMMENDATION OF COUNTY ADMINISTRATOR—RECOMMENDATION OF BOARO COMMITTEE
—APPROVE —OTHER
SIGNATURES);
ACTION OF BOARD ON ALeJUP APPROVED AS RECOMMENDED_LZt3HM
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A
UNANIMOUS(ABSENT } TRUE AND CORRECT COPY OF AN
AYES: NOES: ACTION TAKEN AND ENTERED
ABSENT; ABSTAIN: ON MINUTES OF THE BOARD OF
SUPERVISORS ON THE DATE SHOWN.
ATTESTED !X Z
PHIL BATC ELOR,CLERK OF
THE BOARD OF SUPERVISORS
AND COUNTY ADMINISTRATOR
Contract: Ferry McGraw(335-9055)
cc: County Administrator
Contra Costa County Fire Protection District
Contra Costa County Pre Advisory Commission BY ` ��' ,DEPUTY
Local 12301"
Deport from Oakley/Knightsen Fire Review Committee
8/4/91
Page 2
The lengthy report of the Oakley/Knightsen Fire Review Committee was prepared by a
broad-based group comprised of representatives from the following organizations as well
as several non-affiliated community representatives:
Oakley Municipal Advisory Council
Knightsen Town Advisory Council
Contra Costa County Fire Protection District
Oakley Reserve Fire Administration
Oakley/Knightsen Firefighters Association
United Professional Firefighters;Local 1230
Oakley Incorporating
The report, developed after almost six months of biweekly meetings,reflecting the great
amount of effort and dedication of the Committee members concludes with the following
recommendations:
1. Detach the Oakley/Knightsen Reserve Division from the Contra Costa
County Fire Protection District.
2. Establish the Oakley/Knightsen Fire Protection District as a Dependent
Special District with the same boundaries as the original (pre-
consolidation) district.
3. Establish the Oakley/Knightsen Fire Advisory Committee.
4. Detach the portion of the Hotchkiss Tract area that was formerly (prior
to the 1994 consolidation) part of the Bethel Island Fire Protection
District from the Contra Costa County Fire Protection District and annex
said area to the Bethel Island Fire Protection District.
5. Establish a local Citizens Task Force to conduct periodic reviews (no
later than five years after reorganization) of fire service delivery and
make recommendations with respect to future service, in conjunction
with the Oakley/Knightsen Fire Advisory Commission.
Having reviewed the subject report and recommendations we are in general agreement with
the analysis of the fire service issues in the Oakley/Knightsen area and support the
recommendations of the Oakley/Knightsen Fire Service Committee regarding the
reorganization of the Oakley/Knightsen Reserve Division of the Contra Costa County Fire
Protection District,
ATTACHMENT A
Contra Costa County Fire Protection District
Fire C'Nef
SCE€`rr;;RICHTER July 23, 1998
TO: Board of Supervisors
I j I )&
FROM: Keith B. Richter, Fire Chief
&-4ti6.- )OF
SUBJECT: Review of Oakley/Knightsen Fire Committee Report
I have reviewed the report from the Oakley/Knightsen Fire Review Committee and
submit these comments for your consideration. In addition, I have spoken to a number
of the Committee members and firefighters from the Oakley Reserve Division on the
issues stated in the report.
Let me begin by saying that the staff of the Oakley Reserve Division are dedicated and
capable people who provide a vital service to their community. Although most of them
have other primary occupations, their commitment to the fire service is very evident.
The paid on-call model of service delivery has been in place for many years and seems
to meet the needs of the community.
The report, as presented, is thorough and well thought out. Clearly, the Committee has
identified strong community concerns regarding fire service delivery. The
recommendations made in the report have merit because they address these concerns
from a local perspective. It is clear that current revenues for fire protection are
inadequate for a full time paid fire department. However, one important point to
recognize from the report is that this is really a "local control" issue. Should the
community decide that they are in need of a different model for fire protection, a
separate dependent fire district could more easily facilitate that happening.
