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Home My WebLink AboutMINUTES - 08171999 - C208 C. 208 THE BOARDOF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on August 17, 1999, by the following vote: AYES: SUPERVISORS GLOIA, UTLLKIMA, GERBER, DeSAULIvIER and GANCIAMILLA NOES: DONE ABSENT: NONE ABSTAIN: NONE Re: Tve-Fear Strategic Plated for Contra Costa County Fire Protection. District On August 10, 1999, the Contra Costa County Fire Protection. District introduced the attached five-year strategic plan identifying the priorities and actions required to meet public safety needs in the future. On that day, the Board of Supervisors accepted the introduction of that plan. Following discussion of the shatter, the Board took the following action. 1T IS BY THE BOARD ORDERED the five-year strategic plan of the Contra Costa County Fire Protection. District, INI TRODUCED on August 10, 1999, is ADOPTED. I hereby certify that this is a trae and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: wz't 11, 111 Phil Batchelor,. lerlk of the Board of Supervisors and qounty Administrator By. D. u. lerk BOARD OF- SUPERVISORS , Keith B. l�scl terRW: r, {tre Ch;ef �,�� 4Coma ORM' July 28, 1990- Costa u r-CT: Adoption of Strategic Pian for Centra Costa County s=ire Protectio,; act sp=ir€c cRis { r,0 AM JUSTtFcCATYe a RECOMMENDATIONS: I. ACKNOWLEDGE E that a joint labor and management project has developed a five year strategic plan for the Fire District which identifies the priorities and actions required to meet public safety needs in the future. 2. ACKNOWLEDGE that the existing revenue sources for the Fire - District are insufficient in meeting the current and future emergency services demands resulting from a rapidly growing community. . ACKNOWLEDGE that improving the condition of Fire District facilities and equipment is a high priority within the County government. 4. ADOPT the strategic plans as a framework to guide the Fire District in providing emergency services over the next five years. 5. AUTHORIZE E the Fire Chief to pursue the goals outlined in the strategic plan. 6. DEFER the funding component of the strategic plan to the Finance Committee for implementation recommendations to the Board of Supervisors. BACKGROUND FOR RECOMMENDATIONS On August 4, 1998, the Board of Supervisors accepted the County Administrator's Management Audit of the Contra Costa County Fire Protection District and accepted the Davis Company report. The Fire District was directed to implement the recommendations made in the two reports. The County Administrator's Office Management Audit included 26 specific recommendations to address organizational and procedural problems that were unwarranted or inefficient. As of this time, 24 of those recommendations have been accomplished and the remaining tura are in process. While these have undoubtedly cut costs and unproved efficiency within the Fire District, a long-term solution to financing reeds has not yet been resolved. 8t`ry^c#^pKtffiNT% — YES �,. 3fi d di.Y Ft'376 RL7Y# OF COUNTY ADMINISTRATOR � RECOMMENDATION Or BBaARLT COMMITTEE AP.PROVE OTHER ACTION or Res am Avese"OVED As RXCO"8+tBCf aza � OTHCrr The Davis Company report acknowledges that the service program profile for the fire service is changing. Emergency medical services, hazardous materials responses, and other specialized services are changing the staffing and financing needs of fire departments. These trends are clearly present in Contra Costa County. Davis also points out that property tax is an increasingly unreHaNe funding source when it is the predominant or only resource that is available, The Fire District currently obtains 96.8% of its revenue from property tax. The growth in this source is unable to keep pace with increasing service demands. The severity of the problem requires action by the Board of Supervisors to initiate a long-term plan. Davis further recommended that a supplemental financing program built around the Fire District's five year projection of district growth be pursued. This five year projection has been incorporated into the strategic plan for the Fire District. The strategic planning process was initiated as part of an agreement for a contract extension with IFF Local 1230. The resulting product has the support of both the Fire District management as well as its labor organization. It is our belief that the plan accurately reflects the service and resource needs for the next five years, CONTRA COSTA COUNTY FIDE PROTECTION DISTRICT '001k. MMM zi i RAT E UAO� I t`;` wV% L