HomeMy WebLinkAboutMINUTES - 10151996 - D1 DA
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on October 15, 1996, by the following vote:
AYES: Supervisors Rogers, Bishop, DeSaulnier, Torlakson and Smith
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: Contra Costa County Fire Protection District 1996 Departmental
Performance Report
Chief Allen Little, Contra Costa County Fire Protection District, presented an oral
and a.written report to the Board of Supervisors regarding departmental performance
in 1996.
Following comments from the Board members, Chairman Smith invited the public
to comment on the issues. The following person spoke:
Mary Dunne, 3524 Oliver Court, Lafayette.
All persons desiring to speak having been heard, Chairman Smith ended public
comment on the matter.
The Board then took the following action:
1. ACCEPTED the report from Chief Little, Contra Costa County Fire Protection
District, on departmental performance (Attached); and
2. DIRECTED that Mary Dunne's letter (Attached) be listed on the
Correspondence section of the October 22, 1996, Board agenda.
I hereby certify that the foregoing 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 15 1996
Phil Batchelor, Clerk of the Board of
Supervisors and County Administrator
AWampler, Deputy0eterk
RECEIVED
r OCT 15 19%
MaryDy�� . SUS O \ 6�
3524 Oliver Ct. Lafa_
October 8, 1996
oe(� a ` sus
TO: Contra Costa County Local Agency Formation v
S
651 Pine St. Martinez, CA 94553
RE: Proposed Moraga-Orinda Fire District Reorganization: Agenda Item 8e; Oct. 9, 1996
Dear LAFCO Commissioners,
As an affected neighboring (Lafayette) resident and mother of children whom reside part
time in Moraga, I request you consider this letter an official written protest to the
proposed Application submitted to LAFCO requesting Reorganization of the Moraga and
Orinda Fire Protection Districts per the Master Delivery Plan dated August 30, 1996. The
following outline some major concerns:
Increased, substantial new costs that Orinda and Moraga taxpayers would be expected
to pay for the formation of a new, separate fire district that would duplicate the existing
administration and management services already enjoyed under county supervision. In
addition, this new separate fire agency, through loss of economies of scale, generates
concerns with long term financial funding stability and overall ability to remain fiscally
healthy. Consider the important economic issues,which relate to overall efficiency
issues:.
• The total paid personnel would increase by an additional full time Fire Chief and
Battalion Chief, with an estimated increase in annual salaries of $ 290,000 in the
proposed plan. Yet,the County will still employ a full time Fire Chief, to ensure
current service to the remainder of the county will not be undermined, which results in
non Orinda and Moraga taxpayers paying higher costs overall for continuance of
quality fire leadership.
• Increase in costly annual contract costs for: dispatching (possible one time County
charge to "buy in"to expensive communications system), non-routine maintenance of
equipment and facilities,training costs, recruitment and personnel costs, Mutual aid
"add on" costs(including expensive aerial firefighting fees), building and planning
code review services, weed abatement programs, Fire Investigation/Arson services and
Public Education Programs. All these management and prevention services are
currently provided by the County and must continue if maintenance current level of
fire service is demanded,by affected residents and neighboring communities.
• Increase costs to remaining Con Fire customers contributing to funding and
maintenance of Con Fires current level of service. Splitting the fire districts into two
separate fire systems would result in substantial increased overhead and admin. costs,
through duplication of functions and costs, resulting in economic detriment to both
districts customers. This is not "streamlining" or efficient use of assets for the entire
county community, as a whole.
Social (safety) factors are potentially compromised as they relate to disruption caused
by the splitting of the current centralized, standardized operations of command and
coordination for life safety and property services. This could lead to loss of life, property
and protracted litigation by affected residents and neighbors, while creating significant
problems in the area of future service reliability and conformity between
communities.
• Loss of coordination of upgraded fire responses could undermine and create delays
that currently don't exist under the centralized Con Fire operations. The reliability of
rapid, efficient fire response levels, as they relate to large resources available for
deployment of backup personnel, equipment and overall field life safety factors affect
Central Counties communities, the natural environment and business setting.
• Negative repercussions politically and economically could effect overall safety and
financial health of communities. For example loss of formally structured and intensive,
integrated, specialized fire training could lead to neighboring communities to doubt the
competency and abilities of the new fire district. In turn, the potential for changes in
the insurance rates and resale value of property in Central County could be a source of
disagreement (political infighting)between the cities within the new district and their
neighbors.
In summary, this reorganization does not simplify and streamline the overall governmental
structure for the County as a whole, it does not consider social and economic (long and
short term) effects on the applicant communities as well as affected neighboring lands.
Yet, most important, is the concept of compromised safety to our lands, our open space
and the human life of all residents of this County(not preserving, in fact, degradation of
overall synergy of current County fire services and related response levels). Finally, I
respectfully request LAFCO abandon the proposal, or at a minimum, request a detailed
cost comparison between the current system and the proposed alternative, line item by line
item in a budget form, so all contract and personnel costs will be considered.
Thank you,
or
Ma un
October 8, 996
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CONTRA COSTA COUNTY
FIRE PROTECTION DISTRICT
1996
DEPARTMENT PERFORMANCE
REPORT
OCTOBER 1996
TABLE OF CONTENTS
SECTION PAGE
I. DEPARTMENT OVERVIEW
A. Department Responsibilities 1
B. Organizational Structure 1-11
II. RESOURCES
A. Financial Resources 12 -13
B. Personnel Resources 13 -14
C. Affirmative Action 15-16
D. Sick Leave 17-18
E. Staff Development 18-20
F. Automation 20-23
III. CUSTOMER SERVICES
A. Service Delivery System 24-25
B. Customer Profile 26-27
C. Customer Relationships 27-28
IV. ANNUAL PERFORMANCE
A. Performance Indicators 28-32
B. Accomplishments 32-34
V. CHALLENGES AND NEW DIRECTIONS
A. Challenges 34-43
B. New Directions 44
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APPENDIX A: ORGANIZATIONAL CHARTS
APPENDIX B: DISTRICT MAP
DEPARTMENT OVERVIEW
A. Department Responsibilities
The District provides emergency services to structure, wildland,
vehicle and miscellaneous exterior fires; vehicle accidents
involving disentanglement and extrication; medical emergencies
and hazardous materials incidents. Conducts inspections of
buildings and properties to insure fire safety; reviews new
constructions plans for fire code compliance; performs weed
abatement; fire/arson investigation; develops and delivers fire
safety and burn prevention programs to school children, senior
citizens, community groups, businesses and industry.
The Fire District serves the cities of Martinez, Concord, Pleasant
Hill, Clayton, Walnut Creek, Lafayette, Pittsburg, Antioch, San
Pablo and unincorporated areas of EI Sobrante, Oakley, Bay
Point and other unincorporated areas surrounding the
aforementioned cities. The District encompasses a complex
community from high-rise buildings, shopping centers,
apartment complexes and sprawling residential neighborhoods
to large petro-chemical complexes. Interspersed with these
heavily populated areas are major fairways, railways, B.A.R.T., a
grid of petro-chemical pipelines, the Sacramento and San
Joaquin Rivers on the northern boundary and thousands of
acres of rolling grasslands and rugged brushlands.