Finally, it is my opinion that there are efficiencies gained by the Oakley Reserve
Division being part of the Contra Costa County Fire Protection District. Revenues
generated from the Oakley/Knightsen communities are currently returned to the area to
provide fire protection. This basic premise should be maintained regardless of how the
program is administered and by whichever agency has authority. Political decisions
aside, the Contra Costa County Fire Protection District will continue to strive for a
quality service to the Oakley/Knightsen community and we will cooperate with any
changes that the Board of Supervisors directs.
cc: Phil Batchelor, County Administrator
u:KR.\oAK N€0.807\Ir
2010 GEARY ROAD - PLEASANY HILL, CALIFORNIA 84523-4684 - '$"'S;LEP3-lONE (925) 930-5500 - FAX 930-5592
4527, DEERFiELD DRIVE: ® ANTMCN, CALWORMA 94509 - TELEPHONE ONE (925) 757-1303 - FAX 754-8852
^, WF_S T COUNTY AREA, - `!"ELEP3fONE (540) 394^P�t�'�(3
.kms✓
ATTACHMENT 3
Contra Costa County Fire Protection District
ti
1
Fire Chief
€ EITH RICHTER July 13, 1998
Jim Rogers, Chair
Board of Supervisors
615 Pine Street
Martinez, CA 94553
Dear Supervisor Rogers and Members of the Board:
The Contra Costa County Advisory Fire Commission has met and reviewed the
report of the Oakley/Knightsen Fire Review Committee.
In the event the Oakley Reserve Division is separated from the Contra Costa
County Fire Protection District, the Advisory mire Commission regrets the loss of
this division. However, if the Board of Supervisors decides to retain the Oakley
Reserve Division in Contra Costa County Fire Protection District, we will support
the District's efforts to resolve any existing differences.
Sincerely,
E. B. Haynes, C air
Contra Costa County Advisory Fire Commission
cc: Keith Richter, Fire Chief
U:MLETTER2.8071ir
2010 GEARY ROAD - PLEASANY HILL, CALIFORNIA 94523-469+4 TELEPHONE (925) 930-5500 FAX 930-5592
4527 DEERMFLO DRIVE s ANTIOCH, 6.ALWORNIA 94509 o TELEPHONrL (925) 757-1303 4 FAX 754-8852
E] WEST COUNTY AREA o TELEPHONE (510) 374-7070
Contra
TO: BOARD OF SUPERVISORS ! iOStc
FROM: Supervisor Joe Canciamilla County
DATE: July 28, 1998
SUBJECT: APPROVE THE REPORT "RECOMMENDATIONS ON THE STATUS OF THE.
OAKLEY/KNIUHTSEN FIRE PROTECTION DISTRICT, AND ADOPT THE
RECOMMENDATIONS SUBMITTED BY THE OAKLEY/KNIGHTSEN FIRE REVIEW
COMMITTEE
SPECIFIC REQUEST(S)OR RECOMMENDATIONS)AND JUSTIFICATION
RECOMMENDATION:
1. Approve the report "Recommendations on the States of the Oakley/Knightsen Fire Protection
District" as submitted by the Oakley/Knightsen Fire Review Committee.
2. Adopt the recommendations contained in the report including:
a. Detachment of the Oakley Reserve Division from the Contra Costa County Fire
Protection District.
b. Restoration of the Oakley/Knightsen Fire Protection District to Dependent
Special District Status,
C. Restoration of the Oakley/Knightsen Fire Protection .District boundaries to its
original (pre-consolidation) boundaries. This will require the detachment of the
portion of the Hotchkiss Tract area which was transferred from the Bethel Island
Fire Protection District to the Contra Costa County Fire Protection District as part
of the 1994 consolidation effort. This area will be returned to the Bethel Island
Fire Protection District.
d. Pursuant to Section 13844 (Fire Protection Law of 1987, Health & Safety Code,
13800 et seq.) and in conjunction with Resolution 95/475 which outlines the
delegation of powers by the Board of Supervisors to Fire Advisory Commissions,
reestablish the Oakley/Knightsen Fire Advisory Commission. Authorize the
District V Supervisor to commence recruiting efforts to fill the Commission
positions.
CONTINUED ON ATTACHMENT: X YES SIGNATURE
RECOMMENDATION OF COUNTY ADMINISTRATOR RECO "DATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S)
ACTION OF BOARD ON p<�� '.<�• g APPROVED AS RECOMMENDED:
VOTE OF SUPERVISORS:
rte"
UNANIMOUS(ABSENT )
AYES: NOES:
I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY
OF AN ACTION TAKEN AND ENTERED ON THE MINUTES OF
ABSENT: ABSTAIN: THE BOARD OF SUPERVISORS ON THE DATE SHOWN.
