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HomeMy WebLinkAboutMINUTES - 03281995 - H.B sE--` Contra Costa TO:. BOARD OF SUPERVISORS o! ?s FROM: PHIL BATCHELOR �aTr. �r County q coux1 County Administrator DATE: March 28, 1995 SUBJECT: POTENTIAL JOINT SERVICE ARRANGEMENTS BETWEEN CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT, RODEO-HERCULES FIRE PROTECTION DISTRICT AND THE CITY OF PINOLE FIRE DEPARTMENT Specific Request(s) or Recommendation(s) & Background & Justification RECOMMENDATION: 1 . Authorize Contra Costa County Fire Protection District Fire Chief and County Administrator's Office to conduct discussions with the Rodeo- Hercules Fire Protection District and the City of Pinole regarding potential joint service arrangements such as functional integration or consolidation. 2 . Direct County Administrator and Contra Costa County Fire Chief to define the scope of a regional study to develop a Fire Protection Services Delivery Plan in conjunction with the Rodeo-Hercules Fire Protection District and the City of Pinole (Pinole Fire Department) and report back to the Board on the study scope. 3 ., Determine costs and revenue sources associated with the Fire Protection Services Delivery Plan. 4 . Direct the Contra Costa County Fire Chief and the County Health Services Director to report to the Board on the feasibility of developing a hazardous materials response capability in the Pinole/Rodeo-Hercules area. Continued on Attachment:—X— YES Signature: Recommendation of County Administrator Recommendation of Board Committee Approve Other Signature(s) : Action of Board on: March 28 , 1995 Approved as Recommended X Other Vote of Supervisors : I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN Unanimous Absent ) AND ENTERED ON THE MINUTES OF THE Ayes : 1 , 2 , , 5 Noes : 3 ) BOARD OF SUPERVISORS ON DATE SHOWN. Contact: T. McGraw (646-4855) Attested: ^ cc: Contra Costa County Fire Phil Batchelor, Clerk of Rodeo-Hercules Fire a Boa d of Supervisors City of Pinole a d Co Administrator Health Services D County Counsel By: DEPUTY a:her-pin.bo Potential Joint Service Arrangements March 28, 1995 Page 2 REASONS FOR RECOMMENDATION/BACKGROUND: Two separate actions have occurred over the last several months that have given rise to the need to enter into discussions leading to a study of fire service needs in the Pinole/Rodeo-Hercules area of the County. The City of Pinole contacted the County Administrator with a proposal to study the feasibility of the Contra Costa County Fire Protection District taking on the responsibility for fire protection services in the City of Pinole by absorbing the Pinole City Fire Department. The District and the City have developed some preliminary information regarding a merger, but have not completed the review of the proposal . The Rodeo-Hercules Fire Protection District was awarded a grant from the Contra Costa County Redevelopment Agency to assist in funding the seismic upgrade of the District's fire station (Station No. 75) in Rodeo. As a condition of receiving the grant, the District agreed to cooperate with the Contra Costa County Fire District in developing a Fire Protection Services Delivery Plan for the region. Accordingly, it is appropriate and necessary for the Contra Costa County Fire Chief and the County Administrator's Office to meet with the above-mentioned fire agencies to define the scope of the Fire Protection Services Delivery Plan study. The Union Oil Company and the Pacific Refining Company have made commitments to help finance the establishment of a hazardous materials response capability by funding a hazardous materials emergency response vehicle and training for the response team. In response to this funding commitment, the Contra Costa County Fire District and the Health Services Department need to work with the two corporations to determine the feasibility of implementing an emergency response team. Date: 71,1,3 REQUEST TO SPEAK FORM {Two [2] Minute Limit) Complete this form and place it in the box near the speakers' rostrum before addressing the Board. Name: tJ���1 L ��4lri�Z-A Ir) Phone:(37--/,l� �J�2 12 34,-�) Address .j / 1��� ���r � ,•� City- lam ity:1am speaking for: ❑ Myself OR organization: � 415(6� Z,)enl_ P / z AWE OF ORGANIZATION CHECK ONE: ❑ I wish to speak on Agenda Item # My comments will be: General ❑ For ❑ Against ❑ 1 wish to speak on the subject of: Q I do not wish to speak but leave these comments for the Board to consider: + Date: 3 REQUEST TO SPEAK FOR (Two [2] Minute Limit) Complete this form and place it in the box near the speakers' rostrum before addressing the Board. Name: Phone: Z Address: -0 /r Z�- � 7&,0040 d4 CCity: 141,C, T I am speaking for: ❑ Myself OR V Organization: A644M XAK,,-- NAME OF ORGANIZATION CHECK ONE: I wish to speak on Agenda Item #� /ftiP f My comments will be: ❑ General ❑ For ❑ Against ❑ I wish to speak on the.subject of: / 0 I do not wish to speak but leave these comments for the Board to consider: . - I k_6 TO: BOARD OF SUPERVISORS I .O.-2 E...S;..:L Contra FROM: INTERNAL OPERATIONS COMMITTEE Costa March 20 1995 County DATE: / rTa i`oii N'� SUBJECT: REPORT ON THE DUTIES, ROLES, AND RESPONSIBILITIES OF THE INDIVIDUAL ADVISORY FIRE COMMISSIONS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1 . REQUEST the County Administrator to circulate to the Advisory Fire Commissions for the Fire Protection Districts governed by the Board of Supervisors the attached proposed Resolution and matrix setting forth the duties, role and responsibilities of the advisory fire commissions, the fire chiefs, County Administrator and Board of Supervisors . 2 . REQUEST the advisory fire commissions to review the proposed Resolution and matrix and provide their comments to our Committee on May 15, 1995 at 9 :30 A.M. BACKGROUND: On May 3, 1994, the Board of Supervisors discussed the report from the Internal Operations Committee on abolishing the fire commissions affected by the consolidation and agreed to form a new seven-member fire commission for the Contra Costa County Fire Protection District. As a part of that discussion, the Board referrod back to the Internal Operations Committee the issue of whether there should be any amendments to the existing Resolution which sets forth the duties, roles and responsibilities of the fire commissioners . On November 14, 1994, in discussing filling the last at-large seat on the Contra Costa County Fire Protection District' s Advisory Fire Commission, the Internal Operations Committee asked that this item be reported back to the 1994 Internal Operations Committee prior to the December 6, 1994 Board meeting at which an orientation of the new Advisory Fire Commission is planned. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE _APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON Mareh 28, 1995 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MAR 2 8 1995 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF M. See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR BY DEPUTY -2- I .O.-2 As a result of the Internal Operations Committee' s discussion of this subject on November 28, 1994, the Board of Supervisors on December 13, 1994 adopted a report which included the following direction to staff: 1 . APPROVE in concept the attached report from the Chief Assistant County Administrator outlining proposed duties and responsibilities for the members of the Contra Costa County Fire Protection District's Advisory Fire Commission. 2 . DIRECT the County Counsel to prepare, in conjunction with the County Administrator's Office, a Resolution which would supersede Resolution 80/216 for the Contra Costa County Fire Protection District, outlining the role, duties and responsibilities of the Advisory Fire Commission and RETURN that Resolution to the Board of Supervisors for subsequent consideration. 3 . DIRECT the County Administrator to prepare a matrix outlining the proposed role, duties and responsibilities of the advisory fire commission for each of the dependent fire districts which provides for appropriate variations in duties among the advisory fire commissions and PRESENT his report to the 1995 Internal Operations Committee by March 1, 1995, and for this purpose REFER this matter to the 1995 Internal Operations Committee. On March 20, 1995, our Committee received and reviewed the attached proposed Resolution setting forth the delegated powers of the advisory fire commissions and the attached matrix setting out the relative functions of the advisory fire commissions, fire chiefs, County Administrator, and Board of Supervisors . Ed Haynes, Chair of ' the Contra Costa County Fire Protection District ' s Advisory Fire Commission, asked that our Committee delay a final decision on the proposed Resolution and matrix until their Commission has had an opportunity to review, study and make comments of these documents . We are happy to delay a final recommendation to the Board of Supervisors on these documents until each of the advisory fire commissions has had an opportunity to review and comment on the Resolution and matrix. We will plan to meet again on this subject May 15, 1995 and will make recommendations to the Board of Supervisors thereafter. cc: County Administrator Allen Little, Chief, Contra Costa County Fire Protection District Dave Wahl, Acting Chief Bethel Island Fire Protection District Paul Hein, Chief, East Diablo Fire Protection District Jerry Littleton, Jr. , Chief Crockett-Carquinez Fire Protection District Scott Tandy, Chief Assistant Administrator Terry McGraw, Management Analyst-Special Districts Victor J. Westman, County Counsel OFFICE OF COUNTY ADMINISTRATOR CONTRA COSTA COUNTY Administration Building Martinez, California DATE: March 13, 1995 TO: INTERNAL OPERATIONS COMMITTEE Supervisor Mark DeSaulnier Supervisor Jim Rogers FROM: `SCOTT TANDY Chief Assistant County Administrator SUBJECT: ROLE AND RESPONSIBILITIES OF ADVISORY COMMISSIONS FOR THE SIX COUNTY FIRE DISTRICTS On December 13, 1994 the Board approved the report of the 1994 Internal Operations Committee concerning the County's fire advisory commissions . The Board directed the County Counsel and the County Administrator's Office to prepare a resolution for the Contra Costa County Fire Protection District outlining the role and responsibilities of its Advisory Fire Commission and return the resolution for Board consideration. The Board also requested the County Administrator to prepare a matrix outlining the role and responsibilities of each fire advisory commission which recognized any differences between the commissions . The matrices were to be presented to the 1995 Internal Operations Committee. Attached is a