Contra Costa County Fire also provides a full package of
Administrative Services reflected in this report to the Moraga
and Orinda Fire Protection Districts as a result of the functional
integration established by the Board of Supervisors in March
1993. The services and goals described in this report apply as
well to both the Moraga and Orinda Fire Districts.
B. Organizational Structure
The Contra Costa County Fire District is organized into the
following major divisions: Emergency Operations, Fire
Prevention, Support Services, Personnel and Finance. (See
E Appendix A : Organizational Charts)
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1. Emergency Operations Division:
The Emergency Operations Division is responsible for
response to emergency and non-emergency incidents
consisting of medical, rescue, hazardous materials and
fires. The Division is comprised of five battalions
consisting of 35 fire stations under the direction of an
Assistant Chief. The following operational programs are
managed by the Operations Division:
• Air (Oxygen and Self-Contained Breathing Apparatus)
• B.A.R.T. (Bay Area Rapid Transit)
• C.F.I.R.S. (California Fire Incident Reporting System)
• Disaster Planning
• Equipment Specifications
• Fire Trail Maintenance
• Hazardous Materials
• Technical Rescue
• Hydrants
• Management Information System
• Physical Fitness
• Reserve Firefighters
• Safety
• Station Specifications
• Target Information
• Special Studies as Assigned
• Mutual Aid
• Training Unit
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` a. Training:
The Training Unit under the supervision of a Training
Chief serves a dual role of training and emergency
medical services management within the Fire
District, including Moraga and Orinda. The
responsibility of the Training/EMS Division is:
• identify training needs
• plan and develop in-service training
• develop and maintain a system of administering
training"
• provide the necessary resources for allowing
employees to acquire knowledge and skills
• assure all personnel satisfy initial and on-going
mandated training requirements.
b. Emergency Medical Services:
• assure all patients receive pre-hospital care in
• accordance with defined standards of care
• continually evaluate and improve all components
of the District emergency medical service system
• assure Fire District operations within the
Emergency Medical Services System obtain the
best possible clinical outcome for the patients
• assure there is medical oversight in all Fire
District EMS operations
• assure all personnel satisfy legal requirements in
accordance with their level of training
2. Fire Prevention Division:
Under direction of the Assistant Chief/Fire Marshal the Fire
Prevention Bureau is responsible for overseeing the State
and District Fire and Life Safety regulations and for
promoting fire safety awareness within the District.
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The Bureau is dedicated to fulfilling its mission through an
accelerating series of actions comprised of education, _
training, regulation, enforcement and prosecution. All staff '
apply only those actions necessary to achieve the desired
result.
In addition to the Contra Costa County Fire District, the
Fire.Prevention Bureau provides direct services to the
Bethel Island and East Diablo Fire Districts and supports
the programs in the functionally integrated districts of
Orinda and Moraga.
The Fire Prevention Bureau has three locations; Antioch,
Pleasant Hill and Orinda and is composed of the following
units: Code Enforcement, Engineering, Exterior Hazard
Control, Investigation and Public Education. The
following programs are managed by the Fire Prevention
Division:
• Code Enforcement ~
• Exterior Hazard Control
• Fire Investigation
• Public Education
• Plan Review
• Engineering Systems
• Site Access
• Water Supply
• Permits
• Company Inspections
a. Code Enforcement
The Code Enforcement Unit is responsible for the
general enforcement of all applicable codes and
ordinances in 15,000 existing occupancies other
than one or two family dwellings. The District's goal
is to inspect those occupancies annually for fire and
life safety.
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The Fire Prevention Bureau inspects approximately
6,000 occupancies such as schools, hospitals,
public assembles, licensed facilities and those
requiring permits.
The other 8,000 occupancies are inspected by the
Engine Companies and are the smaller retail,
commercial and residential occupancies.
The Code Enforcement Unit has partnered with the
County Health Department, the County Emergency
Services Department, and the CAER Organization
by working with petro-chemical mentors and our
School Districts to insure an understanding and
proper response to the new Community Warning
System.
The annual inspections are assigned on a quarterly
basis and monitored for completion and types of
hazards found. Since its implementation over 25
' years ago fire statistics show that the Code
Enforcement Inspection Program has resulted in a
reduction of accidental and preventable fires
occurring within the inspected occupancies.
b. Exterior Hazard Control
The objectives of the Exterior Hazard Control
Program are to substantially reduce the number of
weed and rubbish fires; and to limit fires that do
occur to a size that can be effectively controlled with
a first-alarm response. Present suppression
statistics on numbers and sizes of exterior fires
clearly indicate that the program works effectively.
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The program operates by identifying the hazardous
area(s), notifying property owners to remedy the
problem, and with the District removing the hazard
when the property owner fails to do so. Notifying the
property owner is done by letter of which we send
out about 8,400 notices. Properties which are not
cleared by their owners are abated by the Fire
District's contractor. This numbers about 1,150
each year. The cost of the abatement is billed to the
property owner, and if not paid is placed as a lien
against the property.
C. Fire Investigation
Arson is the major cause of deaths, injuries and
dollar loss in commercial properties and the second
leading cause of residential fires and residential fire '
deaths.
The primary responsibility of the Fire Investigation
Unit is determining the cause and origin of
incendiary and suspicious fires, identification of
person(s) responsible for those fires, and actively
pursuing criminal charges.
The Investigation Unit responds to all fires involving
a fatality or major injury; all third or greater alarm
fires; second or greater alarm fires in commercial
buildings; all fires determined to have been
intentionally set; and to suspicious fires when
requested by Operations personnel. The two full-
time Investigators also respond on request to assist
Operations personnel when they are unable to
determine the cause and origin of fires. The
Investigations Unit pursues criminal cases through
the entire legal system including arrest of the
suspect, filing charges with the District Attorney's
Office and testifying in court.
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d. Public Education
The District's Public Education Unit develops,
prepares and presents a variety of fire burn and
injury prevention programs. Programs are available
at no charge to schools, businesses, industrial and
community groups.
The overall goals of the Public Education Unit are to
educate the public about the dangers of fire within
their home and community, how to survive fire when
it strikes, and how to prevent fires, burns and other
injuries from occurring.
The Unit has formed a partnership with the County
Building Department's Neighborhood Improvement
and Development Programs in a Smoke Detector '
Giveaway Program and the County Probation
Department with their Juvenile Firesetter Education
Intervention Program.
The Unit will implement several new programs in
1996, including: A Citizen Rescuer Course,
Emergency Preparedness and Drowning
Prevention/Home Inspections.
e. Engineering
All land development reviews, plan review of
buildings, tenant improvements and fire protection
systems for Moraga, Orinda, Bethel Island, East
Diablo and Contra Costa Fire Districts are handles
through the Contra Costa Fire Engineering Office.