cc: County Administrator's Office ATTESTED �
Chief Keith Richter,Contra Costa Fire
Chief Joe Tovar,Oakley Reserve Division PHIL BATCItR CLERK OF THE BOARD OF
Chief David Wahl,Bethel Island Fire SUP€RV,.St4RS AND COUNTY ADMINISTRATOR
United Professional Firefighters,Local 1230
Annamarla Perrella,Exec.Director o LAFCO '
Aaron Meadows,Chair-Oakley Municipal Adv, Council BY , , �',: F 2->
Seth Cockrell,Chair-Knightsen Town Adv.Council _6E UTY
Ken Graunstadt,Chair-Oakley/Kn€ghtsen Fire Reviews
Committee
w Jr rt�
Board Order:
Oakley/Knightsen Fire Protection District
July 28, 4998
Page Two
RECOMMENDATIONS (Continued):
(e) Additionally, once the Oakley Fire Advisory Commission has been re-established;
authorize the District V Supervisor to work with the Commission to establish a local Citizens
Task Force to conduct periodic reviews of fire service delivery in Oakley and Knightsen, and to
make recommendations with respect to future service.
3. Direct the County Administrator's Office to work with the District V Supervisor to prepare a
Resolution of Application to the Local Agency Formation Commission which will provide for
Items 2 (a), 2(b) and 2(c) above.
4. Set adoption by the Board of Supervisors of the Resolution of Application to LAFCO for
Tuesday, August 11, 1998,
REASON FOR RECOMMENDATION/BACKGROUND,
In late 1993 and early 1994, the Board of Supervisors took several actions related to the
provision of fire service delivery in Contra Costa County. One such action was the incorporation of
the Oakley Fire Protection District into the Contra Costa County Fire Protection District.
Prior to the consolidation, the Oakley Fire Advisory Commissioners were given only two
options: consolidating with either(a)the Fast Diablo Fire Protection District, or(b) the Contra Costa
County Fire Protection District. Given only these two options, the Commission supported the
consolidation. However, they did indicate that they preferred to remain a separate district. The
consolidation did not have the support of either the Oakley Municipal Advisory Council or the
Knightsen Town Advisory Council. The Contra Costa Fire Protection District Fire Advisory
Commission voted unanimously at that time to oppose the consolidation of the Oakley Fire District
into the larger Contra Costa District.
The District V Supervisor been contacted by numerous individuals regarding the status of the
Oakley Deserve Division since the consolidation took place. As authorized by the Board of
Supervisor, Supervisor Canclamilla appointed a Fire Review Committee to review the provision of fire
service to the Oakley and Knightsen areas. Following six months of meetings and review, the
Oakley/Knightsen Fire Review Committee presented their report to the Board of Supervisors on June
23, 1998.
The Committee acknowledges that as the Oakley/Knightsen area groves, "the system of fire
service delivery to this area will require 'thoughtful review and study in order to snake the changes
necessary to accommodate that growth." The Committee recognizes that the changes necessary
may include a combination paid on-call/full-time firefighter model, and/or the transition to a complete
full-time model.
However. the Committee has concluded that the 1994 consolidation did not achieve any
significant change or enhancement of fire service delivery to the Oakley/Knightsen area, that there
has been no economic benefit to the local community derived from the consolidation, and that the
consolidation has resulted in a severe degradation of the morale of the paid on-call firefighters within
the Oakley Reserve Division. Based on these issues, as well as other issues contained within the
report, the Oakley/Knightsen Fire Review Committee has concluded that the 1994 consolidation of
the Oakley Division Into the Contra Costa Fire Protection District was implemented prematurely and
without the approval of the local community.
The Commitee has recommended, however, that the potential for the Oakley Division to
either (a) consolidate with the East Diablo Fire Protection District, (b) consolidate with the Bethel
Island Fire Protection District, or(c) combine with both Fast Diablo and Bethel Island to form an
independent Far East County Fire District at some future date are issues that should be studied
further. Current inequities between each of the three districts preclude any of these actions at this
point in time.
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ATTACHMENT A-1 D.11
8-q_yg
Contra Costa County #
,dire Protection District
Fire Chief
KEITH RICHTER July 8, 1998
TO: Contra Costa County Board of Supervisors Finance Committee
FROM.- Keith B. Richter, Fire Chief 14b�a
SUBJECT: Response to the County Administrator's Management Audit
After reviewing and investigating the Management Audit of the Contra Costa County
Fire Protection District, I have prepared the following response to the recommendations
made:
Administrative Support
Recommendation#1. The Assistant Chief position was not filled and has been
eliminated.