proposed new Resolution and matrix regarding the role and responsibilities of fire advisory commissions which would supersede and repeal the current Fire Advisory Commission Resolution No. 80/216. The new Resolution will apply to all County fire districts . Although the Board of Supervisors suggested consideration of the concept of an individual matrix for each fire district, we are recommending that all fire districts continue to be covered by one Resolution and matrix since (with the exception of the County district in Moraga) the roles and responsibilities of the six fire districts are the same. Both the - new Resolution and matrix recognize the unique responsibility which exists for the Moraga Advisory Fire Commission with respect to the Fire Flow Tax. cc: County Administrator Chief, Contra Costa County Fire Protection District Chief, East Diablo Fire Protection District Chief, Bethel Island Fire Protection District Chief, Crockett-Carquinez Fire Protection District County Counsel Sue Noe, Moraga Fire Commission IN THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, STATE OF CALIFORNIA In the Matter of Delegating Powers ) Resolution No. 95/ to Fire District Advisory ) (Health & Saf. Code, § 13844) Commissions ) The Board of Supervisors of Contra Costa County RESOLVES THAT: 1. The Board of Supervisors is the Board of Directors of the following Fire Protection Districts in this County under the Fire Protection Laws of 1961 and 1987 (Health & Saf. Code, § 13800 et seq.): Bethel Island, Contra Costa County, Crockett- Carquinez, East Diablo, Moraga, and Orinda, Fire Protection Districts ("Districts"); and the Board of Supervisors intends to continue its long practice of appointing Fire District Advisory Commissions in each of these Districts, pursuant to section 13844 (Fire Protection Law-of 1987, Health & Saf. Code, § 13800 et seq.) 2. The function of the fire commissioners is to review the operations, goals and objectives of each of their respective districts; provide liaison with the community and provide advice and information on fire protection matters to the Board of Supervisors. This Board hereby delegates to each of the Fire District Advisory Commissions of the listed districts the following functions and responsibilities: a. To review and advise on annual operations and capital budgets; b. To review district expenditures; C. To review and advise on long-range capital improvement plans; d. Pursuant to district ordinance, to serve as the Appeals Board on weed abatement matters; e. To advise the Fire Chief on district service matters; f. To meet jointly with the Board of Supervisors and provide advice to the Board as needed; g. To communicate with the other fire district advisory commissions on services and functional integration; h. To assist in the Fire Chiefs selection process as required; i. To serve as liaison between the Board of Supervisors and the community served by each district; j. To perform such other duties and responsibilities as may be assigned and as directed by the Board of Supervisors; k. Pursuant to Ordinance No. 80-19, the Moraga Fire District Advisory Commission shall annually recommend a special tax rate and hear and determine any tax rate appeals. 3. The. attachment page of this Resolution is an example of the duties and the relationship among the Board of Supervisors, the County Administrator, the Fire Chief and the Fire District Advisory Commissions. RESOLUTION NO. 95/ 4. The Board reserves the right to act on any matter within the general powers hereby delegated to the Fire District Advisory Commissions and thereby bind the affected Fire District Advisory Commission and district. 5. Resolution No. 80/216 of February 26, 1980 on this same subject is hereby rescinded. 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Ma w ccr °Q c o CL cn CL -n -n =3 N ((D cnN CD CD N :° cn v co0 a a 0 0 0 m m m (CD m 0 < < < < ; (n < cD U) cn (n cn a 5' m CD °' 0 -n cn CAc CD cn cn C7 0 o CDh O > O CD m a CD CL w a m CD CD a ° a CL CL S (D N• 0 �' (D (v ro: BOARD OF SUPERVISORS I .O.-3 �,.E.'5;;:.' ...oF Contra r' ^} FROM: INTERNAL OPERATIONS COMMITTEE j~ Costa o i< County y jrw 4� DATE: March 20, 1995 r_ `y SUBJECT: REPORT ON THE PERFORMANCE, ACCOMPLISHMENTS, ISSUES AND FUTURE DIRECTIONS OF THE BETHEL ISLAND FIRE PROTECTION DISTRICT SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1 . ACCEPT this report from the Internal Operations Committee on its meeting with the Acting Chief of the Bethel Island Fire Protection District. BACKGROUND: On June 28, 1994, the Board of Supervisors, at the request of Supervisor DeSaulnier, referred to the Internal Operations Committee a request to develop a procedure which would allow the Internal Operations Committee to meet with each Department Head during the year and report on the Department' s activities. A number of Department Heads were heard in 1994 . On December 13, 1994, the Board of Supervisors referred this item to the 1995 Internal Operations Committee for the purpose of hearing from the remaining Department Heads . On March 20, 1995, our Committee met with the Acting Chief of the Bethel Island Fire Protection District, Dave Wahl . Chief Wahl presented our Committee with the attached report and reviewed it with us . Chief Wahl emphasized the importance of restoring the level of staffing which had existed before Chief Whitener's retirement last year. Chief Wahl noted that restoring the prior level of staffing was complicated by the discussion of consolidation of the fire districts and how Bethel Island should be viewed in that context. Whether the Bethel Island Fire Protection District should be CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): VW' ` 25(1— / ACTION OF BOARD ON March 28, 1995 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MAR 2 8 1995 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF cc: See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR BY DEPUTY I .O.-3 -2- consolidated with the East Diablo Fire Protection District or with the Contra Costa County Fire Protection District is an issue which will be coming before the Board of Supervisors in the near future. The decision on this issue will hopefully resolve the staffing issue. The other major issue which Chief Wahl mentioned was their desire to locate an advanced life support unit (ALS) at the Fire District' s facility. It is clear that the Bethel Island Fire Protection District has been doing an outstanding job with the staff and paid on-call staff that they have. Major changes are in store for the district in the coming months which will change the character of the district from what it has been in the past. cc: County Administrator Dave Wahl, Acting Chief Bethel Island Fire Protection District Scott Tandy, Chief Assistant Administrator Terry McGraw, Management Analyst-Special Districts 5 Bethel Island Fire Protection District Report on Department Performance March 20, 1995 COMMUNITY PROFILE The Bethel Island Fire Protection District provides fire and rescue emergency services to a rural six square mile area at the far northeast corner of Contra Costa County (refer to map). The permanent population of 3,500, predominately of retirement age, increases seasonally due to the influx of recreational boaters and owners of summer vacation homes. Property values reflect the diversity of the population with 50-year-old weekend cabins next door to half million dollar waterfront homes. Though outside actual fire district boundaries, emergency services are also provided throughout Contra Costa County's eastern portion of the San Joaquin Delta usually at the request of the U.S. Coast Guard. OVERVIEW OF SERVICES The district provides a full spectrum of fire protection and rescue services typical of any modern day fire organization. Listed below is a summary of the functions and major programs currently in place. Fire and Rescue Operations - Typically the District can provide two engine companies with a minimum of three persons each and will respond to approximately 360 calls annually. 70% of these are medical aid, 15% are fires, 15% are hazardous conditions or public service calls. Additionally two fire rescue boats operate in the Delta and respond to both fires and medical aid calls. The ability to provide 6 qualified paid-on-call firefighters, including a Driver/Operator and Captain for each depends entirely on the time of day and day of the week. More on this in the section on Personnel Resources below. Fire Prevention Commercial Inspections - District paid staff do 71 of the 107 annual commercial inspections. The remaining 36, which require permits from the Fire District to operate, are done by Contra Costa Fire. Weed Abatement -Notices are mailed to approximately 250 owners of vacant land annually. District staff do inspections, write work orders, work with the District contractor and do reinspections. Contra Costa County Fire Weed Abatement Specialist and clerical staff assist. Public Education - A Bethel Island paid-on-call Fire Captain provides training coordination for the area's Neighborhood Watch program. Neighborhood based disaster preparedness training, first aid and CPR are delivered to community members in this way. Bethel Island Fire Protection District Report on Department Performance March 20, 1995 New Construction Plans Check-Provided by Contra Costa County Fire District working with the Bethel Island Fire District Chief Fire Investigation -Provided by Contra Costa County Fire District. Training -Firefighter, Driver/Operator, and Fire Officer training is provided weekly in three hour blocks. Employees are encouraged to attend training outside of the District, i.e. the Emergency Medical Technician course through Los Medanos College. Standard State certification guidelines are followed for lesson plan development. Actual training usually falls short of full certification requirements due to the lack of time available to cover the broad range of topics and skills that must be addressed annually. Maintenance -District staff provide planning, design, purchase, and maintenance of apparatus, equipment, building and grounds. Repairs that require specialized skills are sent outside the District. Personnel Recruitment - Accomplished on an as-needed basis by District staff. Prospective employees complete standard County employment application, complete a physical agility exam administered on fire district property and must pass an oral exam administered by the Fire Chief. Affirmative Action - It is the policy of the Fire District not to discriminate because of race, color, religion, sex, sexual preference, national origin, age or disability. The District currently employs one female paid-on-call firefighter, one American Indian full-time Fire Captain, and one female clerical employee. Health and Safety - The District follows the numerous local, State and Federal mandates requiring detailed health and safety practices. Many of these relate directly to firefighter training. Examples include the California Administrative Code, Senate Bill 198 relating to employer's injury and illness prevention programs, several Title Sections from the California Code of Regulations, the Federal Code of Regulations, and of course OSHA. Enhancements are needed in many of these areas. Payroll and Benefits - Linkage to the Payroll Time Reporting System via computer modem tracks information relative to employee time status. Sick leave is extremely low for eligible employees. Although employees do not belong to the merit system, benefit packages are comparable. Budget Planning and Management - With the recent purchase of a Compaq 486 computer we will begin to utilize the County's On-Line Budget System for development of the 1995-96 budget. Budget management is accomplished with support from monthly printouts received from the Auditor-Controller. Purchasing - Major purchases are done with the assistance of County Purchasing. Communications - Provided by contract by Contra Costa County Fire District. 