All land development reviews, building and fire
system plan reviews within the incorporated cities of
Antioch, Brentwood, Concord, Martinez, Pittsburg,
Pleasant Hill, San Pablo and Walnut Creek are
performed in the Pleasant Hill office.
Beginning September 1, 1993 all plan reviews within
the unincorporated County areas have been
performed by the Contra Costa Fire representative at
the County Applications and Permit Center (APC).
In addition to the unincorporated area, the APC
representative performs all plans and system
reviews for the cities of Clayton, Lafayette, Orinda
and Moraga which have service contracts with the
County Building Department. An agreement was
struck with County Building Inspection to partner in
the review of plans prior to the issuance of building
permits. Such change empowers the fire service
and reduces conflict between the Building
Department and Fire Districts. In addition, our
greater participation at the APC assists in furthering
the intent of the APC which is of course to provide
improved service and greater integration among
those agencies impacting growth and development.
Since March 1995, we have worked with the City of
Concord in establishing a similar process to the
County APC. The Engineering Office has provided
half-day staffing on Wednesdays each week in the
Concord Building Department. We are in the
process of determining how we will facilitate
additional city requests with limited resources.
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3. Support Services Division:
The Support Services Division is responsible for Property
Management, Vehicle Maintenance, Signed Pre-Emption
(Opticom) and Disaster Planning under the direction of an
Assistant Chief. The following are programs for which this
Division is responsible:
Building Maintenance
• Canvas
• Communications
• Electrical
Equipment Maintenance
• Inventory
Mapping
• Opticom
Property Management (Acquisition Leasing)
• Station Construction
• Station Location Planning
Supply
_ • Vehicle Maintenance
• Wood
• Special Studies as Assigned
4. Personnel:
The Personnel Division under the supervision of the
Personnel Officer provides a full range of personnel
support services to District Managers and Employees.
Areas of responsibility are as follows:
Recruitment and Selection
Promotional Selection
• Classification and Pay Administration
• AA/EEO
• Workers Compensation
`. . Discipline
• Labor Relations - Meet and Confer, Grievances
• Directs and coordinates clerical staff
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5. Finance:
The Finance Division under the supervision of the Chief of
Administrative Services provides the following services for
the Contra Costa County Fire District as well as Moraga
and Orinda Fire Protection Districts:
• Budget
• Accounting
• Contracts
• Risk Management
Prepares proposed and final budgets for three (3) general
funds, four (4) special funds and one (1) capital outlay fund
including reviewing and evaluating budget requests and
developing .budget data to project both annual
expenditures and revenues.
Monitors throughout the fiscal year the various budgets to
control expenditures in accordance with appropriations,
and maintains fiscal controls. Continues to remind all
personnel that the expenditure freeze adopted by the Chief
on March 22, 1995 continues to be in effect.
Oversees and manages the investments in three (3) trust
funds and two (2) special funds.
Following reconciliation with monthly finance reports,
provides Assistant Chiefs, Program Coordinators and
Functional Supervisors with our unique program budgets
to help guide and control their expenditures throughout the
fiscal year.
Works with and assists the County Administrator's Office
on budget and related matters such as fire service funding
workshops and discussions with other public agencies.
Reviews and approves transmittal payments and signs -
purchase orders and related documents, including making
changes and correcting errors where appropriate.
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Bills for fire protection services provided, deposits
incoming revenue and coordinates with the Office of
Revenue Collection on overdue accounts.
Seeks SB90 reimbursement from the State of California
for certain state-mandated programs, including completing
various state forms and doing necessary research.
Prepares special budget reports as needed, and develops
and maintains budget related information.
Confers and works with staff in the Auditor Controller's
Office on financial/budget matters and the generation of
needed information.
Receives and forwards accident and public liability reports
to Risk Management for appropriate handling and proper
reimbursement/charges to the Districts in accordance with
our self-insurance programs for both property damage and
public liability.
Prepares journals for financial transactions between the
Districts and other County departments.
Attends Fire Commission meetings to make presentations
on budgets and related information.
Performs various miscellaneous duties including
responding to surveys, responding to requests for
information, handling requests to interview District
personnel, etc.
I{. RESOURCES
A. Financial Resources
1. Finance:
The FY 1995-96 final general fund budgets for the three
(3) Fire Districts are as follows:
Expenditure Contra Costa
Accounts Coun Moraga Orinda
1000 $40,258,040 $21779,480 $3,700,960
2000 5,536,438 459,310 565,920
3000 416,950 32,950 37,500
4000 7121960 131,000 631300
Total $4619241388 $3,402,740 $4,367,680 _
On the expenditure side, the Fire District budgets are
labor-intensive and personnel costs typically account for
85-90% of the operating budget in a fiscal year. While
modest amounts have been allocated for capital--nearly all
of which is for replacement SCBA's due to the 1994 fire
service reorganization and for monitor defibrillators for pilot
paramedic program -- there are tremendous capital needs,
both maintenance and expansion, which are unmet due to
a lack of funding.
On the revenue side, the primary financial resource is the
property tax which accounts for the great majority of
overall revenue generated annually. Unfortunately, in
recent years, property tax growth has been sluggish with
increases in the 1% to 3% range. The economic climate
in California and in particular the Bay Area needs to
improve to return property tax growth to higher levels.
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The Districts do not receive any sales tax revenue, Prop
172 moneys or federal and state funds. Other than
property tax, only significant revenue sources are weed
abatement charges and Fire Prevention Bureau fees and,
for Contra Costa Fire only, dispatching charges, RDA Non-
Property Tax Pass-Throughs, and fire management and
fire prevention services charges to Moraga and Orinda for
Contra Costa Fire administering those two (2) Districts.
B. Personnel Resources
The FY 1995-96 general fund permanent full time/part
time budgeted positions by function for the three (3) fire
districts are as follows:
Contra Costa
Function Coun * Moraga Orinda
Operations (Fire Suppression/ 335 24 33
EMS/Rescue)
Fire Prevention Bureau 25 0 2
Communications 13
• Apparatus Shop 8
Training 6
Administration (Includes 13 3 2
Clerical Support)
Total 400 27 37
*There are an additional 12 budgeted positions in Fire
Prevention Bureau Fee Schedule Fund in Fire Prevention
Bureau function and one (1) budgeted position in Oakley Fire
Assessment Fund in Operations function.
Non-Safety Retirement Personnel - The Contra Costa
County Fire Protection District has moved toward
employment of non-safety personnel in several areas,
including some Fire Prevention assignments and data
processing. Future considerations will include support
functions such as communications and inventory
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management and general administration.
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Paramedic Staffing - The Moraga Fire Protection. District
has traditionally provided Paramedic services. Planning
has begun for training Orinda Fire Protection District and
Contra Costa County Fire Protection District personnel to
provide these services within 12 months.