Recommendation#2. The Administrative Services Officer is now reporting to the Chief
of Administrative Services.
Recommendation #3. l support a review by the Human Resources Department for the
job classifications of Administrative Services Officer and Chief of Administrative
Services.
Office Manggement and Clerical Support
Recommendation#4. While it is clear to me that both the current office managers are
very productive members of the staff, there may be options available to scale back to
one Office Manager. l am supportive of exploring any options in cooperation with the
Human Resources Department.
Recommendation#5. One Executive Secretary position has been eliminated.
Recommendation#B, l support the recommendation to have the Human Resources
Department conduct a classification study for the current Executive Secretary not
assigned to the Fire Chief.
Recommendation #7. l support the recommendation to freeze all currently vacant
clerical positions.
0 2010 GARY ROAD- PLEASANT HILL,CALIFORNIA 94823-4894 - TELEPHONE" (925) 8330-15500 - FAX 930-8592
452.7 DEERFIELD DRIVE - ANTIOCH,CALIFORNIA 94$09 - TELEPHONE:(928)757-13036 - FAX 784-8882
i__I WEST CouNTY AREA - TELEPHONE(810) 374-7070
ATTACHMENT A-1
I3.1 I
8-4-98
Recommendation #3. l support the recommendation to assess the Fire District's
clerical needs and to staff appropriately.
Fire Prevention Bureau
Recommendation#9. 1 support the recommendation to work with the human
Resources Department on a thorough analysis of the Fire Prevention Bureau and make
appropriate adjustments.
Equipment Maintenance
Recommendation #10. 1 support a review of the two Apparatus Management positions.
However, since one of the positions also does maintenance work, it is unlikely that the
position can be eliminated outright.
Recommendation##11. 1 support the recommendation to conduct a feasibility study for
outsourcing vehicle maintenance to the General Services Department.
Employee Performance Evaluations
Recommendation#12. 1 support the implementation of an annual performance
evaluation for all District employees.
Assigned Vehicles
Recommendation #13. The recommendation to discontinue take-home vehicle
assignments for the six positions has been implemented.
Recommendation#14. 1 support a vehicle assignment policy which allows only those
positions regularly subject to emergency call-out to drive a District vehicle home.
Recommendation#15. 1 support an annual review of vehicle assignments to be
conducted by the Office of the Fire Chief.
Recommendation#16. 1 support a Fire Chiefs review of all light duty vehicles and
appropriate reductions in fleet size.
Purchasing Practices
Recommendation #17. Equipment purchases are prioritized during the budget
preparation process and adjusted as needed by Program Managers and Administrative
Staff. Final purchasing approval rests with the Fire Chief.
ATTACRM"NT A--1 ID.11
8-4-98
Recommendation #18. 1 support limiting authority for the Fire Chief to approve all
major expenditures and have implemented this policy.
Internal Communications
Recommendation#19. 1 support this recommendation and have taken steps to improve
internal communications throughout the organization.
Internal Committees
Recommendation#20. While I am supportive of broad-based participation in providing
input to management, 1 have not found the committee system that has been in use to
be cost effective. I support a review and revision to improve on the system.
Recommendation#21. 1 support voluntary participation to the extent allowable by the
Fair Lahr Standards Act. Overtime for committee work should be kept to a minimum.
Firefighter {overtime
Recommendation#22. 1 support a change in the existing MOU that would allow for a
larger relief pool to replace absent firefighters. This would help to reduce operating
costs by minimizing overtime.
Automation Capability
Recommendation#23. Computer support is extremely weak within the Fire District. A
needs assessment is currently being performed and a development plan prepared.
Upgrades to this technology will allow for increased efl•iciency.
Training_Programs
Recommendation#24. All training programs will be reviewed and approved through
the Office of the Fire Chief.
Recommendation##25, Pending a policy decision by the Board of Supervisors
concerning the need for a paramedic program within the Fire District, it is difficult to
comment on this recommendation. I am in favor of a combination system of public and
private ALS providers. But, the current revenue for the program is being collected by
the private provider. I support the development of a new system model for Emergency
Medical Services within Contra Costa County. This should encompass the call-taking
and dispatch functions, first responders, transportation, and patient outcome tracking.
Key stakeholders in the system should all be involved in the design and implementation
process.