2 Bethel Island Fire Protection District Report on Department Performance March 20, 1995 RESOURCES Budget- 1994-95 Salaries and employee benefits $293,640 Services and Supplies 166,598 Capital/Reserve 63,389 Total Appropriation $523,627 Revenues - 1994-95 Property Tax Revenues $426,600 93-94 Fund Balance 63,638 Encumbered Capital Fund Balance 33,389 Total Revenues $523,627 Personnel The District maintains five authorized positions, three full-time with fire suppression and administrative responsibilities, one full-time clerical position and one part-time mechanic. Additionally 18 paid-on-call firefighters provide emergency response and, on a volunteer basis, share program management responsibility. Prior to the Fire Chief s retirement in March, 1994 the three suppression positions were assigned rotating 24-hour shifts in order to provide 24-hour, 7-day per week coverage. Since the vacancy resulting from his retirement has yet to be filled station staffing has been reduced to 8 hours per day, 7 days per week using a combination of paid and paid-on-call personnel. AUTOMATION The Fire District recognizes the dynamic nature of the fire service and aggressively pursues new technology and innovation available within the confines of our resources. Active participation in local, state and national fire service organizations are important resources to support improvement in apparatus and equipment, training, and administrative strategies. As an example Bethel Island was one of the first in the area to use large diameter hose and automatic nozzles, participated in the early stages of the State Fire Marshall's Rescue Systems training program and took a leadership role in the development of the Fire Protection Element of the Contra Costa County General Plan. 3 Bethel Island Fire Protection District Report on Department Performance March 20, 1995 PERFORMANCE INDICATORS Several specific indicators of performance are tracked on both a monthly and annual cumulative basis. Typically these are attached to much broader Goals and Objectives of the Fire District. Listed below are performance indicators felt to have the highest impact on service delivery. Each of these items show satisfactory performance with the exception of the percentage of alarms responded to in 5 minutes or less. Staff reduction discussed earlier has impacted the District's overall performance in this area. PERFORMANCE GOAL 1994 ACTUAL INDICATORS Response Times Five minutes or less 20% for 50% of all alarms Average training hours 10 hours per person 12 hours per month Average personnel 6 responding per (2 engine companies) 7 incident CHALLENGES The biggest challenge faced by our fire district is to guarantee an adequate number of properly trained and equipped firefighters at any and all times of the day and night. Not for once-in-a-lifetime catastrophes but for typical residential fires or automobile injury- accidents. Our "clients" have many expectations regarding the readiness of our organization. Those expectations increase with the influx of new residents and visitors. Few people realize that at any given time all 18 of the men and women we depend on to staff fire apparatus could be away from the district due to various personal pursuits. To the extreme credit of our volunteer firefighters' dedication and perseverance we have always been able to answer the call. Making silk purses out of sow's ears is a way of life in an organization such as ours. We have two major areas of concern where your Board can make a difference in the service we provide. First is the restoration of the staffing level the District enjoyed prior to Chief Whitener's retirement. Permanent staffing has the greatest impact on the ability to guarantee response. Second, we are currently exploring the possibility of basing a unit capable of providing advanced life support at our facility. Bethel Island is virtually the only community in Contra Costa County where ALS cannot be delivered at the recognized standard of 10 minutes or less. We hope you will agree that eliminating service level 4 Bethel Island Fire Protection District Report on Department Performance March 20, 1995 deficiencies such as this is the reason voters supported Measure H in 1988 and will cause you to support our efforts to correct this situation. THE FUTURE Our future is to balance the expansion of permanent staff with the need to support our paid-on-call employees. Both type of employee is required if we are expected to deliver the service that will match the expectations of our clients in rural areas of Contra Costa County. Concurrently the efficiency and effectiveness our main resource, our employees, will only come when we can utilize their talents across the few fire district boundaries that still exist. The future of the Bethel Island Fire District specifically will be determined by which of our two neighboring fire districts assume the responsibility of our administration. As previously mentioned our Fire Chief retired in March of 1994. A recommendation regarding his replacement should be coming before your full Board in the near future. 5 1 s OD is Obi > fl Z LL 9 F- N r 0 a 1 0 * p p� x M p J W M U > N 1�. O W� y• LL p U � a W 1 1 ¢ i 4 5 ' d N it 15 �j. Y�' "t _"tl. 11 C _ ✓ C TO: 'BOARD OF SUPERVISORS 1 .0.-4 Contra r' FROM: INTERNAL OPERATIONS COMMITTEE Costa i z � , : :.... County r�j. ,•gip DAT',_: March 20, 1995 rTa•�:��µ SUBJECT: REPORT ON THE PERFORMANCE, ACCOMPLISHMENTS, ISSUES AND FUTURE DIRECTIONS OF THE CROCKETT-CARQUINEZ FIRE PROTECTION DISTRICT SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: 1 . ACCEPT this report from the Internal Operations Committee on its meeting with the Chief, Crockett-Carquinez Fire Protection District. BACKGROUND: On June 28, 1994, the Board of Supervisors, at the request of Supervisor DeSaulnier, referred to the Internal Operations Committee a request to develop a procedure which would allow the Internal Operations Committee to meet with each Department Head during the year and report on the Department's activities . A number of Department Heads were heard in 1994 . On December 13, 1994 , the Board of Supervisors referred this item to the 1995 Internal Operations Committee for the purpose of hearing from the remaining Department Heads . On March 20, 1995, we met with the Chief of the Crockett-Carquinez Fire Protection District, Jerry Littleton, Jr. Chief Littleton provided our Committee with the following factual information about 'the District: ✓ The District covers about 10 square miles . ✓ The District includes Crockett and Port Costa and surrounding areas . ✓ The population within the District is about 3500 . CONTINUED ON ATTACHMENT: YES SIGNATURE: -RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER 1 'SAUL IJIM ROGER SIGNATURE(S): ACTIGN OF BOARD ON Plare_2'28, 1995 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED R 2 8 19gq Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF M. See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR BY DEPUTY I .O.-4 -2- The District has the oldest population in the County (25% senior citizens) and the area with the fewest young people ( 19% adolescents) . ✓ The District includes a lot of old wood frame buildings, many 100 or more years old. ✓ The District includes Wickland Oil Co. and portions of the C & H Sugar Plant, plus the Naval Storage Facility at Ozol . ✓ Crockett is quickly becoming surrounded by the East Bay Regional Park District and thus is unlikely to expand much in the future. ✓ The District operates on a budget of about $200,000 a year. ✓ The recently approved Wickland residential development will add revenue to the District, but the acquisitions of land by the East Bay Regional Park District remove revenue from the District. ✓ The District responds to about 400 calls per year. ✓ Where the District used to be able to rely on a relatively few employees of C & H Sugar who were volunteer firefighters to respond to calls, the situation has changed considerably now and many volunteers no longer work in the District, meaning that it requires the recruitment and training of far more volunteers to be able to assure a response, particularly during the weekdays when many volunteers are working at locations outside of the district. ✓ The District is working hard on abatement actions against dangerous buildings in the District. As is true for all Fire Districts and most other public services, money is an important issue. Chief Littleton is hoping to raise training levels and insure that all of his volunteers maintain compliance with their certification requirements . Chief Littleton also noted that recently his District has provided mutual aid throughout the State of California. Many volunteers no longer make a career out of being a volunteer. They are frequently people who leave for school or move out to start a family after having been with the District for 6 or 7 years . It is nearly impossible for a family to find a home to buy in Crockett. We discussed with Chief Littleton the various issues involved in consolidation. Chief Littleton noted that it would be harder to recruit volunteers in a larger and less personal District. It was also noted that it costs about $1 million a year to covert a single fire station from a volunteer status to a full merit system status . We appreciate having learned more about the Crockett-Carquinez Fire Protection District and some of the unique needs and challenges it faces . This meeting has given us a better appreciation of the needs of the "volunteer" districts, more properly the "paid-on- call" districts, and their needs and challenges . cc: County Administrator Jerry Littleton, Jr, Chief Crockett-Carquinez Fire Protection District Scott Tandy, Chief Assistant Administrator Terry McGraw, Management Analyst-Special Districts TO: BOARD OF SUPERVISORS 1 .0.