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C. Affirmative Action
FIRE DISTRICT
WORK FORCE COMPARISON
390 CC COUNTY
CONTRA COSTA COUNTY FRE TOTAL WORK FORCE LABOR FORCE
African American 4.8% 7.6%
Caucasian 82.3% N/A
Hispanics 8.2% 10.5%
Asian/Pacific Islanders 2.8% 8.9%
American Indians/Alaskan Natives 1.7% .6%
Females 11.2% 45.4%
Males 88.4% N/A
35 CC COUNTY
ORINDA FIRE DISTRICT TOTAL WORK FORCE LABOR FORCE
African American 0 7.6%
Caucasian 97.1% N/A
Hispanics 2.8% 10.5%
Asian/Pacific Islanders 0 8.9%
American Indians/Alaskan Natives 0 .6%
Females 8.5% 45.4%
Males 91.5% N/A
24 CC COUNTY
MORAGA FIRE DISTRICT TOTAL WORK FORCE LABOR FORCE
African American 0 7.6%
Caucasian 87.5% N/A
Hispanics 4.1% 10.5%
Asian/Pacific Islanders 4.1% 8.9%
American Indians/Alaskan Natives 0 .6%
Females 8.3% 45.4%
Males 91.6% N/A
`. *Percentages based on the Contra Costa County Work force Survey Report dates 2/2/96
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CONTRA COSTA COUNTY FIRE
TOTALS FEMALES MALES AFRICAN CAUCASIAN HISPANIC ASIAN AMERICAN
AMERICAN INDIANS .
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390 44 345 19 321 32 11 7
ORINDA FIRE
TOTALS FEMALES MALES AFRICAN CAUCASIAN HISPANIC ASIAN AMERICAN
AMERICAN INDIANS
35 3 32 0 34 1 0 0
MORAGA FIRE
AFRICANj AMERICAN
TOTALS : FEMALES MALES AMERICAN CAUCASIAN HISPANIC ASIAN INDIANS
24 2 22 0 21 ' 1 1 0
The trends in both hiring and promotions, particularly in Contra
Costa County Fire Protection District, are toward enhanced
representation of all protected class members. Progress,
however, is slow due to very low turn-over in the Fire Districts;
employees tend to stay with the District for their entire career.
More recently, promotional opportunities have been reduced by
the integration of Fire Districts and accompanying reduction of
management positions. Nevertheless, the District has ultimately
promoted every protected class member who has been certified
from the Merit System eligible list.
The District is now conducting a Firefighter examination for
which affirmative action will be a primary recruitment objective.
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D. Sick Leave
• Generally, Sick Leave Usage in the Fire District is modest:
% of Fire Station
Number of Employees Work force Number of
(Cumulative Total) (Cumulative Total) Days in 1995
49 5.3 0
57 (106) 17.8 (33) 1 or less
40 (146) 12.5 (45.5) 1 to 2
36 (182) 11.2 (56.7) 2 to 3
33 (215) 10.3 (66.9) 3 to 4
31 (246) 9.7 (76.6) 4 to 5
17 (263) 5.3 (81.9) 5 to 6
20 (283) 6.2 (88.2) 6 to 7
16 (299) 5.0 (93.1) 7 to 8
22 (321) 6.8 (100) More than 8
"Low" Sick Leave Usage
- Clearly, sick leave is very heavily skewed toward little or no usage.
One third of the Workforce was off duty on Sick Leave for only
one day or less! Almost one half of the workforce was off only 2
days or less. This is remarkably good attendance.
"High" Sick Leave Usage
Those employees with "higher" sick leave usage constitute a
very much smaller portion of the workforce. Only 11% of the
employees used more than 7 days and almost 90% of those
absences were medical events for which this fringe benefit is
intended:
Major Personal Injury/Surgery/Illness - 50%
Parental Leave - 22%
Family Leave/Emergency - 15.5%
Various Intermittent Illness - 12.5%
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'7D /
Sick Leave Administration
Sick Leave Usage in the Fire Districts has been monitored on
individual basis by both line managers and the Personnel Office.
Where questions have arisen about the legitimacy of Sick
Leave, individual counseling and monitoring have been
implemented per District Policies.
Where necessary, Progressive Disciplinary Actions have been
taken.
E. Staff Development
• Training
The Fire District has aggressive training and
development programs. Each Training Officer is sent to
2 to 3 classes a year on topics to improve their
knowledge and skill within Training, and to keep
appraised of new technologies and advances in
Fire/Rescue.
The fire service, as an industry, places heavy reliance
on training. Every Engine Company participates in
training almost every day. Cross battalion training and
assignments are made as District needs change.
• Evaluations
Current policy is to evaluate every employee at the time
they have a merit salary increment. Proposals have
been made to Local #1230 to extend this to all
employees, every year.
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• Committees
Since consolidation, we have established a number of
ad hoc advisory committees. Members are encouraged
to participate in these committees to make
recommendations on adoption of uniform policies,
practices and equipment. Many of those
recommendations have been implemented and many
are still being addressed. Some of those District
Committees are as follows:
♦ Affirmative Action
♦ Apparatus and Equipment
♦ E.M.S.
♦ Operations
♦ Safety
♦ Station Design
♦ Technical Rescue
• Career Development
Under the Management Education Incentive Program,
• every manager is strongly encouraged to participate in
at least one career development course per year. This
Program is monitored by the Personnel Division to
ensure criteria is being met and goals identified.
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• Memberships
Division Managers are active in relative organizations
such as the following: -
♦ California Fire Chiefs' Association
♦ California Fire Chiefs Association, Fire Prevention
Section
♦ California Fire Chiefs Association - Training Section
♦ California Fire Chiefs Association - EMS Section
♦ California Fire Mechanics Association
♦ Contra Costa County Fire Training Officers-
Association
♦ International Association of Fire Chiefs
♦ International Conference of Building Officials
♦ International Fire Code Institute
♦ National Fire Protection Association
♦ The Alliance for Fire and Emergency Management
♦ Association of Public Communications Offices
F. Automation
The District continually strives to find better ways of doing more
with less. The following are examples of how we are using
automation to accomplish our goals:
1. Emergency .Operations:
• Automation has been key in building the infrastructure
necessary to collect, store and retrieve incident data.
This data is used to produce crucial information
showing incident frequency, incident types, station
response time, required resources and capacity
planning requirements. The District is also required to
make incident data available to the State Fire Marshal's
Office as well as to the public.
• The District's Local Area Network (LAN) has expanded
into four battalions and the Training Division. The
network also has access to the County-wide area
network.
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• Most of the "IS" (Information System) effort in
supporting Operations has been in the area of
facilitating incident data capture and reporting.
Modems and phone lines have been installed in many
of the stations, and a centrally located subsystem
containing a centralized incident database (Sunpro) has
been connected.