AA= mN= AUGUST 10, 1999 THROUGH AUGUST 10, 2004 a ,i r•l Administrative Office: 2019 Geary Road Pleasant Hili, CA 94523 (925) 939-5599 FAX 939-5514 STRATEGIC LAN TABLE OF CONTENTS EXECUTIVE UMMARY PRIORITY #1 „ FAIR & EQUITABLE COMPENSATION � 4 PRIORITY # - FLEET MAINTENANCE & REPLACEMENT 5 PRIORITY #3 — COMMUNICATION UPGRADE E 7 s PRIORITY #4 a MAINTAINING EXISTING FACILITIES 3 PRIORITY #5 a PARAMEDIC PROGRAM 9 PRIORITY #6 ® INFORMATION SYSTEMS 11 PRIORITY #7 m EQUIPMENT STANDARDIZATION 13 , PRIORITY #3 R FACILITIES IES EXPA SION & STAFFING 14 PRIORITY #9 4 HAZARDOUS MATERIALS RESPONSE 16 € RIORIT'Y #10 - TECHNICAL RESCUE 17 INTERNAL ENHANCEMENT GOALS 13 CCCFPD POPULATION VS. INCIDENT CHART 1 19 � Contra 00861 County lire Protection District Strategic ritnja August.1999-July,2004 Executive urnma$-y Statement of Purpose: This strategic play has been developed through a cooperative effort between management and labor of the Contra Costa County Fire Protection District. In this document we identify priority issues within the.Fire District and make recommendations to provide the level of services necessary for our community. With this plan we intend to outline the vision and mission of the District's personnel and. resources. It will serve as a wide for the delivery of services expected by a changing community. The strategic plan provides specific actions needed over the next five fiscal years to support adequate public safety services. Mission: Contra Costa County Fire.Protection District exists to provide you, your family and our communities with professional services dedicated to the preservation of life, property and the environment. Background: The Fire District provides services to the cities of Antioch, Clayton, Concord, Lafayette, Martinez, Pittsburg, Pleasant Hill, San Pablo, Walnut Creek and other unincorporated areas of Contra Costa County. The District covers an area of more than 300 square miles with a population of approximately 550,400. According to the California Department of Finance, the population within the Fire District is expected to increase by 40,440 people over the next five years. To put this in perspective, this increase is more than the total population currently living in the City of Martinez. Fire District resources need to grow along with the population so Haat adequate levels of emergency and other public safety services can be maintained. The financial support for the Fire District since Proposition 13 has been insufficient to keep pace with the growth in the community. Since 1972, there have been only two additional fire stations built within the District. Two new stations are currently under construction, but both will be staffed with existing crews from ether stations. Finance: Currently, the Fire District is funded almost entirely through property taxes. Since the passage of Proposition 13 in 197/8, revenue for special districts has been severely curtailed. The effect of Proposition 13 was to remove most revenue raising powers from a special district and cap the growth of assessed values on taxable property to two percent per year, unless the property was remodeled or sold. Control of property tax dollar distribution was essentially given to the State Legislature. As a result of State budget crisis in the early 1990"s, several other sources of revenue were lost from the Fire District. A Special District Augmentation Fund was abolished by the State in 1993-94. A State-established Educational Revenue Augmentation Fund (EPAF) be-un in 199'11-92 also transferred moneys formerly received by the Fire District to support schools. _ g _ Coluraa Costa County Fire Protection 1ASN d strategic 111.1.1 August,1999-July,2004 EXECUTIVE SUMMARY Another piece of legislation passed by the Mate legislature as a result of the state budget crisis, 5132557, gave County Boards of Supervisors the authority to charge Special Districts for the collection and allocation of property takes. Again, revenue formerly received by the Fire District was diverted to other agencies. Redevelopment Agencies (RDA) protected by the Fire District also have a significant impact on our revenue. Currently, assessed valuation within RDA's divert more than 5 million per year away from the Fire District. This number increases each year and the Fire District continues to provide service to the development in these areas. 