-5 Contra INTERNAL OPERATIONS COMMITTEE FROM: ►1 Costa County DATE: March 20, 1995 r+2`duri� SUBJECT: REPORT ON THE PERFORMANCE, ACCOMPLISHMENTS, ISSUES AND FUTURE DIRECTIONS OF THE CONTRA COSTA COUNTY, MORAGA AND ORINDA FIRE PROTECTION DISTRICTS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: ACCEPT this report from the Internal Operations Committee on its meeting with the Chief, Contra Costa County, Moraga and Orinda Fire Protection Districts . BACKGROUND: On June 28, 1994, the Board ,of Supervisors, at the request of Supervisor DeSaulnier, referred to the Internal Operations Committee a request to develop a procedure which would allow the Internal Operations Committee to meet with each Department Head during the year and report on the Department' s activities . A number of Department Heads were heard in 1994 . On December 13, 1994, the Board of Supervisors referred this item to the 1995 Internal Operations Committee for the purpose of hearing from the remaining Department Heads . On March 20, 1995, we had the opportunity to meet with the Chief of the Contra Costa County Fire Protection District, Allen Little, who is also the Chief of the Moraga and Orinda Fire Protection Districts . Chief Little presented the attached report to us and reviewed it with our Committee. It is interesting to note the large number of consolidations which have taken place over the past 30 years to form what we now know as the Contra Costa County Fire Protection District. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE _APPROVE -OTHER UA ~ , ^e �j�r WYI��V� MARK DeSAULNIER JIM R ERS SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS j( I HEREBY CERTIFY THAT THIS IS A TRUE 1� UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MAR 2 8 1999 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF cc: See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR BY DEPUTY I .O.-5 =2- Chief Little noted that with the recent consolidations, it is possible to identify fire stations which are too close to each other or too distant from each other. These discrepancies contribute to the fact that the District is able to achieve its goal of a 5 minute response time in only 67% of the cases . It is not always easy to move a fire station from one location to another one, because of the concerns expressed by the communities which are served. Currently, relocated stations are under construction in Antioch, Walnut Creek and Clayton. Chief Little also noted that the District is continuing to upgrade the skills of its staff by providing additional training. Hazardous Materials training was provided last year and additional EMT training is being provided to all firefighters this year. Chief Little hopes to have paramedics on all engine companies within a year. This led to a discussion about the interface of publicly operated fire service and privately operated ambulance companies . The Chief noted that he wants to provide all of the residents of the district with the highest level of paramedic care possible as early as possible in the rescue effort. A firefighter with paramedic training will generally arrive ahead of the ambulance company and can start paramedic services . Once the patient is stabilized it is then possible to hand the patient off to an ambulance company to transport the patient to the hospital and continue the same high level of paramedic services during the transport. Our Committee indicated an interest in seeing more public education at areas like shopping malls . Chief Little noted the wide variety of public events at which the Fire District already has a presence. These include shopping malls, the County Fair, neighborhood associations, schools and industrial sites . These events tend to peak during Fire Prevention Week in October each year. Supervisor DeSaulnier suggested that the Fire District make more use of community access television to get its message across to the community. We appreciate the excellent and informative report which Chief Little provided to our Committee. cc: County Administrator Allen Little, Chief Contra Costa County Fire Protection District Moraga Fire Protection District Orinda Fire Protection District Contra Costa County Fire Protection District Fire Chief - ALLEN LITTLE TO: Internal Operations Committee FROM: Allen Little, Fire Chief SUBJECT: Fire District Report DATE: March 15, 1995 Attached find a report addressing the services, resources, challenges and goals of the Contra Costa, Moraga and Orinda Fire Districts. ❑ 2010 GEARY ROAD-PLEASANT HILL,CALIFORNIA 94523-4694-TELEPHONE(510) 930-5500-FAX 930-5592 ❑ 1500 WEST FOURTH STREET-ANTIOCH,CALIFORNIA 94509-1099-TELEPHONE(510) 757-1303-FAX 754-8852 f 1 CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT MORGA FIRE PROTECTION DISTRICT ORINDA FIRE PROTECTION DISTRICT OVERVIEW 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 El 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. Moraga is unique in that a Paramedic Program has been operating since 1977 and a Fire Flow Tax was approved in 1980. The Rescue One Foundation assists the Paramedic Program by making contributions of equipment. FY 1994-95 revenues are projected to be $2,928,635 including $2,880,809 in property taxes. The Special Fire Flow Tax will generate an additional $288,419. Personnel resources consist of 23 shift employees, staffing 2 stations with 3 vacancies and 1 20/40 Secretary-Advanced. Orinda has revenue projections of$4,062,268 including$3,916,179 in property taxes. Personnel resources consist of 34 shift employees, staffing 3 stations with 1 vacancy, 1 Fire Marshal, 1 Secretary-Advanced and 1 19/40 Dispatcher. We also serve our personnel by providing necessary training, equipment and other support to insure safety, proficiency and high morale. FINANCIAL RESOURCES The District is funded mainly through property taxes, $39,335,102, supplemented by fees charged for code enforcement and new construction, plan check, weed abatement recovery, dispatching contracts, supplemental property tax, unitary and other non-unitary taxes and assessments. Total revenues for FY 1994-95 are projected to be $42,225,000. PERSONNEL RESOURCES There are presently 387 employees in the District. 324 employees are assigned to 24-hour duty on 3 shifts. There are also 35 vacancies consisting of management, staff and 24-hour positions awaiting examination and budgetary processes. PERFORMANCE INDICATORS The most recognizable performance indicator is our goal of arriving at an emergency scene within five (5) minutes of receiving the call. An associated indicator is the processing time in handling emergency calls in the Dispatch Center. Other performance indicators are associated with the Training/Evaluation environment and also with efforts in fire safety inspections (frequency), hazard abatement(non-repetitive)and new construction plan check completion(turn around time) and fire investigation and arrests. CHALLENGES Since the July 1, 1994, annexation of Riverview, West County, Oakley and Pinole Fire Protection Districts to Contra Costa County Fire District, our challenge has been to integrate/standardize policies, procedure, equipment, programs, philosophies, etc., of the involved organizations. This is a tremendous undertaking as we are attempting to truly evolve into a new, fresh organization, not simply an absorption by the largest entity. We have made worthwhile progress, but the pace has been slower than desired. We will continue with additional complications of revenue shortages in the upcoming budget. It is our desire to expand our capabilities in the E.M.S. field through the addition of paramedics to our engine companies. We also are looking to expand our capabilities in hazardous materials response and rescue operations. Continued explorations into further annexations/consolidations of fire services in the County should be made as appropriate. DISTRICT HISTORICAL INFORMATION The Contra Costa County Fire Protection District was originally formed by the merger of the Central Fire Protection District and the Mt. Diablo Fire Protection District. This took place on December 29, 1964. Stations 1, 3 and 4 in Walnut Creek and Stations 2 and 5 in Pleasant Hill were part of the Central Fire Protection District while Stations 6, 8 and 10 (Oak Grove and Fox Way) in Concord, Station 7 in West Pittsburg, Station 11 in Clayton, and Station 9 in Pacheco were part of the Mt. Diablo Fire Protection District. The Mountain View Fire District became part of the Contra Costa County Fire Protection District on December 1, 1966. Station 12 was the District Station and served the unincorporated area of Martinez. The Martinez Fire Department became part of the Contra Costa County Fire Protection District on July 1, 1968, after passage of Measure F on the ballot. Station 13 and 14 were the Martinez Fire Department stations. The Lafayette Fire Protection District became part of the Contra Costa County Fire Protection District on January 1, 1969, after the City of Lafayette became a City and voted to annex to the Contra Costa County Fire District. Stations 15, 16 and 17 were the District Fire stations. The Bay Point Fire Protection District was annexed to the Contra Costa County Fire District on January 1, 1969. It had no paid personnel. Station 18 was one of the two stations in this district. The other station was in Port Chicago and is occupied by the U.S. Coast Guard. The Island Fire District was split up into three service areas. Service areas F3 and F4 were in the East County area and considered an unincorporated Antioch and Pittsburg area. Service area F5 was in the waterfront area of Avon. Service was provided by the surrounding districts through contract. For many years, Service Area F5 was contracted with the Mountain View Fire District. Service Area F5 was dissolved and became part of the Contra Costa County Fire District on October 1, 1970. The Briones Fire District was annexed to the Contra Costa County Fire District on November 1, 1971, and had only a part-paid Chief. Station 19 was in the Briones Fire District. The Riverview Fire District was formed on July 1, 1975, by combining Antioch Fire Department, Pittsburg Fire