HomeMy WebLinkAboutMINUTES - 10232012 - FPD SD.3RECOMMENDATION(S):
APPROVE and AUTHORIZE the Fire Chief to implement a Service Reduction Framework should Measure Q be
unsuccessful on the November General Election Ballot.
FISCAL IMPACT:
Savings of approximately $3 million in FY-12/13 if Service Reduction Framework is implemented.
BACKGROUND:
The District has been utilizing reserve funds for the past five years to maintain service delivery levels. The reserve
funds have been exhausted and the District must reduce costs in order to achieve a balanced budget. The District has
budgeted to staff 28 stations for the entire FY-12/13 budget cycle. However, this will result in a carryover balance of
only $7.5M for use in FY-13/14 and no reserve funds. Closure of four stations for the second half of the fiscal year
will reduce overtime expenditures and save approximately $3 million.
Due to previous cuts in non-operational areas, the District has no option but to reduce direct service delivery levels to
the community. Due to the low baseline
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 10/23/2012 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, Director
Candace Andersen,
Director
Mary N. Piepho, Director
Karen Mitchoff, Director
Federal D. Glover, Director
Contact: Daryl Louder,
925-941-3500
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: October 23, 2012
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
SD. 3
To:Contra Costa County Fire Protection District Board of Directors
From:Daryl L. Louder, Contra Costa Fire Protection Dist.
Date:October 23, 2012
Contra
Costa
County
Subject:Service Reduction Framework
BACKGROUND: (CONT'D)
level of resources, further reductions will have an adverse impact on response times, capacity, and the District’s
ability to protect and serve the community.
CONSEQUENCE OF NEGATIVE ACTION:
The District will not have a Service Reduction Framework to implement should the parcel tax measure be
unsuccessful in November.
CHILDREN'S IMPACT STATEMENT:
Not applicable.
CLERK'S ADDENDUM
Speakers: Pat Frost, Emergency Management Services; Vincent Wells, Firefighters Local 1230
ATTACHMENTS
Service Reduction Framework
Page 1 of 3
Service Reduction Framework:
Purpose:
This plan identifies actions that will be implemented if inadequate funding is available to staff the current
28 fire stations in the District. It is important to recognize that any reduction in staffing and functional
units will have an adverse impact on service delivery in the community. This includes:
• The inability to respond to some types of 911 calls
• Longer response times to emergency incidents
• Longer time period to assemble an effective firefighting force to meet operational needs (NFPA-
1710)
• More severe fire conditions and fire spread to exposed buildings and vegetation
• Altered strategy and tactics to offset increased safety threats/risks
• Delay in providing life-saving medical treatment and care
• Limiting the ability to participate in the automatic and mutual aid system in the County and State
This plan will provide a broad framework for the multitude of actions, (e.g. operational personnel, fiscal,
public communications, etc.) that must take place if reductions are necessary. The goal is to minimize the
adverse impact to the community, ensure the safety of first responders, and communicate effectively with
all stakeholder groups. This plan outlines a phased, “soft landing” approach in order to provide time to
evaluate and monitor the many dynamics associated with the process.
Timeline:
January 1, 2013 to implementation of the FY-2013/2014 budget cycle.
Functional Steps:
1. Identify and prioritize up to ten (10) fire stations that will potentially be closed in order to
reduce costs. Stations will be selected based on the following criteria:
a. Community threat/risk
b. Call volume
c. Ability of adjoining fire stations to “absorb” the call volume and work load
d. Proximity of adjoining automatic and mutual aid fire stations
e. Transportation corridors
f. Impact on response times
2. Determine the average number of fire stations that are staffed daily on an overtime basis. This
should equate to an average of four to five companies.
a. Beginning January 1, 2013, overtime will no longer be utilized to staff the four (4) fire
stations and those fire stations will be closed. Selection will be based on stations that
have the least impact to the overall operation of the District. This will begin to reduce
expenses in the FY-12/13 Budget and limit expenditure of reserve funds.
Page 2 of 3
b. Prior to fire station closures, notify stakeholders and conduct public meetings in the
affected areas so the residents are aware of the fire station closures and the potential
impact to the community.
c. Notify automatic aid and mutual aid partners regarding the reduced ability to provide aid
and the potential for increased need of aid.
d. Notify Contra Costa County Emergency Medical Services Agency and American
Medical Response (AMR) of the impending reduction in resources and work with them
to minimize the impact to the EMS system.
e. It is recommended that the District will no longer respond to lower priority incidents such
as non-life threatening (BLS) medical emergencies, property damage service calls, i.e.
broken water pipes, lockouts with no life safety threat, etc.
f. Reduce response algorithms to certain incident types, e.g. fire alarms to a single unit.
g. Modify strategy and tactics for firefighting and rescue operations and conduct training for
all operational personnel.
h. Utilize reserve firefighters to the extent possible for overhaul, “fire watch”, incident
cleanup, etc.
i. Evaluate and implement different training delivery methodologies, apparatus repair
systems, logistical support, etc. that will minimize the out of service or out of district
time for field units.
j. Secure closed facilities, disconnect utilities, close fueling sites, etc.
k. Minimum staffing will be maintained at the remaining 24 fire stations until the beginning
of the FY-13/14 Budget cycle.
3. Staff will evaluate the current number of vacancies and the attrition that occurs in early March
through the end of the fiscal year.
a. If a reduction in force is necessary, layoff notifications will be made in accordance with
Personnel Management Regulations and applicable Memorandums of Understanding
(MOU).
4. Evaluate appropriate cost reduction strategies or initiatives, e.g. outsourcing services,
elimination of programs, etc. and implement as part of the FY-13/14 Budget.
5. During the FY-13/14 Budget process, evaluate non-operational support positions that will be
eliminated or kept vacant to align with the budget.
a. If a reduction in force is necessary, layoff notifications will be made in accordance with
Personnel Management Regulations and applicable MOU’s.
b. Personnel will be reduced in “rank” as necessary to align with the number of budgeted
positions in accordance with “Layoff” Personnel Management Regulations/MOU’s.
6. Determine the number of fire stations that must be closed in order to align with FY - 13/14
budget projections.
a. If a reduction in force is necessary, layoff notifications will be made in accordance with
Personnel Management Regulations/MOU’s.
b. Personnel will be reduced in rank as necessary to align with the number of budgeted
positions in accordance with “Layoff” Personnel Management Regulations/MOU’s.
c. Prior to fire station closures, conduct public meetings in the affected areas so the
residents are aware of the fire station closures and the potential impact to the community.
Page 3 of 3
d. Notify automatic aid and mutual aid partners regarding the reduced ability to provide aid
and the potential for increased need of aid.
e. Notify Contra Costa County Emergency Medical Services Agency and American
Medical Response (AMR) of the impending reduction in resources and work with them
to minimize the impact to the EMS system.
7. Implement necessary changes to staffing and service levels.
a. Continue to evaluate/monitor strategy/tactics for safety and effectiveness
b. Continue to evaluate/monitor service delivery for impact
c. Continue to evaluate/monitor budget