'Tax revenue calculated on undeveloped land now supports fire services for high-rise office complexes, industrial facilities, and high-density residential complexes. This creates more demand on our resources without a commensurate increase in revenue. In November 1994, California voters approved Proposition 172 which allowed the continuation of a 1/2 cent sales tax within counties to support public safety. To date, no funding has been allocated to Contra Costa County fire districts from Prop 172 finds. The combined effect of these revenue losses over the past ten years has placed the Fire .District into a fiscal crisis. Although budget deficits of the past several years have been resolved for the current budget year, the Fire District still faces severe revenue shortfalls if we area to provide adequate levels of service in the future. Explosive growth in the East county as well as increasing population throughout the District require additional resources and facilities if we are to meet the deed. Additionally, capital improvements for apparatus and facilities has been deferred for many years, compounding the immediate problem. A substantial investment in the capital assets of the.Fire District needs to be made over the next five year period or emergency services will be inadequate. This plan also outlines additional services that the Fire District will provide if the funding is available. Foremost among these is the plan to staff each fire engine with a paramedic firefighter. This is the most cost effective and efficient method to provide advanced life support to our community. There is also a growing need for the Fire District to provide hazardous materials response capabilities, Currently, our firefighters are not trained or equipped to deal with a hazardous materials release despite the fact that they will be the first responders to most incidents within the District. The Fire District also has a need to implement additional technical rescue capabilities. Living in a earthquake zone, the Tire District should be providing higher levels of response to events such as building collapse and confined space rescue. Each of these services undoubtedly carries a cost, but should be a high priority for funding within the County. 2 _ Contra Costa Cowity Fire Protection District Strategic Plan ALtgust,1999-July,2004 EXECUTIVE SUMMARY Conclusion: The current revenue projections for the Fire District do not meet the funding needs for providing adequate public safety services. Additional funding sources or changes to the distribution of various tax revenues are necessary to keep pace with the high rate of growth within the Fire District. Without these changes, emergency services within the Contra Costa County Fire Protection District will be compromised and we will be unable to provide the level of services needed in the community. 3 Cotit:a Costa County Fire Protection District Strategic Plan August 1999-Juty 2004 Contra Costa County Fire Protection District Strategic Flan Priorities es Surr mart' Report € °it�rt: .:1V� bar• '<::; Fair and guitable Compensation Priority Maintain fair and equitable wages for all employees Justification • Ensure we continue to attract and retain quality employees * The lamest cost of any service organization is its employees • Salaries make up roughly 85% of the operating budget Goal 0 '_maintain fair and equitable compensation for all District employees Implementation schedule 0 Subject to contract negotiations with labor organizations Funding required i Each 1% pay increase requires approximately $ 370,000 Possible funding sources • Anticipated growth of property tax revenue • General Fund and/or Proposition 172 allocation 4 Contra Costa County Fire x'-otection District Strategic Plan August 1999-July 20N Contra Costa County Fire Protection District Strategic Plan Priorities Summary Report Fleet Maintenance and Re lacernent Priority To systematically replace all existing apparatus,which meets or exceeds the replacement criteria established by the Contra Costa County Fire Chiefs Justification • To meet current National Fire Protection Association Standards 1500, 1901 and 1914 * Dependable apparatus are essential to the safety of our citizens and fire ground personnel • Reolacement vehicles are needed to reduce maintenance downtime, maintenance costs and to address the obsolescence of the current fleet as replacement parts are no longer available for some apparatus Goals • Replace the following etluip.nent, which exceeds the replacement criteria: I. 14 Type 1 Engines (main response vehicles) 2. 13 Type 3 Engines (smaller and used n.ainly for wildland responses) 3. 2 Quints (larger than a type I engine and has aerial ladder capabilities) 4. 