HomeMy WebLinkAboutMINUTES - 12042021 - FPD D.1RECOMMENDATION(S):
CONSIDER approving and authorizing the Fire Chief to implement the attached Service Reduction and Fire Station
Closure Plan since the District’s parcel tax measure was not successful in November.
FISCAL IMPACT:
Closing four fire stations for the second half of the current fiscal year is projected to save approximately $3 million.
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 operate within 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 will not provide any reserve funds. Closure of four stations
for the second half of FY-12/13 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
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 12/04/2012 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, Director
Candace Andersen,
Director
Mary N. Piepho, Director
Karen Mitchoff, Director
ABSENT:Federal D. Glover,
Director
Contact: Chief 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: December 4, 2012
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Daryl Louder
D. 1
To:Contra Costa County Fire Protection District Board of Directors
From:Daryl L. Louder, Contra Costa Fire Protection Dist.
Date:December 4, 2012
Contra
Costa
County
Subject:Service Reduction and Fire Station Closure Plan
BACKGROUND: (CONT'D)
the low baseline level of resources, further reductions will have an adverse impact on response times, operational
capacity, and the District’s ability to protect and serve the community.
Please note that additional service reductions may be recommended for FY-13/14.
CONSEQUENCE OF NEGATIVE ACTION:
The savings from early station closures will not be recognized in the current fiscal year, resulting in more severe
service level reductions in the following fiscal year (FY-13/14).
CHILDREN'S IMPACT STATEMENT:
Not applicable.
CLERK'S ADDENDUM
Chief Louder presented the staff report. Chair Piepho invited the public to comment. The following people
spoke: Pat Frost, Director of Emergency Medical Services (EMS); Rob Schroder, Mayor, City of Martinez;
Howard Geller, Mayor, City of Clayton; Don Tatzin, resident of Lafayette; Cheryll Grover, Mt. View
Improvement Association; Raly Ulmer, Mt. View Improvement Association; Michelle Valente, resident of
Lafayette; Chris Limepeter, resident of Pleasant Hill; Becky Hanson; David George, resident of Lafayette;
Ralph Hoffman, resident of Walnut Creek; ; Michael Egan, Rudgear Estates Homeowners' Association;
George Burtt, Acalanes Valley Homeowners Association; Brandt Anderson, resident of Lafayette; Alma
DeBisschop, CERT; Bobbi Freitas, resident of Lafayette; Kris Hunt, Contra Costa Taxpayers Association;
Carol Yates, resident of Lafayette; Leslie Mueller, American Medical Response; Vincent Wells, President,
Firefighters Local 1230. Written comments were received from: Michael Thomas, resident of Walnut Creek;
Dave Fleming, resident of Sonoma;and Florence Franet, resident of Walnut Creek (attached) Chief Louder
presented the staff report. Chair Piepho invited public comment. The Board discussed the matter at length.
Supervisor Gioia noted that they must very soon set up a structure that involves the work of the Local Agency
Formation Commission (LAFCo) and Emergency Medical Care Committee (EMCC), with their broad base of
knowledgeable professionals with overlapping areas of operation, to look at how to move forward with some
long term issues on a more efficient and cost effective fire and emergency medical services delivery model. He
said that in the short term, there are no general fund monies, and that Prop 172 monies are also linked to the
Sheriffs budget model. The idea of undertaking ballot funding measures in individual areas would create
unequal service in the county and he would much prefer equal service delivery throughout the County. Chair
Piepho noted her agreement with the need for longterm planning, while noting that collaboration from all
related agencies is an opportunity that would take time, and that today they must address the imminent budget
cycle concerns. Savings must be achieved in order to implement the new model that is to be designed. At this
time that model does not yet exist. She requested input from the Board members. Supervisor Mitchoff agreed
with all that this was not an simple matter. She said that the direction for the Chief had been clear, it was a
matter of getting information to the public. She requested that the information provided today be made
available on the District and Clerk of the Board's websites. Additionally she noted that the Board of
Supervisors has done all that is legally possible in regard to costs of pensions, and will also there are and will
be future difficulties in recruitment and retention. Supervisor Andersen, while recognizing that what could be
done has in regard to pension reform, she would like to look to the longterm opportunities five to ten years out,
such as the 2% COLA, as firefighters would be retiring and new one hired. Those figures were not in today's
report and she believes those would be helpful. She said she would like to know if it was absolutely necessary to
close four stations, if there was a feasible scenario of closing less, or if any closures could be delayed until July,
and would like the closures to be viewed as a temporary measure. Chief Louder said that he was open to the