ATTACHMENT A— b
Breathing Support Unit
Recommendation#26. While it is certainly feasible to staff the Breathing Support Unit
with non-safety personnel, there would be a reduction in service due to delayed
response to emergency scenes and one less firefighter available on the incident.
U:KR\MGTAUD#T.807*
F3.11
ATTACHMENT A -- 2 8-4-98
Contra Costa County Fire Protection District
Fire Chief
KEITH RICHTER July 8, 1598
TO: Contra este County Board of Supervisors Finance Committee
FROM: Keith B. Richter, Fire Chief
1&-2ta&*
SUBJECT: Response to The Davis Company's Evaluation of Fire Services
and Financing for Contra Costa County
Recommendations Revise worts assignment practices to strictly limit
unscheduled overtime.
I agree with the recommendation to curtail unscheduled overtime to the extent possible.
Low staffing levels are currently causing most of the overtime expense. This will be
relieved when additional firefighters are trained. Other nonemergency overtime is also
being addressed.
Recommendation: Renegotiate key provisions of the Local 1230 bargaining
agreement, related to FLEA and holiday pay calculations, and minimum staffing
standards.
I am supportive of this recommendation.
Recommendation: Create a new fire fighter trainee and/or an itinerant fire
fighter classification. Use this ciassification and/car reserve fire fighters as
needed to meet the District's staffing requirements.
I would see this recommendation as an option only if the position could be used as a
stepping stone to filling full-tithe vacancies. The high cost of training and continuing
education for firefighters makes part-time employment difficult to maintain. Affirmative
Action and recruitment considerations would need to be explored in cooperation with
the Human resources Department.
0 2010 GEARY ROAD + PLEASANT HILL, CALIFORNIA 94523-4894 • TELEPHONZ (925)830-5500 • FAX 93O-51392
Q 4527 DEERFIEL.D DRIVE • ANTIOCH,CALIFORNIA 94809 • TELIaPHONE (925)7$7-1303 • FAX 754-8852
El WEI$T COUNTY AREA • TELEPHONE (810) 374-7070
ATTACHMENT A-2 X3.11
8-4-98
Recommendation: Wages represent 8510 of the District's operating budget.
Strive first to balance the District's budget by implementing the
recommendations for operating cost reductions, compensation policy changes,
and new revenue proposals that are contained herein. If significant cost
reductions and revenue options cannot be achieved, then strong consideration
should be given to deferring wage adjustments in the future.
The District is implementing the recommendations for operating cost reductions and
exploring passible sources of additional revenue.
Recommendation: Immediately begin the process of negotiating a new labor
agreement with the Local 1230 (the current agreement expires on 12131198).
Direct the District's labor relations staff to develop specific proposals related to
compensation and minimum staffing and to share these proposals with Local
1230 In preparation for bargaining.
Management proposals for negotiating a revised MOU with Local 1230 are being
assembled. I support an accelerated process to begin negotiations as soon as
possible.
Recommendation: Require completion of basic paramedic training as a
prerequisite, If the Board of Supervisors decides to continue providing advanced
life support emergency medical services with paramedics.
This recommendation is a sound business practice provided that the ALS services are
continued to be offered by the Fire District. A long-term EMS system model should be
developed and implemented. Sustainable funding should be a key consideration for
the model selected.
Recommendation: Increase focused recruitment of minorities and females as
needed to achieve the department's diversity goals. Use the proposed new
Itinerant employee, or trainee firefighter work classification as needed to achieve
this objective.
I support the continued focused recruitment of minorities and females. Again, an
itinerant firefighter classification would need to be structured to allow for transition into
a full-time firefighter position.
2
ATTACHMENT. Awl D.11
8-4.98
Recommendation: The District should explore outsourcing of its vehicle
maintenance functions, possibly through contracts with other public agencies.
Outsourcing should not just transfer the maintenance responsibility, it should
reduce cosh
Preventive maintenance for light-duty vehicles has been outsourced for many years.
Other needs, such as body repair and engine work on heavy equipment, has also been
outsourced for economy. The District will continue to explore outsourcing vehicle
maintenance in areas that casts can be reduced.
Recommendation: Renegotiate minimum staffing requirements with [AFF, Local
1230. Modify the present policy to give management greater flexibility to assign
• staff where needed most on a daily basis to meet all of the District's fire
protection mission.
I support a change in the MOU to eliminate restriction on the number of relief
firefighters. By maintaining adequate relief staff on each shift, the need for
unscheduled overtime is minimized.
Recommendation: Restructure training and operations support work so that
most all of It occurs during normal duty time, not on overtime.