• Other significant work included implementing an
automated recall system, statistical reports generated
from dispatch, and a street map index produced from
down-loaded computer aided dispatch (CAD) data.
• In the next few months, the District will have a
centralized, fully-automated incident data collection,
and an executive information system where a variety of
statistics will be easily accessible on-line. All fire
stations will be linked to the CAD and other programs
on the LAN.
• The Training/EMS Division is in the process of placing
all individuals and company training records on a data
base, in addition to training aids, such as videos,
textbooks, etc. Computer data bases will track all
individual employee training needs and/or deficiencies.
Availability of data will be through a network for the Fire
District Administration Office and all fire stations.
Computer equipment has been purchased to develop
overhead transparencies. Plans are being developed
to provide computer assisted instructional capability
through the use of CD ROM's.
2. Fire Prevention:
• The Fire Prevention Bureau has added PC's at the
satellite offices in Antioch, Lafayette and Orinda, as well
as the Engineering Office and Reception counter in
Pleasant Hill, all of which are linked to the District's
central server.
-j
21
• Common Weed Abatement, Fire Inspection, Plan
Check and Word Processing applications are now
available for us at the remote sites as well as access to ,
the Countywide area network. It is anticipated in the
near future that a PC will be installed at the County
Application and permit Center (APC) giving our
personnel access to the District's programs and data.
We are researching handheld data collection devices to
be utilized by the Fire Inspectors to remotely collect
data and generate inspection reports and
correspondence.
3. Support Services:
Vehicle Maintenance
• A Vehicle Maintenance Records System has been
automated at both Central and East Shops. Currently,
historical data is being transferred to the "RTA"
Records Management System. Both Shops, "RTA"
Systems are now directly interfaced, facilitating the
transfer and entry at either location.
• Vehicle Maintenance Invoices for repairs have been
automated to facilitate inter-District maintenance and
repair charges and associated cost recovery.
• Planned changes include automating daily, weekly and
monthly fire apparatus check lists and fuel consumption
logs and Work Orders. Preventive maintenance is now
scheduled for both Moraga and Orinda Fire Districts.
Testing of pumps and aerial is also done by the Central
Shop.
22
Emergency Communications
• Emergency Communications - Incident Dispatch Data
from the "CAD" (Computer Aided Dispatch) System is
automatically transferred to each fire station's CFIR's
report system on a real time basis. The District's
Management Information System has been enhanced
by the availability of emergency incident information
through the CAD System, this minimizes data entry
errors and reduces workload.
• Response data can now be used for future fire station
location planning needs. Currently, 1994 and 1995
response times are being processed to assist in site
plans and/or fire station relocating.
Planned enhancements include the expansion of the
current "MTN" Medical Transmission Network to
provide for automatic incident and unit status from all
fire agencies within the County for use by the County
y E.O.C. and Fire Operations Centers.
• Automated Medical Prioritization Screening and pre-call
arrival instruction formats and protocols are being
tested currently.
4. Personnel:
• The Personnel Division has developed a Personnel/
Payroll Management Information System to track such
things as staffing, time off and overtime to facilitate
information accessibility for management purposes.
5. Finance:
• Contra Costa Fire Program Budget System is
maintained in the services and supplies accounts,
enabling the District to maintain a more up-to-date
picture on the status of the budget as expenditures
and/or orders for supplies and goods occur.
23
III. CUSTOMER SERVICES
A. Service Delivery System ,
1. . Emergency Operations:
• The District's goal is to attain a five-minute emergency
response time, called "reflex time", for 90% of the
District area. This includes 9-1-1 dispatch processing
time, unit dispatch, unit get-out and travel time. When
multiple units are dispatched, such as a reported house
fire, all units, including a Chief Officer, should arrive
within a 10-minute reflex time. Currently, approximately
67% of the District is within the five-minute response
time. .
In order to achieve this standard, stations should be
placed within three miles of each other and staffed by ,
full time emergency personnel.
The rural response standard is stations placed 6 miles
apart and emergency first response within ten minutes.
FIRE DEPARTMENT
RESPONSE TIME
MEDICAL/ DETECTION & ALARM GET RUN SET MEDICAUCARE
IGNITION REPORTING OUT TIME UP SUPPRESSION
1 Minute ( 1 Minute ( ----GOAL: Less Than I
3 Minutes I
I ----5 Minutes — --
. r
24
2. Fire Prevention:
Service Delivery System is best described by naming the
six units:
• Planning - Interacting with developers and municipal
planners regarding land development.
• Engineering - Review of certain plans and
specifications relative to fire resistive construction and
life and property fire protection systems.
• Code Enforcement - Field inspections and verifications
to ensure a reasonable degree of safety exists.
• Public Education - Directed at various target groups
and designed to prevent or reduce the effects of fire.
burn injuries, home and business accidents and to
better prepare for local disasters.
y • Exterior Hazard Control - Intended to reduce the
available dry vegetation in an effort to lessen the
likelihood of fire, and to minimize potential spread,
should fire occur.
Investigations/Arson Unit - Ensures all fires are
investigated as to cause and origin. In addition the Unit
pursues, arrests and assists in the prosecution of
arsonists.
Note: Discretion: With the exception of the Public
Education Unit, all other unit services are
required by statute or regulation.
25
B. Customer Profile -
• Emergency Operations Customer Profile consists of a ,
wide variety of individuals who are residents from various
socio-economic backgrounds, and a day population of
workers from other areas. Additionally we serve
customers from schools, manufacturing, airport, rail
transit, municipal agencies and a large business
population.
• Planning Customers consist of the many who seek
information and advice regarding fire and life safety issues
relating to land development, including: local planning
department personnel, planning commissions, developers,
land owners and real estate personnel. For example, their
need for service stems from the necessity to consider
statutes and regulations enforced by the Fire District
associated with development.
• Engineering Customers include building departments,
property owners, architects, engineers, contractors and
their sub-contractors. For example, their need for service
centers on assurance all applicable statutes and
regulations enforced by the Fire District are considered.
• Code Enforcement Customers include all
owners/managers of commercial and multi-residential
property. Their need for our service may include; need for
clearance in order to have occupancy or business permit.
They may need a fire permit or clearance to obtain a state
license to operate. A day care, hospital, private school or
senior center are examples. General citizens are also
customers to the extend we will receive and investigate
safety complaints and provide education, and information
whenever possible.
26
• Public Education Customers include all with whom we
have contact. A variety of programs reach the elderly, the
very young, school age children, teachers and a host of
' other target groups. Our customers will expect to hear
from us or often will call and make specific requests. An
apartment home owners association may request a guest
speaker to advise on general fire safety. For example, a
city public works department may request a class and drill
on the use of portable fire extinguishers.
• Hazard Control Customers include the complainants
regarding threats to their property. Farmers, ranchers,
country clubs, water districts, home owners associations
and other large property owners who need customized
advice and direction as to protection against wildfires.