1 Mater Tender(large tanker type vehicle used primarily to shuttle water). 5. 1 Breathing Support(used to replace pressurized breathable air at scenes of emergencies) 6. 1 Technical Rescue Apparatus(carries equipment needed to affect the technical rescues) 7. 25 light Vehicles(sedans,pick-ups,vans, etc.) Implementation schedule a 99-00 Budget-4 Type I Engines, 2 Type 3 Engines, I Quint, and 5 sight Vehicles (partially funded) 0 00-01 Budget-3 Type I Engines, 2 Type 3 Engines, 1 Quint, and 5 light Vehicles 0 01-02 Budget-3 Type I Engines, 4 Type 3 Engines, 1 Water Tender and 5 light Vehicles t 02-03 Budget-4 Type I Engines, 2 Type 3 Engines, 1 Breathing Support and 5 Light Vehicles 03-04 Budget-4 Type I Engines, 3 Type 3 Engines, 1 Tech Rescue and 5 Light Vehicles Funding required 0 99-00 Budget-$2,200,000 6 00-01 Budget-$1,903,000 0 01-02 Budget-$2,156,000 a 02-003 Budget-$2,110,000 0 03-04 Budget -$2,338,000 . 5 Cot,tra Costa Coua_ty Fire Protection District Strategic Plan August 1999-July 2004 s I�C7R1Y#2(continued) Possible funding sources • Lease purchase plans • Developer Fees and/or IDA Funds • Industry • General Fund and/or Proposition 172 allocation * Anticipated growth of property tax revenge 6 - Contra Costa County Fire Protectmn District Strategic Pia.,,t August 1999 e Duly 2004 Contra Costa County Fire Protection District Strategic Plan Priorities Summary Report ' tart l urrtbir `lZr a Communications Upgrade Priority 0 To systematically replace and/or upgrade all existing fixed and mobile communications equipment Justification • High quality communications equipment and personnel are instrumental in the rapid and accurate delivery of life and fire protection services • Quality communications are essential to the sa:ety of fire ground personnel • Technological advancements and regulatory decisions mean that this technology must continuously be replaced and/or upgraded Goals • Provide the highest and safest level of service by taking advantage of advances in technology • Provide the ability to contract with outside fire agencies for communication services Implementation schedule ® 99-00 Budget 1. Build-out of the VBF "High Band" radio system to be completed 2. Upgrade the electronics and ergonomics on the Communications Center Consoles * 00-01 Budget 1. Upgrade the Mobile Data System 2. Upgrade the Computer Aided Dispatch System Funding required 99-00 Budget Year - $300,000 to $450,000 (partially funded) 0 00-01 Budget Year - $750,000 to $1,150,000 0 Total cost to implement communications-related solutions described above is $1,050,000 to $1,700,000 Possible funding sources General Fund and/or Proposition 172 allocation State or Federal grant - 7 - Contra Costa County Fire Protection District Strategic Flan August 1999-July 2004 Contra Costa County Fire Protection District Strategic Plan Priorities Summary Report ri r.rty b r u ; Maintain Existing Facilities Priority To provide for the maintenance of all existing District facilities in an operable and safe manner Justification The oldest fire station was built in 1939. District facilities average 35 years in age. The cumulative effect of years of deferred maintenance requires immediate attention. To ensure a safe environment for employees and visitors. Continued deferred maintenance will demand even higher repair costs in the future. Proper facility maintenance will maintain our goal to be "good neighbors" in the neighborhoods where the aesthetics of our stations are important to the community. Goals * To address the maintenance needs for all of the District's current facilities Implementation schedule 0 A?l projects will be completed on a priority basis, based on severity Funding required 0 99-00 Budget - $500,000 (partially funded) e 00-01 .Budget - $500,000 ® 01-02 Budget- $500,000 * 02-03 Budget - $500,000 ® 03-04 Budget - $500,000 Possible funding sources 0 $411,000 currently designated for reimbursement to San Ramon Malley FPD will return to.Fire District budget in 00/01 0 Anticipated growth of property tax revenue o General Fund and/or proposition 172 allocation Possible RDA projects for those stations located within a particular RDA ® FEMA grants for seismic retrofitting of fire stations - 8 - Coajtra Costa Coinity Fire Protection District strategic pl&q August 1459 July 200.4 Contra Costa County Fire Protection District Strategic Plan Priorities Summary Report ~ r r li t ararnedic Program Priority To deliver Advanced Life Support to the public via an Engine-based Paramedic Program Justification • A reduction in patient morbidity and mortality by