I agree that training and operational support should be done during normal duty hours
to the extent possible. Some overtime is made necessary due to training needs in
specialty areas that are not available from on duty instructors.
Recommendation: Limit overtime to that which is essential to meet a revised
minimum staffing policy.
I support this recommendation.
Recommendation: Deploy trainee fire fighters and reserves as needed to meet
the DistrieVs staffing requirements.
Trainee firefighters could be a viable option if hiring policies were adjusted to allow
intake of trainee firefighters to fill vacant full-time positions.
Recommendation; Under utilized units at two station should be re-deployed to
meet expansion needs In other areas, or staffing should be reduced to 5 Instead
of 8 fire fighters through shared unit staffing.
The second companies at Stations 10 and 84 could be redeployed to staff new stations
in growth areas. l do not support the recommendation to reduce staffing to less than
three persons per company.
3
ATTACHMENT A-2 X3.11
8-4-98
Recommendation: The County should be in the emergency medical care
business onl if a responsible long term financing strategy can be put in place to
pay for the service. An acceptable service plan Is one that integrates public and
private units (i.e. private ambulances and paramedic fire engines) into a single
system with new funding for start-up, training and on-going operations costs.
Unless an acceptable plan can be constructed, the District shouldwithdraw from
this service area.
I agree with this recommendation from the perspective of a paramedic service. The
first sentence references "emergency medical care, which I assume means ALS-level
care. l do not think that Mr. Davis meant to suggest that the District should withdraw
from any medical care. Rather, the District needs to establish a long term strategy for a
paramedic program.
Recommendation: Defer deployment of the remaining four pilot units until a
tong range, financially sustainable strategy is designed. Consider suspending
the first four units that are already In place until a decision is made to"get In", or
gout of" the emergency medical service business.
I would support holding the number of ALS companies at the current level of four. This
will allow us to maintain the certification and proficiency of the paramedics already
trained. Expansion of the program should be contingent on development of a financing
plan and approval by the Board of Supervisors.
Recommendation: Direct the County Health Services Department, working with
the fire department and local ambulance providers, to prepare and submit a new
Emergency Medical Service plan to the Board of Supervisor's within 120 days
that Integrates fire district paramedics and the private ambulance system Into a
single emergency system - If viable financing can be demonstrated.
I support this recommendation.
4
ATTACHMENT A-2
Recommendation: The Department should actively review its financial condition
with these It serves, and should engage the cities in funding discussions
especially for one-time expenses.
I have reviewed the financial condition of the District and have drawn some findings
from information presented in the Davis Report. While the information was collected in
Appendix D of the report, it did not make it into the body of the tent. l feel it important to
note, that despite the legitimate criticism of this District, the men and women of this
organization are providing outstanding service at a comparatively low cost.
Attachments A and B outline that the Contra Costa County Fire District serves more
citizens per firefighter at a lower cost per capita than all but one of the ten departments
surveyed. I will present this information to the cities we serve. The investment made in
fire and emergency services by the residents of the Fire District has been a good one.
We will continue to strive for improvements in our service.
Recommendation: District assets should be closely examined and consolidated
to the extent practical. Assets no longer needed should be converted, Including
any excess land and buildings. Consolidation of resources, especially for
administrative and support functions that can be outsourced, should be
aggressively pursued,
I support this recommendation.
Recommendation: A supplemental financing program built around the
department's five year projection of district growth should be pursued that
Includes:
• a comprehensive updating of all fees and charges at least once every two
years;
• consideration and adoption of a vehicle leasing program;
• stronger coordination with local governments, especially, during the
permitting process, to Install fees that support system expansion ®especially
for one-time costs.
I support this recommendation.
5
ATTACHMENT A-2
Recommendation: Restructure financing of the emergency medical system in
the following ways:
• Collect a first responder fee for medical calls to which fire department units
respond, regardless of whether the District remains in the ALS (paramedic)
business; and
a Reallocate a share of Measure H funds to the District as part of a system wide
redesign if the Board of Supervisors chooses to remain in the paramedic
business
EMS fees and financing should be included as part of a larger study to establish a
model EMS system for the county.
U.KROAVISRPT.807*
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ATTACHMENT B
I).t I
8_4_98
Contra Costa County Fire Protection District
Fire Chief July 8, 1998
KEITH RICHTER
Gayle B. Uilkema, Chair
Joe Canciamilla, Supervisor
Finance Committee
651 Fine Street
Martinez, CA 94558
Honorable Finance Committee Members:
The Contra Costa County Fire Advisory Commission has reviewed both the
Contra Costa County Management Report and the Mavis Company Report.