• Investigations/Arson Customers include other law
enforcement agencies, the D.A.'s office and citizens or '
victims who will make contact with respect to providing
information or expressing concern or fear regarding the
crime of arson. The need for this service becomes
apparent when one realizes none of the local law
enforcement agencies are trained or staffed to do arson
cases. However, all do assist and work directly with the
Arson Unit.
C. Customer Relationships
Within the Emergency Operations Division, Customer Service is
the District's first priority. Operations personnel frequently turn
an emergency incident into a positive experience for both the
victims and fire personnel. Customer assist calls also provide
positive service relationships. Customers access this service by
dialing 9-1-1.
Within each unit of Fire Prevention efforts are made to identify
and maintain contact/communication with steady customers.
Examples: The Arson Unit sends out periodic newsletters
regarding unit activity and arson crime statistics for each city and
the Sheriff. The Plans Unit makes house calls to the various
' 27
planning departments to talk and work with planning personnel.
In order to be reasonably accessible to our customers, regional
offices are run in the East (Antioch) and West (Orinda) along
with Main or Central Office in Pleasant Hill.
In the area of Plans and Engineering, the District provides full-
time staffing at the County Application and Permit Center. In
addition, we provide weekly half-day staffing in the City of
Concord.
IV. Annual Performance
A. Performance Indicators
1. Emergency.Operations:
Damage control at fire incidents continues to improve as a
result of engine and truck company standards coupled
with multi-company drills. To enhance the District's I.S.O.
rating, mandated drills and exercises are an on-going
practice. `
Training:
The Training/EMS Unit primarily works with performance
indicators found in a training/evaluation environment and
in actual emergency incidents.
• Monthly In-Station Quiz Scores
• Evaluation of Engine Companies of Engine Company
Standards
Review/Critique of All Major Incidents
• Review of all Defibrillator Audio Tapes and Code
Summaries
On-Scene Observations of Emergency Incidents
• Incident Report/Patient Care Report Review
• Probationary Written and Performance Examination Scores
• Review of Priority Dispatch Audio Tapes
• Communicable Disease Exposure Investigation
• Course Final Written and Performance Examination Scores
28
2. Fire Prevention:
• Engineering and Code Enforcement Units:
• Reduced plan check turn-around. Was 2 to 3 weeks
and runs up to a week now.
• Implementation of new computer tracking system
allows the District to determine and share project status
quickly.
• An increased Inspector pool ( 15 vs. 4) provides the
ability to better meet the appointment needs of
customers. Through cross training of the existing
Inspectors, we now have a larger pool of qualified
individuals capable of performing field inspections and
tests of life safety and fire protection systems.
Exterior Hazard Control Unit:
• Use of Fire Prevention Specialists has dramatically
reduced the program costs rather than paying
Firefighter overtime.
• Timeframes required to accomplish abatement tasks
have been significantly reduced by the use of Fire
Prevention Specialists.
• Required training and survey times have fallen,
reducing costs and insuring hazards are eliminated
more quickly.
Fire Investigation Unit:
The Unit responded to 275 fire incidents in 1995, a 20%
increase over the previous year. The Unit closed 43% of
all incidents investigated, by arrest or juvenile intervention,
while nationwide close statistics are at 15%.
29
Public Education Unit: _
The following list represents recent improvements.in the
way of new programs or revisions designed to increase the
Unit's performance:
• Public Service Announcements and press releases
may go out twice a month in English, Spanish and
Chinese.
• Smoke Detector Give Away Program for seniors and
other disadvantaged citizens.
• "Local Emergency Action Plan" Program educates
citizens about disaster preparedness.
• "After the Fire Program" enables Prevention Specialists
to visit neighborhoods with educational messages after
a serious fire, explosion, injury or loss of life.
• Management of the "Safety 1 st" television video project.
Aired by CCCTV. Programs educate viewers about
earthquake preparedness, drowning prevention,
accessing the 911 system and security bars on
windows.
• New "Juvenile Firesetter" referral process through law
enforcement and probation agencies as well as school
principals. Intended to identify and process a greater
number of juveniles.
• Developed an evaluation form to be completed
following each educational presentation. Intended to
provide a critical analysis of each presentation,
resulting in continuous performance improvement.
30
3. Support Services:'
- Emergency Dispatch
• The Communication Center processed over 38,000 incidents
for 1995. The Center provides dispatch services to Bethel
Island, Contra Costa County, East Diablo, Moraga and
Orinda Fire Districts Emergency Communications targeted
goal for processing 9-1-1 calls for assistance is being met;
i.e. 90% of all emergencies are processed and dispatched
within 60 seconds, with 75% of all calls within-45 seconds.
• Emergency Medical Calls are routinely audited by an
assigned EMS Coordinator for quality assurance.
• While EMS pre-call arrival instructions have been in place
since 1988 on a manual card set basis, automation of same
will facilitate quality assurance efforts and at the same time,
provide for tier type response system. Measure "H" funding is
allocated and EMS Director is coordinating implementation
• Since, the Emergency Dispatch Center was combined with
D.R.C.C. 1991 incident call volume has increased 27%
without increasing the number of dispatchers on-duty.
Vehicle Maintenance:
All in-service fire apparatus is checked by assigned
personnel on a daily, weekly and monthly schedule.
There are apparatus check lists to ensure continuity
and accountability.- All Fire Apparatus and Support
Vehicles receive a maintenance service on a regular,
reoccurring basis. Fire apparatus also undergo a safety
check which is targeted twice a year. We are currently
servicing units every 8 months.
31
• We are reviewing a 90 day safety check program for .
specific vehicles. It appears that in order to meet the
Quarterly Safety Check Requirement with the least
impact on emergency operations, a mechanic will be
assigned to inspect fire apparatus at their assigned
locations.
• All apparatus with fire pumps and/or aerial ladder
platforms are tested annually to recognized NFPA
Standards. I.S.O. grading schedule also takes into
account frequency of tests for insurance rating
purposes.
4. Finance:
• Overall annual expenditures are within budget
appropriations.
B. Accomplishments
1. Emergency Operations:
• The District, may now assign personnel to any fire .
station, thus eliminating the barrier of old District
boundaries.
• Standardized hose, self-contained breathing apparatus
(SCBA), fire apparatus, and protective clothing have
been purchased or is on order.
• A new battalion of nine fire stations has been formed;
these nine stations are from Orinda, Moraga and
Contra Costa County.
• The design and construction of a new fire station was
concluded; this design will be used as a prototype for
future fire stations as funding becomes available.
• The District has initiated specific training in technical
rescue and hazardous material response.
32
2. Support Services:
• I.S.O. Grading Survey completed - Spring 1996. Final results
pending, however, insurance rates will likely improve in some
parts of the District with "1" being the best. Current grading is
a "3" for the Central area, "4" for East and West District
areas, and "9" for areas without a municipal water supply.
• Property Profile of all fire stations and facilities completed,
with selected property appraisals target for this year.