Department and the West Pittsburg portion of the Contra Costa County Fire District, and Service Areas F3 and F4 of the Island Fire District into one district. On November 1, 1977, the Allied Chemical area of Port Chicago area of Port Chicago Highway was annexed to the Riverview Fire District. The Riverview Fire District was dissolved on July 1, 1994, and became part of the Contra Costa County Fire District on that date. The San Pablo Fire District was annexed to the El Sobrante Fire District on June 30, 1975. The West County Fire District was dissolved on July 1, 1994, and became part of the Contra Costa County Fire District on that date. On July 1, 1994, the Oakley Fire District was dissolved and became part of the Contra Costa County Fire District. On July 1, 1994, the Pinole Fire District was dissolved and became part of the Contra Costa County Fire District. The Contra Costa County Fire District is organized into the following major divisions: Emergency Operations, Fire Prevention, Support Services, Personnel, Finance and Training. EMERGENCY OPERATIONS DIVISION EMERGENCY OPERATIONS DIVISION The Operations Division provides for emergency and non emergency response of personnel and equipment to incidents. In 1994 there were 35,501 responses, this was 4% over 1993. In order to provide necessary resources and maintenance of tools and special equipment, there are also some 22 related operational programs, such as Air/Oxygen (Self-Contained Breathing Apparatus) Maintenance; Canvas and Upholstery Repair, Electric Equipment and Tool Repair; Fire Trail Maintenance; Fire Hydrant Testing and Maintenance; Inventory Control and Surplus Equipment Disposal; Ladder Testing and Maintenance; Mapping Validation and Updating; fire Nozzle Repair and Maintenance; Wood Shop - Tools and Maintenance ; Supply of Emergency Tools and Equipment. This Division services the affiliated communities through 30 fire stations located throughout the newly merged (7/1/94) Contra Costa County Fire District. The Emergency Dispatch Center and telecommunications is located at the Districts Administrative Complex in Pleasant Hill. The Dispatch Center Computer Aided Dispatch (CAD) System is fully 9-1-1 enhanced and provided; automatic alarm incident printouts to fire stations; automatic vehicle status and medical emergency pre-call arrival instructions to those calling into the 9-1-1 System. Fire Stations Equipment & Personnel Of the thirty (30) fire stations, four (4) are staffed (Oakley, Knightsen, Clyde, Briones) by Volunteer or Reserve Firefighters. The 30 stations are subdivided into four (4) battalions and one Volunteer Division for emergency response purposes. All stations have at least one (1) fire engine and in most cases a wildland fire unit assigned. Six (6) stations have Aerial or Snorkel Ladder Trucks assigned. Additionally, there are several support vehicles, including water tenders, tankers (foam),breathing air support, communication van and pick-ups also strategically placed to provide quick response to incidents as required. There are 326 personnel assigned to this Division which includes firefighters, Senior Firefighters , Captains, Battalion Chiefs, Communications Manager, Fire Officer, Dispatchers. A typical fire station has a three person crew consisting of a Fire Captain, Senior Firefighter (driver) and Firefighter. There are four (4) stations located in commercial areas with a high level of responses that have two (2) crews assigned to staff ladder trucks and other support vehicles. Additionally, there are seven (7) stations in the Central County area that have Reserve Firefighters assigned who respond via radio pager system to augment paid crews and provide back-up during major incidents and disasters . These Reserve Firefighters also provide the nucleus for extra seasonal crews during the Summer Fire Season as well as special projects during the year, such as hose testing and facilities maintenance . i 1 Performance Indicators A 5-minute emergency response time, usually called "Reflex Time". 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 should be within 10 minutes, including a Chief Officer as per Insurance Service Grading Standards . Currently about 67% of the District is within the 5 minute "Reflex Time". In order to achieve this standard, stations are placed within three (3) miles of each other and staffed by full time emergency personnel. A 10 minute "Reflex Time". The rural "Reflex Time" or response standard is stations placed 6 miles apart and an emergency first responder within 10 minutes. REFLEX TIME MEDICAL/ DETECTION ALARM FIRE DEPARTMENT MEDICAL IGNITION & RESPONSE TIME CARE/ REPORTING SUPPRESSION GET RUN TIME SET OUT UP --GOAL: LESS THAN 3 Minutes URBAN --GOAL: Less than 5 Minutes RURAL --GOAL: Less than 10 Minutes Emergency Dispatching The 9-1-1 dispatching and telecommunications center is staffed by four (4) personnel around the clock with a Senior Dispatcher (Supervisor) and three (3) Fire Dispatchers. A Communications Manager provides technical support and management of the facility and personnel on a 40-hour basis, a Line Battalion Chief oversees personnel during absences of the Communications Manager, which includes periods after 5 PM weekdays, weekends and holidays. The Emergency Communication Center also provides dispatching services to Bethel Island, East Diablo, Orinda and Moraga Fire Districts on a common cost basis. Staff is currently working on a proposal for like services to the West County area, including Richmond, El Cerrito, Kensington, Pinole and Rodeo-Hercules Fire Departments. Performance Indicators The Dispatch Systems (CAD) Performance design provides for emergency call processing within: 20 seconds 80% of the time 40 seconds 99% of the time The Community(s) (Citizen) expects a rapid response with adequate fire and rescue emergency resources to deal effectively with their emergency or problem. Emergency personnel assigned to this Division also contribute to a variety of District Programs while on duty. Other programs include Reserve and Volunteer Firefighters, Safety, Hazardous Materials, Files and Records, Heavy Rescue, Peer Counseling, Physical Fitness, Company Fire Inspections and Weed Abatement Programs. Future The Fire District needs to continue to strive for a fire protection system on a cost effective basis to the Community(s) it serves. In order to deliver quality service quickly to the citizens; response times in 1/3 of the District needs to be brought down to 5 minutes or less, relocating stations, adding new stations in developing areas, and providing enhanced Paramedic Services should be supported and facilitated. By eliminating redundancies, standardizing equipment and training practices further efficiencies will be achieved. Pursuit of mergers and functional agreements with long term needs. FIRE PREVENTION 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. 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 is composed of the following divisions: Code Enforcement, Engineering, Exterior Hazard Control, Investigation and Public Education. Staffing of the Fire Prevention Bureau: One (1) Assistant Chief Two (2) Chief Fire Inspectors Seven (7) Supervision Fire Inspectors Nineteen (19) Fire Inspectors (3 vacancies) One (1) Fire Service Technician Nine (9) Fire Prevention Specialists (7 vacancies) 2 (20/40) and 7 (Permanent-Intermittent) On January 1, 1993, the number of Bureau professionals within the five districts which is now Contra Costa County Fire District, was thirty-five. Through retirement and one lateral to another County department the total now rests at twenty-seven and 3 vacancies. We are presently attempting to fill two Inspector positions with non-safety Fire Plans Examiners. In addition, we hope to soon fill the six current vacancies with part- time/intermittent Public Education Specialists. While most Bureau services are centralized in the Pleasant Hill Office, regional services are also provided from Orinda in the West and Antioch in the East. As with the District, the Bureau§ major challenge after the recent consolidation is to blend the personnel, policies and procedures and service levels of the former districts into one consistent uniform program that maximizes service to the public we serve. CODE ENFORCEMENT DIVISION The Code Enforcement Division 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§ goal is to inspect those occupancies annually for fire and life safety. The Fire Prevention Bureau inspects approximately 6,000 occupancies such as schools, hospitals, public assemblies, 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 Division currently is split between 3 regional work sites with the majority of staff centrally located in Pleasant Hill. Staffing of the Code Enforcement Division: Two (2) Supervising Fire Inspectors Fifteen (15) Fire Inspectors (3 vacant) If r 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. ENGINEERING DIVISION All land development reviews, plan review of buildings, tenant improvements and fire protection systems for Moraga, Orinda, Bethel Island, East Diablo and Contra Costa County Fire Districts are handled through the Contra Costa County 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 County 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 an improved service and greater integration among those agencies impacting growth and development. We have been asked by the City of Concord to work with them in establishing a similar process to the County APC. Beginning March 1, 1995, the Engineering Office has provided half-day staffing on Wednesdays each week in the Concord Building Department. We anticipate other cities will learn of the Concord change and make requests too. Its uncertain as to how we will facilitate additional requests with limited resources. Staffing of the Engineering Division: One (1) Supervising Fire Inspector Three (3) Fire Inspectors One (1) Fire Inspector assigned to the County Applications Permit Center (APC) In 1994 the District reviewed over 1,500 plans and 500 land developments with a turn- around time averaging one to two weeks. 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. The program operates by identifying the hazardous area(s), notifying the property owners to remedy the problem, and with the District removing the hazard when the property owner fails to do so. Identifying the problem areas are done through citizen complaints and our own surveyors' observations. 