The following pages are our response to the recommendations contained in
these reports.
The Commission also presents the following observations.
1. Consider establishing the rank of Lieutenant at a lower pay grade than
Captain. Under the two rank officer model each station would have one
Captain that is in charge of the house and two lieutenants that are
responsible for the housekeeping assignments delegated by the Captain.
A Captain would always be on duty in every third station; which station would
depend on which shift had a Captain, ensuring that an experienced fire
officer would respond on each first alarm call.
By grandfathering the existing force and filling vacancies with Lieutenants the
force would come into a cane-third, two thirds balance in about a decade with
a savings increasing each year until balance is achieved. The fixed annual
savings would then continue at the rate of difference in pay times the number
of Lieutenants.
2. Incentive or differential payments should be removed from base pay. They
should only be paid to these that earn them.
3e Referring to Item 16 of the Davis Report, the new Emergency Medical
Service Plan currently in the formative stage, and due within 120 days of
Board approval, should address integration of the Fire District paramedics
and private ambulance system into a single emergency system that is
compatible with County-wide operations, and is financially self-sustaining.
0r 2010 GEARY ROAD • PLEASANT RILL, CALIFORNIA 94523-4694 • TELEPHONE(925)530-5500 a FAX 030.0592
F��-°1I 4527 DEERFIELD DRIVE + ANTIOCH, CALIFORNIA 54508 + TELEPHONE(925)757.1303 • FAX 7154-3852
I_..I 4IVEIIT COUNTY AREA s TELEPHONE (5 10) 374-7070
ATTACHMENT B D.11
8-4-98
Gayle B. Uilkema, Chair
Joe Canciamilla, Supervisor
July B, 1998
Page 2
4. The Board of Supervisors has the authority for equitable distribution of
Proposition 172 Funds. The Davis Report did not address the allocation of
these funds.
5. County should review County Administrative Charges assessed to Special
Districts for passible cast reduction.
Ba The unplanned cost of The Davis Report which was paid for by the District,
also adds to the budget deficit.
Thank you for the opportunity to be part of the process.
Sincerely,
B. aynes,+hair
Contra Costa County Fire Advisory Commission
Attachments
cc: Keith Richter, Fire Chief
U:Fc1LET TER.80?Vr
ATTACHMENT B DAA
8-4998
RESPONSE TO MANAGEMENT AUDIT
No. Recommendation Commission Position
1 Eliminate one Assistant Chief Completed per Phase 1.
Position
2 Assign Administrative Officer to Completed.
Chief of Administrative Services
3 Human Resources to Review We agree. Human Resources has been
Job Classification of requested to perform a review.
Administrative Service Officer
and Chief of Administrative
Services
4 Reduction in Office Managers We agree. This will be accomplished by a lateral
transfer or attrition.
5 Eliminate Executive Secretary___ This has been done.
B Retention of Executive We agree that there is a need for only one
Secretary and Classification Executive Secretary. The other position needs to
Study. be reviewed by Human Resources for correct
position classification.
7 Freeze All Currently Vacant This was done in Phase 1.
Clerical Positions
5 Clerical Position Classification Currently there is an evaluation of clerical
positions being conducted by the Fire Chief and
the Personnel Committee of the Fire Advisory
Board. Human Resources will participate prior to
conclusion.
9 Organization And Staffing Of We agree that the organization and staffing
The Bureau needs of the Bureau need to be reviewed. This is
presently being dome by Bureau Management.
The use of non-safety personnel in some
positions is currently being done. Additional
positions are possible as attrition occurs. Caution
must be exercised to ensure District fire logistic
operations are not compromised.
10 Apparatus Manager and We agree that one of the positions should be
Apparatus Supervisor eliminated. This will be accomplished through
transfer or attrition.
11 General Services Maintenance We currently are utilizing outside vendors to
of Vehicles perform light maintenance on light vehicles. A
department study will be made to determine
further savings by use of General Services. We
do not recommend that specialized fire apparatus
maintenance be transferred to General Services.
This equipment is highly technical in nature and
requires s ecialized training to maintain.
u:FCVaI<3'1"AU01T.807Vr 1
ATTACHMENT B D.11
8-4-98
RESPONSE TO DAVIS REPORT
Topic Nov Recommendation Commission Position
Compensation 1 Revise Work Assignment Support, requires elimination of deterents
Practices to Limit in the M.O.U. through negotiations.