• Building and Grounds Program and Inspection Guide
implemented January 1996 for each Fire Station and District
Facility.
• Vendors list for facility repairs and services was updated to
include MBE/MWE listings.
Surplus vehicles and equipment were disposed of late 1995
which generate over $20,000 in net proceeds to the District.
Surplus office furniture and equipment from former East
Administration facility is being processed currently.
Mapping Program was reviewed and implemented in the
Spring of 1996.
• Station site coverage and response distance maps were
developed for each Battalion for planning purposes.
• Community Warning System Response preliminary scenarios
developed.
• District wide waste paper recycling program
implemented and over-all waste disposal costs
reduced.
• Year Growth Fire District Projections were developed
based upon City, County and ABAG Data input.
33
3. Finance:
• Expanded the use of Contra Costa Fire program budget `
system into the Moraga and Orinda Fire Districts to
provide structure and organization to their budgeting
process and the development of more precise data.
• Chief Officer/management review of budget requests
for the three (3) Merit System Fire Districts to
coordinate purchases in the various programs.
• Standardization of budget preparation and monitoring
for all three (3) Merit System Fire Districts.
• Coordination and standardization when pursuing SB90
reimbursements and when processing accident reports
through Risk Management.
V. CHALLENGES AND NEW DIRECTIONS
A. Challenges `
1. Emergency Operations:
This report gives an in-depth understanding of the
challenges facing the Operational Division.
Hazardous Materials Response
The District's goal is to have a three member Hazardous
Materials Response team available 24 hours per day.
• Education - All firefighting personnel are trained to the
FRA/First Responder Awareness and FRO/First
Responder Operational level for hazardous materials.
This level of training allows our personnel to do
DEFENSIVE TACTICS ONLY. We are in the process
of completing a six (6) hour course in-house using
California Specialized Training Institute (C.S.T.I.)
material for all line personnel.
34
Haz Mat Technicians and Haz Mat Specialists - A
Hazardous Material Response team will need
• approximately 30 personnel trained to the Tech level
with some of these personnel receiving additional
training to the Spec level. With this level of training,
personnel may take an offensive approach and enter a
contaminated area. This number allows for ten (10)
trained individuals per shift for . replacements for
vacations, sickness, injury, as well as staffing a three
(3) person response team. All team members will be
C.S.T.I. certified in Hazardous Material which is the
norm for the State and will participate in scheduled
regional training and drills. The District currently has a
number of personnel trained to these levels who are
interested in becoming team members.
Education for team members is an ongoing process
and requires the budget to accomplish this. Industry
had an interest in the District's formation of a team and
may help with some of these continued educational
costs.
• Decontamination - All multi company stations will be
trained in decontamination procedures using C.S.T.I.
materials. This will be completed in 1997.
• Response Unit - For better utilization of this piece of
equipment, it should be built and equipped for more
than just "Hazardous Material" responses. The unit
should carry equipment which could be used by the
team members to mitigate an incident involving
hazardous,materials or aid other firefighters performing
other duties. This unit could incorporate an air cascade
system and be utilized as a breathing support as well
as a lighting unit.
35
70 1
Hazardous Material Responses - Personnel responding ^
on this unit would be an either/or crew, meaning either
an engine or Haz Mat Unit response. It should be
stationed near industry which appears to be the big
user for this type of unit and near freeways which allows
for quick response within the County. The proposed
Station 87 in Battalion 8 may be a good location.
If entry is required to mitigate an incident, a second
response team will be required (by law) to back up the
entry team. Second teams are available immediately
from the Richmond Fire Department or within an hour
from the San Ramon Fire District. Environmental
Health sends a minimum two (2) person response
team. The District's response team of three personnel
will be available for immediate response 24 hours a
day, everyday.
Talks with Richmond and San Ramon pertaining to a
mutual response for Hazardous Material incidents have :
been positive. San Ramon, because of their tri-valley •
agreement, has to wait for up to an hour to gather a .
crew before responding.
For a typical haz mat response, only one crew would be
required for investigation. If level "A" or "B" entry is
required, another Haz Mat team would be requested
from the closest and available district or department.
Level "A" and "B" entries both require encapsulated
suits. The difference in the two levels is that the Level
"A" suit is impermeable to both liquid and vapor, but the
Level "B" suit (splash suit) is only effective against
liquid.
r
36
_ ,.., .:
Paramedics /Advance Life Support (ALS)
. . The plan was developed keeping in mind the Emergency
Medical System as a whole. The plan calls for the
systematic implementation of one paramedic on an engine
company. These engine companies would become ALS
engines.
The.critical timeline for provision of paramedic service is
employment of staff. Current plans are for a firefighter
recruitment commencing October 11, 1996. Recruitment
of paramedics into this applicant pool will be a priority.
Human Resources expects to complete that examination
and produce an eligible list by January 1. 1997. Final
selection- interviews, medical screening and background
checks for those selected for hire should require an
additional 30 days. . Once hired, all candidates will
participate in the Fire Academy for approximately 90 days. '
_ Thus, we estimate that new paramedic firefighters may
begin duty on May 1, 1997.
Training & Logistical Support
Critical Incident Stress Debriefing Program:
Establishment of a critical incident stress debriefing
program being finalized at this time.
Quality Improvement Program: Con Fire is currently
implementing clinical review and quality improvement
with medical oversight which meets County standards.
Application for Enhanced First Responder EMT 1
Paramedic Services: County EMS Agency must
approve enhanced first responder services at the EMT
1 and Paramedic levels. Expected completion date
12/96.
Written Agreement with County EMS Agency: Will
establish a written agreement with the County EMS
Agency. Expected completion date 12/96.
37
Required Training: "Partners" training will be provided
for all EMT 1 personnel to assist the first responder
paramedic. '
Paramedic Accreditation Process: Contra Costa
County Fire Protection District has contracted with
American Medical Response, West, to provide
accreditation evaluations.
Advanced Life Support Equipment: All apparatus must
be equipped with advanced life support equipment.
Response Data & Performance Reports: Reporting
and monitoring mechanisms have to be put into place
with County EMS. Expected completion date 12/96.
• Long Term Development
Additional paramedic personnel would be developed
from existing Fire Protection firefighters who are
interested in becoming paramedics. They would be
trained through an approved paramedic training
program within the County. A firefighter selected to
become a California State licensed paramedic would be
required to complete a minimum of 1032 hours of
training.
In addition, County accreditation is required for each
paramedic. This entails satisfactorily treating five (5)
patients with advanced life support skills. Additional
training required of the licensed paramedic working in
Contra Costa County is:
♦ Advanced Cardiac Life Support (ACLS),
Infrequent Skills Course
♦ Intubation Module and Basic Trauma Life Support, or
♦ Pre-Hospital Trauma Life Support
' f
38
This would be up to 72 additional hours of training. The
County EMS Agency also requires the completion of 12
to 15 hours of training to work with an EMT 1 partner.