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§ 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. The Exterior Hazard Control Division of the Fire Prevention Bureau is presently involved in several projects to prepare for the coming weed abatement season, and also to provide continuity with the recent merger of the fire districts. It is anticipated that the weed abatement season will start in May and end in September or October. The weather is a significant influence. Actual property abatement could start as early as June. Staffing of Exterior Hazard Control Division: One (1) Supervising Fire Inspector One (1) Fire Service Technician The District§ aggressive abatement program has not only resulted in the reduced numbers and sizes of exterior fires, but also in an increase in voluntary abatement by the public thereby reducing the number of parcels that need to be abated by the District§ contractor. 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 Investigations 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 of charges with the District Attorney§ Office and testifying in court. Staffing of the Fire Investigation Division: One (1) Chief Fire Inspector Two (2) Supervising Fire Inspectors One (1) Supervising Fire Inspector (On-call only) The Chief Inspector oversees the operation of the Unit and acts as a Duty Investigator. Two Supervising Inspectors are assigned as full-time follow up Investigators of those fires determined to be intentionally set or are suspicious in nature. One Investigator covers the area from Discovery Bay to Willow Pass Hill and the second Investigator covers from Willow Pass Hill to North Richmond. These two Investigators and the third Supervising Inspector also act as Duty investigators. The Duty Investigator rotate,responsibility for off- hours investigations to provide 24 hour investigation services to the entire integrated Fire District and contract area. Incidents are not rated as "solvable" or "not solvable" prior to initiation of an investigation. Indeed, the very nature of the fire investigation, where the evidence of a crime is nearly always destroyed, occasionally leaves the Investigator unable to determine the actual cause of the fire. However, the following statistics from 1994 might lend insight into the performance of the Fire Investigation Unit. 288 incidents were investigated by the Investigation Unit: 51 were found to be accidental 25 remain undetermined 152 were the result of an incendiary or suspicious act The unit closed 56 of these incendiary or suspicious incidents by either arrest or juvenile intervention, a total of 36%. In a nationwide level, only about 15% of the fires caused by arson result in an arrest. PUBLIC EDUCATION DIVISION The District§ Public Education Division 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 Division 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 Division has formed a partnership with the County Building Departments Neighborhood Improvement and Development Programs in a Smoke Detector Giveaway Program and the County Probation Department with their Juvenile Firesetter Education Intervention Program. Staffing of the Public Education Division: One (1) Supervising Fire Inspector Two (2) 20/40 Fire Education Specialists (1 vacant) Seven (7) Permanent Intermittent Fire Education Specialists (5 vacant) The District is currently in the process of testing and filling these vacant positions. With full staffing the Public Education Division anticipates having direct contact with over 30,000 children and adults annually. In addition, over 100 juveniles are seen each year by the division§ Juvenile Firesetter Intervention Program. While difficult to quantify, the District believes that fire prevention education has a direct impact in the reduction of fire deaths and injuries. Documented situations show that information that was provided by the District educational programs have saved lives and property. PUBLIC INFORMATION Sometime ago it was becoming increasingly apparent the District needed to address the growing expectations the media had of the District and at the same time take benefit where possible, of the media interest in the District. At that point the Fire Prevention Bureau assumed the Public Information Officers role in providing the media with current, accurate information during a fire, major emergency or event. The Public Information Officer distributes public service announcements to radio and T.V. stations. The Public Information Officer also prepares press releases for distribution to area newspapers for fire and injury prevention as well as information related to fires or other emergencies. The Public Information Officer is available for recall upon request by the Incident Commander. Staffing: The Supervising Fire Inspector responsible for Public Education is also the District§ Public Information Officer. The District has numerous chief officers trained in this area who could perform in this function should the need arise. Press releases are reviewed by the Division Chief and are expected to be timely, accurate and in accordance with the District§ Standard Operating Procedures. The District is currently exploring various ways to develop a Public Information Officer team that can respond 24-hours a day upon request in the event of a major disaster. PLANNING AND RESOURCES (SUPPORT DIVISION) The Planning and Resources Division is responsible for Property Management, Vehicle Maintenance, Management Information System (MIS), Signed Pre-Emption Devices (Opticom) and Disaster Planning. PROPERTY MANAGEMENT Property management includes maintenance, repair, standardization, mandated requirements, and budget projections. Of the total 41 structures, 35 are fire stations which include Orinda and Moraga Fire Districts. The district's goal is to respond to 90% of the calls within a three minute run time. To accomplish this, fire stations should be spaced three miles apart. A vehicle would travel V/z miles in three minutes at a speed of 30 miles per hour to meet this goal. This response goal would be accomplished if the 5-Year Plan is implemented. Fire station costs have steadily risen to over $1 million due in part to ADA, seismic, male/female, and decontamination requirements. With the recent combining of fire districts, we have been able to design a fire station with many of the features of individual fire districts and the mandated requirements. This process has also produced a simple design at a lower cost. This year should be exciting in that we will break ground for three relocated stations: Antioch, Walnut Creek and Clayton. VEHICLE MAINTENANCE The Vehicle Maintenance Division consists of two shop facilities: one in Concord and one in Antioch. Seven personnel operate these facilities and service 215 fire apparatus and sedans including the Orinda and Moraga Districts. One of the immediate goals of the maintenance shops is to develop a Preventive Maintenance Program where every vehicle will be serviced semi annually. This goal should be accomplished within the next few months. Another goal the shop is working towards is to do more of the major engine work in house. In addition, a program has been implemented where each vehicle is smog tested bi-annually. In 1994 both shops were automated and linked together with 486 computers. Presently, the shop personnel is also working to automate the parts supply and maintenance program which will eventually be incorporated into the district's network. MANAGEMENT INFORMATION SYSTEM The Management Information System (MIS) is an automated information network utilizing the latest technology. Prior to 1994 the district used computers but was limited to word processing and data base functions with minimal access to other County agencies. A committee was formed composed of members representing all the fire districts and a software programmer. Our goal, to have a network operating in one year, was implemented in four phases: 1) Needs Analysis; 2) System Design; 3) Coding/Testing; 4) Implementation. The committee is happy to report that the network became operational eight months later, November 28, 1994. This goal was accomplished four months ahead of schedule. The State of California required all fire districts and departments to implement an electronic reporting system on January 1, 1995, known as the California Fire Incident Reporting System (CFIRS). The district was faced with a tremendous challenge in that many fire stations never had or used computers, let alone operated the mandated CFIRS reporting system. By utilizing district personnel we were able to institute a crash program and meet the State's January 1, 1995, target date. To maximize the network's effectiveness we will need full-time personnel for support, training and development. SIGNAL PREEMPTION DEVICE (OPTICOM) Signal preemption devices comprise a system which enables responding emergency units to automatically turn certain traffic signals "green" up to 2500 feet before approaching an intersection. All other traffic signals remain red to allow for safe and clear passage of emergency vehicles through the intersection. With increase in traffic, Opticom is essential for providing a three minute run time. When the district was faced with the budget crisis in 91/92, all Opticom funding was lost and shifted to the district's operating costs. It is expensive to outfit an intersection with costs running from $5,000 to $10,000. Although new signals are required to have Opticom, most of the retrofits are funded by the fire district or a combination of the fire district and respective city. It will require capital of approximately $800,000 to meet the district's goal of equipping 100% of the intersections with Opticom. We have approximately 60% of the intersections equipped with Opticom. DISASTER PLANNING Disaster Planning - like Management Information System and Opticom, is an ongoing function and Fire Service Personnel must be ready to implement a disaster plan at any time. Currently four cities are employing a dedicated radio channel to communicate with fire and the County Emergency Operation Centers. The district's goal is to have all city E.O.C.'s equipped with dedicated radio channels. Once this is accomplished, an on-going training program must be employed. '1 PERSONNEL DIVISION SERVICES PROVIDED Personnel provides a full range of personnel support services to District Managers and Employees: • 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. Staffing of the Personnel Division: . One (1) Personnel Officer Two (2) Office Managers One & Half (1'/2) Clerks Staff support from Battalion Chiefs CHALLENGES Challenges are driven by both consolidation and program enhancement. 1. Develop productive labor-management relationships. 2. Negotiate consolidated policies and procedures. 3. Integrate classification plan to address new organization. 