Unscheduled Overtime
2 Renegotiate Local 1230 Support
Ba[gaining Agreement
3 Create New Fire Fighter Disagree. Further study required. We
Trainee Position support increased use of Paid-On-Call/
Reserve personnel.
4 Implement Recommend- Support
x ations to Balance Budget.
Consider Deferring Wage
Adjustments in the Future if
Significant cost reductions
and Revenue Options
Cannot Be Achieved.
5 Immediately Begin Support. Management decisions/functions
Negotiation Process With should be eliminated from the M.O.U.
Local 1230 throu h negotiations.
Fire Fighter B Completion of Basic Support continuation of Human Resources
Employment Paramedic Training as Study of Firefighter position requirements
Standards Perquisite and pending Board of Supervisor's
decision.
7 Increase Focused Support. Includes Paid-On-Call/ Reserve
Recruitment of Minorities personnel.
and Females
Services, B Explore Outsourcing of Currently light trucks and cars are
Operations, Vehicle Maintenance outsourced. Fire Apparatus is maintained
& Staffing in-house, with occasional outsourcing when
appLopdate.
S Renegotiate Minimum Support
Staffing Requirements with
Local 1230
10 Restructure Training and Support. Current practice.
Operations Support-Work
11 Limit Overtime Su ort. Current practice.
12 Deploy Trainee Fire No recommendation. Further study
Fighters and Reserves to required. We support increased use of
Meet Needs Paid-On-Call/Reserve personnel.
13 Utilize Units at Two Under Fire Chiefs Discretion.
Utilized Stations for
Redeployment to Meet
Expansion Needs
Reduce Staffing Fire-Chief s Discretion.
U:FC%DAVESAUD.807Yr #
ATTACHMENT B X11
8-4-98
No. Recommendation Commission Position
12 ; Annual Performance Evaluation We support,
13 Vehicle Assignments We support.
14 Vehicle Assignment Policy We support.
15 Review of Vehicle Assignments We agree with this recommendation. However,
we suggest report go to the Fire Advisory Board
in lieu of the County Administrator's Office.
16 Review of fleet Assignments We agree with this recommendation.
17 Equipment Expenditure We agree with this recommendation.
Priorities
16 Limit Expenditure Authority This has been implemented.
19 Development of Internal This recommendation is currently being
Communications developed.
20 Review of Committee System We agree the present Committee System needs
review and that partidpation be voluntary.
21 Participation in Committee We agree the present Committee System needs
review and that participation be voluntary..
22 Minimum Staffing We support the elimination of the Minimu
Staffing requirement in the M.O.U.
23 Technology Upgrade We support this recommendation.
24 Training Programs We support the recommendation.
25 Paramedic Certification See the Davis Report comments for our res once.
26 Staffing of the Breathing We do not agree that this unit could be staffed
Support Unit with non--safety personnel. This unit carries
I technical rescue equipment and the individual can
be utilized at the scene of an emergency when
re aired.
U:FCWGTAUD1T.807r z
ATTACHMENT ? D.11
8-4-98
Topic No. Recommendation Commission Position
Emergency 14 County in EMS Business The department is committed to EMS
Medical Only {f Long Terris Functions at some level, respective of the
Services Financing Put in Place Paramedic decision of the Board of
Supervisors. Additional Measure H funding
is required to support current or future
levels of EMT Service.
15 Defer Deployment of recommend retention of four (4) Pilot Units
Remaining Four Pilot Units at Stations 1, 3, 14, and 15. Further
deployment of Paramedic based engine
Consider Suspending First companies is predicated upon Board of
Four Units Already in Place Supervisor's decision and allocation of
necessa fundin .
16 Development of New Support
Emergency Medical Service
Plan
District 17 Review Financial Condition Support. Partnership agreements with
Financing and Engage Cities in cities serviced is encouraged.
Funding Discussions
18 Consolidation of resources Support
should be 2ursued
19 Update Fees & Charges Support
Consideration and Adoption Support consideration, not adoption.
of Vehicle leasing Program
Stronger Coordination with Support and encouraged.
Local Governments
20 Collect First Responder No recommendation. Further study
Fees required.
Reallocate a Share of Support and needed
Measure H Funds
t1SCOAVISAUD.807Vr 2