suggestion of a study, which may cost from $100,000 to $200,000, should the Board feel it appropriate and
necessary. Such a study had not been undertaken as of yet because of the district's financial situation. The
Board having spoken, Chair Piepho provided the following list of requested information to return with at the
Board's next meeting on December 11, 2012: a) Recommendations on station closures: b) station call volume
listed on the PowerPoint slides; c) comparison between different station closures; d)the average response time
by AMR ambulance service added to slide ten; e) page numbers on slides; f) need presentation by Pat Frost,
Director of EMS; g)analysis beyond call volume, the process of choosing stations for closure; h) Additional
information on the costs and benefits of creating and implementing a reserve firefighter program, including
information on the costs and benefits of creating and implementing a reserve firefighter program, including
recruitment challenges; i) more data on response times in station 16 if that is available - especially medical
response calls; j) clarification on a brownout versus a closure. k) Make the PowerPoint presentation available
on the Board and District websites; l) informational report from Pat Frost, EMS Director, as the facilitator in
regard to collaboration with AMR, Fire Districts, Cities, and LAFCo, to have them in the EMCC structure (for
the long term), with assistance from the County Administrators Office ; m) Cost benefit analysis of station
closures with more specifics of districts revenues and expenses, building reserves (County Administrators
Office to assist) By unanimous vote of the Supervisors present, this matter is CONTINUED to December 11,
2012.
ATTACHMENTS
Service Reduction Plan 12-04-12
Service Reduction Framework
Contra Costa County Fire Protection District
Service Reduction and Fire Station Closure Plan
Since the recession began in 2008, property tax revenue for the Fire District has declined by
approximately $32 million. During this period, the Fire District has taken a number of actions to
reduce costs in order to maintain essential service delivery.
During the past five years, the District has utilized reserve funds to keep all of our fire stations
staffed and protect the community. In an effort to obtain needed revenue, the District placed a
parcel tax measure on the ballot in November. Measure Q received support from the majority of
the voters. Unfortunately, it did not receive the votes necessary for passage at the “super
majority” threshold. The reserve funds have been expended and the District can no longer afford
to maintain current service levels.
The service delivery model is based on community threat, industry standards, (e.g. response
time, staffing levels, operational capabilities), the risk level the community is willing to accept,
and services the community expects/demands. Currently, the District does not meet industry
standards or best practices for staffing levels, response times, assembly of an effective
firefighting force, or number of specialty units, e.g. truck companies. Reducing resources and
closing fire stations will only exacerbate this already challenging situation.
The contingency plan outlined at the October 23, 2012, Board of Directors’ meeting indicated
that the District would close four fire stations in January. This would save approximately $3M
for the current fiscal year. Closing fire stations reduces expenditures, but it also reduces public
protection in the respective areas and across the entire response system. Stations will be selected
based on the following criteria:
• 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
The District will work collaboratively with our automatic/mutual aid and private sector partners
(e.g., AMR), in an effort to minimize the adverse effects of service reductions. It is important to
note that we can utilize other agencies to supplement our response efforts but not to supplant our
responsibilities.
Service Reduction and Fire Station Closure Plan
Page 2
In an effort to provide a balance between controlling costs and providing some level of public
safety, the following options are provided:
Planned Actions:
• Close four (4 ) fire stations in early January as previously indicated
• Savings – Approximately $3M
• Impact – Reduced service delivery and public safety
• Efforts to minimize the impact –
o Leverage automatic/mutual aid, and private sector partners
o Potentially up-staff one or two units to expedite interior fire attack operations
o Utilize existing reserve force to provide some coverage for closed stations when
available
o 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.
o Develop and implement an EMS only reserve or volunteer program to cover the
affected stations during the non-peak periods
o Limit the response to some non-life threatening emergencies and public service
calls
o Enhanced use of dynamic resource deployment, e.g. posting
o Utilize software to evaluate optimal fire station locations and response
configurations
o Continue to monitor and evaluate service delivery impacts
Fire Stations Identified for Closure:
• Fire Station #4 – 700 Hawthorne Drive, Walnut Creek
• Fire Station #11 – 6500 Center Avenue, Clayton
• Fire Station #12 – 1240 Shell Avenue, Martinez
• Fire Station #16 – 4007 Los Arabis Avenue, Lafayette
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