4. Develop new programs such as Performance Evaluations FINANCE DIVISION The Budget/Finance Division is staffed by one Chief of Administrative Services, one Accounting Technician and one Account Clerk-Advanced Level. In addition, an Office Manager spends about 40% of her time working in Budget/Finance. The Budget/Finance Division performs the following work for the Moraga and Orinda Fire Protection Districts as well as the Contra Costa County Fire Protection District, as Contra Costa Fire is responsible for managing these two smaller fire districts. • Given the Fire District's reorganization effective July 1, 1994, worked with the Auditor's Office to consolidate five general funds into one, two fire prevention fee schedule funds into one and two capital outlay funds into one. Works with these new funds as well as various prior funds. • Prepares preliminary and final budgets for three general funds, four special funds and one capital outlay fund including reviewing and evaluating budget requests and developing budget data to project both annual expenditures and revenue. • Monitors throughout the fiscal year the various budgets and maintains fiscal controls. • Reviews incoming invoices, obtains needed authorizations and pays all District bills via the transmittal system or Purchase Order. • Bills for fire protection services provided, deposits incoming revenues and coordinates with the Office of Revenue Collections on overdue accounts. • Reviews monthly Finance Reports and Payroll Cost Detail Reports for information, accuracy and to insure employees are in appropriate orgs. • Maintains unique program budget system in 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. • Seeks SB90 reimbursement from the State of California for certain state-mandated programs, including completing various state forms and doing necessary research. • Oversees three development fee funds and investment of those monies. • Prepares special budget reports as needed, and develops and maintains budget related information. • Discusses and works with the County Administrator's Office on budgets and budget related mattes. • Confers with staff in the Auditor's Office on financial matters. We currently plan to expand our unique program budget system into the Moraga and Orinda Fire Districts in FY 1995-96. With the advent of our LAN (Local Area Network) which became operational in part around January 1995, we plan to further automate our budget/finance activities where appropriate and as resources allow. TRAEqNG DIVISION The Training Division serves a dual role of training and emergency medical services management within the Fire District, including the Moraga and Orinda Fire Protection Districts. 1. It is responsible for developing and administering in-service training that provides employees a system for acquiring, maintaining and improving personal knowledge and skills required for satisfactory performance at the various positions in the District, in addition to assuring all mandated training is completed each year. 2. It plans and manages the emergency medical service component of the District's emergency operations. This includes: priority dispatch review and training for dispatchers, investigation of operational problems, investigation of communicable disease exposure, quality assurance/improvement, equipment standardization and improvement, policies and treatment protocols, continuing education. Automation The Training Division is in the process of placing all individual and company training records on a data base, in addition to training aids, such as videos, textbooks, etc. Computer data bases will allow the tracking of 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. Additional computer equipment has been purchased to develop overhead transparencies and 35mm slides. Plans are being developed to provide computer assisted instructional capability through the capability of utilizing CD ROM's. Staffing of the Training Division: One (1) Training Chief One (1) Training Coordinator One (1) Senior Training Instructor One (1) Nurse/MICN (EMS Coordinator) One (1) Clerk Specialist One (1) Clerk Experienced Performance Indicators The Training Division 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 • 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 IN-SERVICE TRAINING • Hazardous Materials Training • Vehicle Disentanglement Training • Daily Company Training • Wildland Fire Fighting Training • Company Officer Training • Structural Fire Fighting Training • Probationary Training & Testing • High Angle Rescue Training • Industrial/Target Hazard Familiarization • Confined Space Rescue Training • Heavy Apparatus Driving • Aircraft Fire Fighting Training • Emergency Vehicle Operations • Flammable Liquid-Gas Fire Fighting • Multi-Company Drills Training • Night Drills • Mutual Aid Procedures • New Equipment Orientation • Command Post Operations • Reserve Firefighter • Emergency Operations Center Orientation Procedures Heavy Apparatus Driving Pump Operation Training • Trench Rescue Training Hazardous Materials Training Shipboard Fire Fighting Training First Aid Training Communicable Disease • Water Rescue Training • New Employee Orientation . Affirmative Action/Sexual Harassment • Recruit Firefighter Academy . High-Rise Fire Fighting Training • Dispatcher Orientation • Public Safety First Aid Training • Pump Operations Training . Emergency Medical Technician -1 • Company Standards Evaluations • Fire Investigation Training • Truck Company Operations • Instructor Training • Disaster Preparedness . Company Management Training • Leadership • Medical Incident Management • Report Writing • Wildland/urban Interface Training • BART Facilities • Urban Search & Rescue Training • First Responder Defibrillation • Helicopter Operations Training • Hazardous Materials I/C Training O T _ L N CDa C) a. -o 75 ?� N N `O N W n 7 (P o A C) N C� y F � Z �•� 3 0 6 Z� 0 CD I 'o in '� C7 gD ;,- L S% O n NY o ©o ,c � CD @ N Z , 3 7 Z O N Nto . N N O G p WG p ci .o'c '37 -t1 Ni N N O G yo o G ?� N G mem G (P n Z = N C- ...% 01. CD � m �' @6m 13N O o o CD (4 O CD Q C7 N � O 'G p 3 O o CD IDall t� N o O Q m am W 9@ ^O „► o a ID m C „ 1 CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT 3/95 INFORMATION SHEET TOPIC: Contra Costa County Fire District Training Center INTRODUCTION: In 1966 the Contra Costa County Fire District started developing plans for construction of a Training Center. In 1968 the first phase of construction was started. Due to budgetary restrictions and urban growth around the site selected for the facility, the original 7 phase master plan was modified deleting the fire building and control tower. The following briefly outlines the existing components and features of the present training facility. INFORMATION: A. Area A site of 12 acres was purchased by the Fire District and selected to be centrally located in the District with good freeway and main arterial road access . This site was divided into the following areas : 1 . Fire Station, Hose Tower and Warehouse 1.4 Acres 2 . Apparatus Maintenance Shop . 6 Acres 3 . Training Area 10.0 Acres B. Administration Building The Training Division Administration Building contains: 1 . One 23 ' x 23” Classroom, equipped with chalkboards, front and rear projection screens. Room capacity is 20 students . 2 . Reference Library, contains textbooks, periodicals, and reference material for use by District employees . 3. Slide Development/Sound Recording Room, used for developing slide cassette program. 4 . Video Development/Editing Room, used for developing, editing, duplicating, and recording video. Has satellite receiving capability. 5. Visual Aid Development Area, an area allocated for film editing, chart development and general photography. -2- 6. Conference Area, used for meetings with 10 or less persons. 7 . Administrative Offices, containing all office equipment, duplicating machines, files and work area for clerical staff. 8. Six Offices, for Training Officers and persons assigned to Training on special assignments. 9 . Men's and Women's Restrooms. C. Classroom Building The classroom building contains: 1 . Two 241 x 361 Classrooms, equipped with chalkboards, 2 pro- jection screens. Each room has a capacity of 40 students. 2 . Locker Room, area with 19 lockers for use by instructors and students . 3. Training Aids Room, room for storage, maintenance and repair of training aids. 4 . Projector Room, room used for storing projectors and 16mm films. 5 . Men' s and Women' s Restrooms . 6 . Coffee Bar with Sink. D. Drill Tower Tower is constructed of reinforced concrete, 50 foot in height and includes 4 floors with open balconies and an enclosed pent- house with skylight. Primary features are: 1 . Basement with sidewalk doors . 2 . Dry standpipe system with outlets on each floor including roof area. 3 . Automatic sprinkler system on the first two floors and basement. 4 . Inside stairwell. 5. Open exterior stairwell. 6 . Post indicator valve and fire department sprinkler and standpipe connections. 7. Surrounding pad of concrete. -3- 8 . Smoke removal ventilation system in basement and first floor. 9 . Sidewalk and curb on two side. 10. Water resistant interior lighting. 11 . Automatic drain pump in basement. 12 . Industrial roll-up door on ground floor. 13. Self-closing metal doors. 14 . Marquee over entrance door. All features incorporated into the tower were designed to duplicate structural designs found in the District. Tower was not designed for actual fires to be set in any portion. E. Drill Ground Area Around the drill tower there is a 200 ' x 200 ' paved drill area with center drainage. Six hydrants are provided (one of each type found in District) on concrete pads around the outside edge of the pavement. Hydrant flows are adjustable through the 12 ' main in addition to a main pressure relief valve. F. Parking Lots Two lighted parking lots providing 72 spaces are provided for student, instructor and staff use. G. Drafting Pit The drafting pit used by the District for apparatus testing and pump operator training is a converted 15 ' x 20 ' swimming pool . A vented roof-type cover and collecting pipe were added to the pool to make it operational. All drafting is done with hard suction hose. H. Mock-Up Building A 30 ' x 27 ' concrete slab surrounded with chain link fencing and covered with a steel roof. The mock-up building area is used for training mock-ups considered too large or heavy for classroom demonstration. A sliding fence opening is large enough to allow apparatus to drive in. Area has lights for nighttime use. -4- I . Skid Pad A 100 ' x 150 ' concrete pad for instructing drivers in skid control . The pad has a 1% sloping surface and contains a 1,000 gallon tank, electric pump and a gravity return system for recirculating water used for lubricating the surface. J. Driver Skill Development Area 1, 100 feet of 2 lane roadway is provided for instructing drivers. The driver area provides 2 tee intersections and 2 90° turns in addition to an area 60 feet wide for intersection evasive action training. K. Structure Fire Simulation Building The structure f�.re simulation building is a wood 2-story residential structure which is used for ladder training, salvage, search and rescue, hose evolutions and multi-company evolutions . House is furnished with discarded furniture. Simulated smoke is used for training evolutions, but the use of water inside the house is prohibited. L. Rescue/Haz Mat Simulation Area An open non-paved area used for various types of transportation accident simulations . Vehicles are moved on and off the area as needed for specific training exercises . M. Visual Aid Equipment Maintained and used at the Training Center is the following audio-visual equipment. 