reducing ALS response times • .Better value by utilizing our current employees and resources in a dual reale capacity ® To capitalize on the strategic placement of fire fighters within the communities we serve • Provide better customer service by enhancing current Emergency Medical Services Goals • To reduce ALS response times to the citizens of Contra Costa County • To reduce the death rate for our out of hospital cardiac arrests • To reduce patient morbidity • Increase efficiency through public-private partnering Implementation schedule • Full Engine Based Paramedic Program, through attrition, but no later than.July I, 2004 • Dependent upon changes in hiring practices, funding sources and cooperation from private ambulance companies Funding required 43431431 431/02 02103 43/04 �n cafes Personnel salary differential` 0 214,650 214,650 214 6�t� Carminative 0 214,650 429,300 643,950 643,954 Training(for 27 in-houseparamedics) 586,924 586924 586 924 0 0 Licensing obtain&maintain) 82,920 82,92€3 82t920 Cumulative 82,924 .165,844 2_48,780 248,760 Deur equipment 50,000 144,000 144,000 144,000 0 Overhead mgmt. (Personnel) 70,000 118,850 ' 85,4300 : 0 etrrrulative .188,850 273,8501 273,850 273,850 �3T 706,924 1 1,147,344 1,113,494 441,570 : 1.,166,550 cost can be reduced via changes in hiring practices 9 Contra Costa County Fire Protection Distract Strategic Plan August 1994-July 2004 P�C3�'Y#5(continued) Possible funding sources • Redistribution of the current measure H funding • Voter approved increase in Measure I-1 fbnding (must be a countywide initiative) • General Fund and/or Proposition 172 allocation 10 — Contra Costa Cmuity Fire Protections District Strategic Plan August 1999 b July 2004 Contra Costa County Fire Protection District Strategic Llano Priorities Summary Report ;<nformatisrn Systerxxs 1 Priority ! To systematically replace and/or upgrade the District's Information System(s) Justification * CAO Management Audit Recommendation #19 (,direct the Fire Chief to develop a communications system that will provide reliable information concerning District operations and policies to be regularly disseminated to all District staff.) CACI Management Audit Recommendation##23 (Direct the Fire Chief, with the assistance of the Department of In formation Technology, to review the District's existing-computer systems including hard vare and software, determine unmet need and develop a plan for implementing upgrades and new programs as necessary to utilize the latest technology to increase the efficiency and productivity throughout the District) * Update current system(s)to take advantage of advancements in technology * Network wiring is substandard and/ter non-existent at many District locations; the printer alarm systems is obsolete and spare parts are no lunger produced. Goals 0 Take full advantage of the Frame Delay Network, which can.be expanded as the need arises a To facilitate the timely relay of information to all work sates within the District Implementation schedule 99-00 Budget, 1. Complete the Frame Relay System and install new wiring where needed . Implement new LA_NT-based printer alarm system 3. upgrade software for all users to tape advantage of new technology 4. Upgrade FAX and e-mail capabilities within the District 5. Replace District PCs and their associated operating systems 6. Improve HR/ RJStaffing system(s) 7. Improve databases, currently in use, to take advantage ofnew technology 8. Implement new incident reporting systern 9. Implement asset/equipment management and supply tracking systems - _1 Contra Costa County Fire Protection District Strategic Plan PRIOIC-TY#6(continued) Atigust 1999-July 2004 0 00-014 Budget 1. Improve ergonomic usability of computer terminals 2. Integrate pagers with dispatch system 3. Provide administrative personnel with notebook computers * 01-02 Budget I. Develop executive information system Funding required ® 99-00 Budget - $ 435,000 (partially funded) 0 00-01 Budget - $ 50,000 Possible funding sources General Fund and/or Proposition 172 allocation 12 — COIItra Costa Cotutty Piro Protection:District Strategic Pia.