After completing all the trained requirements, firefighter-
paramedics must participate in and successfully
complete a provisional assignment program approved
by the County EMS Agency.
To analyze the need for a Technical Rescue Response
Team, we need only to look around us to- see what
events have occurred where specialized rescue
capabilities were needed. The Loma Prieta and
Northridge Earthquakes highlighted the need for
structural collapse, confined space, and trench rescue
capabilities. The Midwest floods highlighted the need
for water rescue capabilities and the many mountain
rescues nationwide have highlighted the need for rope ,
rescue capabilities.
Although we have not had a major catastrophe which
required a technical rescue response team, we have
experienced many local incidents which were smaller in
scope but still required a technical rescue capability
above and beyond the every day fire rescue. The
rescue of Kelly Morgan who was trapped under the
highway 24/680 freeway exchange collapse is an
example.
We have been to several rescues on Mount Diablo, at
Castle Rock Park and at Black Diamond Mines which
required the use of ropes or other technical skills in
order to effect the rescue.
The heavy industry around the County points out the
need for confined space, structural collapse, and trench
rescue.
39
-D- /
Statistics show that 65% of the fatalities in the technical
rescue arena are the rescuers. One of the corner
stones of technical rescue training is teaching the =
rescuers how to protect themselves while effecting a .
rescue.
So what is the Technical Rescue Response Team?
The team is responsible for making rescues in five
different arenas. Structural Collapse; Confined Space;
Trench Rescue; Water Rescue; and Rope Rescue.
The team is developed under a Technical Rescue
Response System. As a part of the Technical Rescue
Response System all personnel are trained to the
awareness level in all of the five disciplines. Identified
personnel are trained to the operational level in certain
disciplines. We have targeted the truck company
personnel for this training. Other personnel are given
specialized training based upon where they are
stationed, for instance personnel who work at stations
which have a water interface are given special
instructions on water rescue.
The goal of the Technical Rescue Response system is
to train enough personnel in all five of the Technical
Rescue Disciplines that a rescue in any of them can be
made any time of the day or night, 365 days per year.
To make the rescue and bring our people out safely is a
high priority in the training in the Technical Rescue
disciplines.
The Technical Rescue Response System has been
designed around the Urban Search & Rescue Model
adopted by F.E.M.A. Tools, equipment and training are
designed to be integrated into that system if necessary.
40
_ The District started development in 1995. Instructors in
- rope rescue were trained. Instructors were brought in
• to teach Rescue Systems 1. District instructors then
taught Rope Rescue Systems to all truck company
personnel. This year the District is developing a
confined space training program.
Water rescue capabilities have been developed with
the training being delivered to all companies which
have a water interface within their first-in areas.
We still depend on Moraga Fire to provide Trench
Rescue Services. We have development of this
capability for Contra Costa Fire to take place in
subsequent years. I anticipate that the Fire District will
be proficient in all five of the disciplines within four
years.
A continuing challenge is the "blending" of the former Contra
Costa, Riverview, West County, and Oakley Fire Districts as well
as the functional management of Orinda and Moraga Fire
Districts. Funding plays a key part in this process; availability of
funding will determine how quickly and effectively this can be
completed. Each year the District moves closer to this goal.
The amount of information that personnel must know and the
number of skills required are increasing as the Fire District
prepares to provide new services. Fire departments are also
being required to satisfy a greater amount of mandated training.
The Training/EMS Division faces great challenges in the future
.as the Training/EMS workload has tripled while staff size has
been maintained. Additional funding will have to be placed into
developing of additional personnel and training resources while
improving the methods of delivering training.
41
2. Fire Prevention:
• The cities, like Contra Costa County, increasingly strive
to stimulate proper economic growth and development
through inventive measures designed to simplify or
remove red-tape. As a result, the District anticipates
further requests for fire service input made directly from
city application and permit centers. Difficulty stems
from the resulting de-centralization of fire prevention
resources and potential higher costs. The Prevention
Division is currently examining methods to provide a
reasonable presence at city permit centers which will
not jeopardize the economy provided by the current
system of reviewing planning issues and the review of
construction and fire systems documents at our Central
Office.*
3. Support Services:
• Vehicle Maintenance - Maintain all vehicles and related
a preventative maintenance and cost effective basis.
The ability of the Fire District to replace, rehab and
maintain emergency vehicles as well as buildings is
being severely limited by the lack of funding. For years,
the Fire District has stretched its dollars to provide
reliable fire engines, equipment and facilities on a cost
effective basis. Fire Engines need to be replaced, roofs
redone, driveways repaired, etc. There are currently 21
stations that are more than 30 years old.
• Communications - Process all emergency and business
calls for service rapidly and efficiently.
• Buildings & Grounds - Provide for a preventive
maintenance program resulting in a safe work
environment and fewer major repairs through a
programmed maintenance and site inspection system.
42
3. Finance:
• Develop and implement Overtime Tracking System to track
overtime expenditures by program and line, thereby mirroring'
our present system of tracking services and supplies
expenditures by program and line.
• Automate via our LAN 1) both budget preparation and
monitoring and 2) the preparation, review and approval
of Internal Requisitions. Achieving this will take time as
significant application development work/training is
involved along with the prioritization of numerous
District tasks desired to be automated.
• New County Payroll/Human Resources system
currently under development.
• New County Finance System previously discussed but
not yet under development.
y
43
'
B. New Directions
The most critical issue facing County Fire Services remains the lack of fiscal
resources to address the replacement of aging apparatus, maintenance and
major repair of facilities including the seismic upgrade of fire stations and the
construction of fire stations, both relocations and additional stations in service
deficient locations and the associated staffing and the funding of important
programs such as Paramedic, Hazardous Material and Technical Rescue.
While we have made considerable progress in the standardization of policies,
procedures, equipment, etc., required by the annexation of fire districts July 1,
1994, there are tasks yet to be completed which have been prolonged due to
fiscal constraints.
We will continue to explore alternative funding resources and plan our
operations to be as fiscally responsible as possible. Assistance and support
from the Cities and citizens we serve are imperative to our long term success.
Major changes in the Health Care Industry are expected to increase the role
of public agencies in the provision of emergency medical services of the
highest caliber. We have accepted that challenge and are developing Fire
District resources in the form. of first responder paramedic services through arr
engine based advanced life support service. There are internal factors
relating to staffing which must be resolved as part of the planning process.
External factors relate primarily to funding issues and cooperation with other
components of the E.M.S. System. Our philosophy is to work cooperatively
within the system to provide the best possible results to our customers, the
citizens of Contra Costa County.
Another area of emergency services we are focusing on is technical rescue
capability. The likelihood of natural and manmade disasters appears to be
increasing, and we are improving our capabilities and readiness.
Funding alternatives to the special taxes requiring 2/3 Voter Approval do not
appear viable in the current political climate and we are surely approaching
the difficult task of gaining voter support or eventually reducing services to
funding levels.
44 .
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