1 . 16mm Projectors 2 . Super 8 Movie Projectors 3. Ektagraphic Slide Projectors 4 . Caramate Slide Projectors 5 . Overhead Projectors 6 . Opaque Projectors 7 . Slide-Sync Cassette Tape Recorders 8 . Cassette Tape Duplicator 9 . Cassette Records and Players 10. Reel to Reel Tape Recorders 11 . 1/2" VHS, 3/4" U-Matic Video Tape Players/Recorders and Monitors 12 . Video Projector SUBJECT: Contra Costa County Fire District Training Center DATE: March 1995; replaces 3/89 (CFDTF. IS) .� . � ,_+ __----___..r, • ```�. �"`�-. i 1 "„�... �� _ �``' �� '`.,. TO: BOARD OF SUPERVISORS 1 .0.-6 Contra -, FROM: INTERNAL OPERATIONS COMMITTEE r- Costa z County DATE: March 20, 1995 y rrlt r'�c6UN'�-1 c SUBJECT: APPOINTMENT TO THE CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT'S AJDVISORY FIRE COMMISSION SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: 1 . APPOINT to the remaining vacant at-large seat on the Contra Costa County Fire Protection District's Advisory Fire Commission to complete an initial term ending June 30, 1998: Seth H. Cockrell P.O. Box 252 Knightsen, CA BACKGROUND: On December 13, 1994, the Board of Supervisors approved the following recommendation from the 1994 Internal Operations Committee regarding the final vacancy on the new Advisory Fire Commission for the Contra Costa County Fire Protection District: 1 . AUTHORIZE the 1995 Internal Operations Committee to interview applicants for the remaining at-large seat on the Contra Costa County Fire Protection District's Advisory Fire Commission and return to the Board of Supervisors with their recommendation for an appointment. The Advisory Fire Commission, currently includes the following individuals : Jim Dunne of E1 Sobrante - District I Robert Chapman of Martinez - District II Edward Haynes of Walnut Creek - District III Barry Cunningham of Concord - District IV Robert Lewis of Pittsburg - District V Edward Eugene Rittburg of Martinez - At-large Seat CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATIONOF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE _OTHER M&K-' (SAULNIER JIM ROGERS SIGNATURE(S : ACTION OF BOARD ON MCL.L-UIL 28, 1995 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MAR 2 8 1995 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF cc: County Administrator SUPERVISORS AND COUNTY ADMINISTRATOR Allen Little, Chief Contra Costa County Fire Protection District DEPUTY Mr. Seth H. Cockrell BY I .O.-6 -2- We invited 16 applicants who had previously applied for a seat on the Advisory Fire Commission to the interview with our Committee for the final at-large seat. Seven of the applicants appeared for the interview. We interviewed the seven applicants and have agreed to recommend the appointment of Mr. Cockrell, who has demonstrated over a period of many years his interest in and commitment to the fire service in this County. We felt that all of the applicants were very interested, knowledgeable and committed, which made our decision all the more difficult. This appointment will complete the Advisory Fire Commission for the Contra Costa County Fire Protection District and will allow it to begin to meet now on a regular basis . CONTRA COSTA COUNTY ADVISORY BOARDS, COMMISSIONS OR COMMITTEES APPLICATION FORM RECEIVED Name of advisory board applying for Application Form must be typed or hand printed. S Name of Applicant: ��� C4e46,L-L CONTRA COSTA CO. � G o 60Home Address: /O0 P°c3 z5z, 12,l Business Address: �000 '��"L'�'�� 7R,4 r,�d, /L��aew-.sF,j work Phone: Sl e (9 94/-3(c57 ��/ Signature: Date: � �f u�-c. 9' y Personal Experience, Skills and Interests Education/Background. j � �'� G'� O �,e�-pva-z�; "/z �� s 7E As d!V.c/7�V-4 Cid STX� Je• Ov A-,d D : A-tJ JO-E. Occupation (student, for pay work, not for pay work, retiree or similar): A1 Q-4 AJ e 60A ys, Community Activities: L',�4�e r� / A-' 7x-,--,'A4,.1r- 0O,e41-5. M P--A-, c0e-24a-r-ate. M�Kr�Ek;> �►�C �e. l6jcr, "4-me"j �G u r?q 4ss,J� t 5 PP4 vE 2� �i E F �cCG E E , S4-A-T70,J Sp i'a3'�InnV e&' O N p-es, F,'e,c .5.65"l c.-rns Information: I. File completed application with Clerk of the Board, 651 Pine Street, Room 106, Martinez, CA 94553. 2. Members of some advisory bodies may be required to file annual Conflict of Interest Statements. 3. Meetings of advisory bodies may be held in Martinez or in areas not accessible by public transportation. h. Meetings may be held either in the evenings or during the day, usually once or twice a month. 5. Some boards assign members to subcommittees or work groups requiring additional time. Cc: P/67 - !/ ,, :Qr/A - FIAO-e CAiF.a�- CRo-t/1910 TO: BOARD OF SUPERVISORS 1 .0.-7 s L Contra FROM: INTERNAL OPERATIONS COMMITTEE z ' Costa County DATE: March 20, 1995 a�°eiiK SUBJECT: APPOINTMENTS TO THE BETHEL ISLAND FIRE PROTECTION DISTRICT'S ADVISORY FIRE COMMISSION SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. APPOINT to the Bethel Island Fire Protection District' s Advisory Fire Commission to the balance of the unexpired term of Howard Holmes, ending December 31, 1997 : Christian Lee Sanders 5558 Sandmound Boulevard Oakley, CA 94561 2 . APPOINT to the Bethel Island Fire Protection District' s Advisory Fire Commission to a four-year term ending December 31, 1998, replacing David Dal Porto, who asked not tobe reappointed: Dale Wong 4608 Sandmound Boulevard Oakley, CA 94561 BACKGROUND: There are currently two vacancies on the Bethel Island Fire Protection District's Advisory Fire Commission, resulting from the death of Howard Holmes and the decision of David Dal Porto not to seek reappointment. We advertised for these vacancies and received three applications . All three applicants were invited to meet with our Committee on March 20, 1995 . Mr. Sanders and Mr. Wong appeared for the interview. We were impressed with the background, qualifications and interest of both gentlemen. Both were recommended for appointment by Acting Chief Dave Wahl and we are, therefore, pleased to recommend their appointment as noted above. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER ^rJ MARK teSAUL ER JIM ROGERS SIGNATURE(S): ACTION OF BOARD ON *_Mareh._28, 1995 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MAR 2 8 19bij Contact: County Administrator PHIL BATCHELOR,CLERK OF THE BOARD OF cc: Dave Wahl, Acting Chief SUPERVISORS.ANDCOUNTY ADMINISTRATOR Bethel Island Fire Protection Di&trr-'ct` Mr. Christian Lee SandersLil Mr. Dale Wong BY DEPUTY CONTRA COSTA COUN1 ADVISORY BOARDS, COMMIS,, NS OR COMMITTEES APPLICATION FORM ; I Name of advisory board applying for B. I Fire Protection District ' s Adv Fire Comm ; Application Form must be typed or hand printed. I I I Name of Applicant: Christian Lee Sanders I Home Address: 5558 Sandmound Blvd Home Phone:684-3885 I City & Zip Code: Oakley, CA 94561 Business Address:7000 East Ave Work Phone: 424-0518 City & Zip Code: Livermore, CA ' Signature: � Date: /.I I I Personal Experience, SUIls and Interests I I Education/Background: High School plus two years of college taking public safety and psychology courses- 20 years Law Enforcement , 10 yrs Public Health emergency services and 15 yrs private business operations management. Occupation (student, for pay work, not for pay work, retiree or similar): Retired City Police Department, Southern California. Currently employed by the Lawrence Livermore National Laboratory -as Management Analyst/Property Administrator. Community Activities: 1985 to 1990 Member San Francisco Criminal Justice C;-,a. 1 Council , Driving Under the Influence Task Fore, Appointed by Mayor ! Dianne Feinstein. 1992/1993 Board Member, Delta Water District. 1992 to Present, Board Memeber, Bethel Island Lions Club. Special Interests: Fishing, shooting and community activities- I RECEIVED I I 1 DEC 2 8 ( � 1 i CLERK CONM8 COSTA CO. Information: 1. File completed application with Clerk of the Board, 651 Pine Street, Room 106, Martinez, CA 94553. 2. Members of some advisory bodies may be required to file annual Conflict of Interest Statements. 3. Meetings of advisory bodies may be held in Martinez or in areas not accessible by public transportation. 4. Meetings may be held either in the evenings or during the day, usually once or twice a month. 5. Some boards assign members to subcommittees or work groups requiring additional time. CC: 'D1STI?lC-T 3r CAO-upw F) EE Chie-F Z'. Wh��Na2 31 CONTRA COSTA COUNTY ADVISORY BOARDS, COMMISSIONS OR COMMITTEES APPLICATION FORM Name of advisory board applying for I`iQ 5�CLAd tIyd, ClJMIM1551011 Application Fonn must be typed or hand printed. Name of Applicant: ✓ c kz W On c, Home Address: '6r �o g Sr'r' a rnoar)4 SIUcl Home Phone: SID 684 263b Business Address: 1700 k s� , SGCyaMrZ-nio Work Phone: 91(, 32.y 77-45 Signature: LU Date: j 4i,,,�,�,.,y 31 1995 Personal Experience, Skills and Interests Education/Background: USF cc-t,� Occupation (student, for pay work, not for pay work, retiree or similar): C-Cl,�CNIrlGI. lD. ee Cr axJ oil 5P)h gy:ZVPm�16T) cvyj Community Activities: FCNT vED 6 A m-em b � JAN 5 Special Interestss: OB AOF StJ�PEiMSO S Information: 1. File completed application with Clerk of the Board, 651 Pine Street, Room 106, Martinez, CA 94553. 12. Members of some advisory bodies may be required to file annual Conflict of Interest Statements. 3. Meetings of advisory bodies may be held in Martinez or in areas not accessible by public transportation. Meetings may be held either in the evenings or during the day, usually once or twice a month. 5. Some boards assign members to subcommittees or work groups requiring additional time. Cc: IISTRIC7- : -- F 12E CKIEF T.W h rr'EN E:.