- August 1999-July 2004 Contra Costa County Eire Protection District Strategic Plan Priorities Summary Report rr��ily ber Soy n Equipment Standardization Priority 0 To systematically standardize equipment inventories on all District apparatus Justification ® Equipment standardization is needed to maximize the proficiency of District personnel * Training of personnel will be standardized and specialized equipment will be phased out * Savings can be realized by standardized ordering of District equipment Goals * Provide standardized equipment inventories on all District apparatus Implementation schedule All equipment will be standardized by July 1, 2000, based on priorities Funding required i 99-00 Budget - $100,000 (partially Banded) Possible funding sources Anticipated growth of property tax revenue General Fund and/or Proposition 172 allocation 13 Contra Costa County Fire Protection Distmct Strategic plan August 1999-.iuly 2004 Contra Costa County Fre Protection District Strategic Plan Priorities Summary Deport Facilities E- ansion and Staffing Priority To expand and/or relocate c=urrent facilities and staffing to meet County guidelines relating to emergency response Justification • Citizens expect emergency services will respond quickly with sufficient staff and equipment to handle all emergencies • Insurance Service Organization standards for rating fare agencies include a 1.5 mile travel distance • Conununity growth Inas dwarfed the Tire Districts ability to expand corrimensurably with increased demand. This problem is compounded by anticipated new growth and population projcctions. • "Fire stations shall be located and designed so as to minimize operating costs and maximize service standards in the areas they serve."(County's General Eire protection plan) Goals • To maintain a maximum travel time of three minutes, from the first due station., with a minimum. of three firefighters to all emergencies • To achieve a total response time of 5 minutes,to all areas, for 90%of all emergencies • To provide 3 units, within 10 minutes of dispatch, on all multi-unit responses Implementation schedule 0 99-00 Budget--$3,180,000 Station 21 (Virginia Hills,pleasant Hill-anew) Construction- $1,580,000 Type 1 Engine- $300,000 Type 3 Engine- $200,000 Staffing— 1,100,000(1 crew) * 00-01 Budget-$5,465,000 Station 16(Los Arahis Drive,Lafayette) Reconstruction: $1,620,000 Station 18 (North Concord-new) Construction - $1,620,000 Type 1 Engine - $ 300,000 Type 3 Engine - $ 200,000 Site Acquisition. - $ 258,000 Staffing - $1,467,000(1 Crew, 1 btsliector, ; i raining Instructor, I Assisttt Chief) — 14 Contra Costa Co•:usty Fire Protection District Strategic Plan August 1999-My 2004 PI2IQ:2.TY#8(continued) 01-02 Budget-$6,007,000 Station 6 (Willow Pass Drive, Concord - relocation) Construction - $1,910,000 Site Acquisition - S 266,000 Staticin 90 (Forth East Antioch-new) Construction - $1,560,000 Type 1 Engine- $ 300,000 Type 3 Engine- $ 200,000 Site Acquisition- $ 266,000 Stang— $1,405,000(1 Crew,3 DispatcLers) i 02-03 Budget -$3,952,000 Station 8 (Cla3rton Read, Concord -relocation) Construction - $1,710,000 Site Acquisition - $ 256,000 Station 81 (10th Street, Antioch-relocation) Construction- $1,710,000 Site Acquisition- $ 266,000 03-04 Budget-$6,22.2.,000 Station 70(San Pablo-relocation) Construction - $1,760,000 Site Acquisition- $ 273,000 Heavy Rescue Unit- $ 275,000 Station 89(South East Antioch—new) Construction- $1,760,000 Type 1 Engine- $ 300,000 Type 3 Engine- $ 200,000 Seng- $1,554,000(1 Crew, 3 Battalion Chiefs) Funding required 0 99-00 Budget-$3,180,000 * 00-01 Budget-$5,465,000 a 01-02 Budget-$6,007,000 ® 02-03 Midget-$3,952,000 i 03-04 Budget-$6,222,000 Possible funding sources • Development fees and/or RISA fiends • General Fiend and/or Proposition 172 allocation - 15 - Contra Costa County!Fire Protection District Strategic Plan: August 1999-July 204 Contra Gusts County Fire Protection District Strategic Plan Priorities Summary Report rorit yulein < �� Hazardous Materials Response Priority To establish. a Hazardous Materials Response Team and provide a full service program to the communities we serve Justification • Contra Costa County is ranked number two (2)in the state for reportable hazardous materials incidents and number eleven (11) in the nation • The County Hazardous Material Incident Responsibility Matrix indicates that Fire Districts have the responsibility for RESCUE, CON'T TMENT, FIRE CONTROL, and HAZARD RECOGNITION Goal To train sufficient personnel to staff a Hazardous Materials Response Teary: implementation schedule • Decontamination training to be completed during the summer of 2000 • Hazardous Materia: Technician training to be completed by the end of 2001 ® hazardous Material Specialist training to be completed during the winter of 2002 Funding required 0 00/01 - $ 2.0,400 * 01102 - $150,044 * 02.103 - $ 20,000 * 03/04 e TBD Possible funding sources • General Fund and/or Proposition 172 allocation • Industry • AB 2185 funds 16 Contra Costa County Fire Protection Disuic; Strategic Plan August 1999-July 20CA Contra Costa County Fire Protection District Strategic Plan Priorities Summary Report Technical Rescue : er n - - Priority To provide advanced rescue capabilities that will enhance the safety of both the citizens we serve and our employees, in the following disciplines: Rope Rescue Confined Space Rescue Water Rescue Trench fescue Structural Collapse :Fescue Justification • The District is called upon to perforin rescues which rewire the use of specialized procedure and equipment that are beyond our current capabilities • Statistics show that 66% of the injuries and deaths in these types of rescues are the rescuers themselves • The 5 disciplines listed above have become an industry standard in the fire service across the nation Goals • To provide effective rescue capabilities to the citizens we serve • To provide a safe work environment for our employees involved at emergency scenes Implementation schedule • dope Fescue - Currently operational in this discipline/ maintenance training required • Water Fescue - Currently operational in this discipline/maintenance training rewired • Confined Space Rescue w Ready to become operational in this discipline/refresher& maintenance training required • Trench Rescue- Operational by the end of 2000 • Structural Collapse Fescue - Operational by the end of 2001 Funding required • Equipment - $65,000 Annually(includes all 5 disciplines) • 'raining a $60,000 Annually (includes all 5 disciplines) Possible funding sources • Industry- Specifically as it relates to confined space requirements • State Office of Emergency Services-Equipment available for various disciplines • Redistribution of current Measure f-1 funding • Part of an overall General Fund and./or Proposition 172 allocation 17 Contra Costa County Fire Protection District Strategic Plan August 1999 -juiy 2004 Internal Enhancement Goals The following issues ar,-also included in our strategic plan for the next five years: Establish a District-wide Mara for fire facilities fees The current system used to produce revenue for expansion of fire facilities needed as a result of new developments should be revised. The fees currently collected are based on 1985 estimates for flacility costs and do not reflect the funds needed today. We will work to install a common plan that will be used throughout all of the Fire District. Establish a Adopt-A-School program The District pians to establish a programa to deliver fire and injury prevention education programs to elementary schools. Each fire company will have a school assigned to them and a structured program for safety education will be offered to those schools interested. Career development program The District will establish a structured career development program focused on preparing employees for promotional opportunities. A curriculum will be offered for each promotional rank with the ultimate goal to prepare our workforce for higher levels of responsibility. Cadet programa The District will work to establish a cadet program to mentor young people interested in a career in the fire service. The program will focus on community outreach and recruitment of a diverse group of interested candidates. A structured program will be offered to orient the cadet to the job of firefighter and prepare them for a successful transition into full time employment. Establish a District-wide plan for the delivery of training The District will develop a training program intended to maximize training opportunity and effectiveness white maintaining our readiness to respond to emergencies. Hanning will entail exploring shared regional training opportunities; like the Concord Naval Weapons Station. In addition, we will examine the suitability of smaller satellite sites strategically located to deliver training to designated District areas. We will re-evaluate the advantages of our central training facility in Concord and determine needed upgrades for the facility, which has remained virtually unchanged since 1972. We will also examine our diminishing capability to perform certain types of training at our central site in Concord, which results from the growth of neighboring business and residential occupancies surrounding our borders. Lastly, we will determine our staffing and related resource needs in order to operate effectively. -- 18 - I _z0_�t Incidents 0 . a C) 0 CD0 QDoom 0 w 0 JOM', 2010 9 to= 005. . .. -. 2 2000 s k ' Rolf CL 001) 1990 °1 1985 U 99 1975 00 Q Q Population 19