Service Reduction and Fire Station Closure Plan

 Global recession  The District’s revenue is primarily based on property tax assessments.  This revenue has decreased by approximately $32 million dollars from 2008 to  The District does not receive Prop-172 or other sales tax revenue from the County or Cities.  Personnel costs account for 89% of budget.  Health care costs increased.  Pension contributions increased due to market losses and de-pooling.  Diversion of approximately $12M per year to RDAs prior to dissolution.  Measure Q failed to achieve “super majority.”

 Concessions by all personnel - (10% salary reduction, lower starting salaries, increased health care and pension contributions)  Non-operational positions held vacant  Eliminated positions and laid off employees  Controlled non-minimum staffing overtime  Deferred capital (fleet and facilities) purchases  Reduced operating costs and discretionary spending  Leveraged grants for staffing and equipment  Utilized $25M in reserve funds to maintain service  De-staffed two operational units (1/11 and 7/12)  Structural Reform – pensions, terminal leave, OPEB

 Goal: Arrive on the scene within 5 minutes 90 % of the time.  NFPA recommends a response time of 6 minutes 90% of the time.  NFPA requires an adequate firefighting force (16-personnel) on-scene within 10 minutes.  Current response time with 28 companies is 6:38 minutes. 90 percentile time is over 8:30 minutes.

 Close four (4 ) fire stations in early January as previously indicated  Conduct community meetings in the effected areas  Savings – Approximately $3M for second half of FY-2012/2013  Impact – Reduced service delivery and public safety  Alter operational strategies and tactics to adjust to reduced resources  Continue to monitor response times, impact, and service delivery options

 Leverage automatic/mutual aid, and private sector partners  Potentially up-staff one or two units to expedite interior fire attack operations  Utilize existing reserve force to provide some coverage for closed stations when available  Work to develop and implement an EMS-only (paramedic and EMT or 2- EMTs) unit in some or all of the affected stations during peak call volume time periods of 8 A.M. to 8 P.M.  Develop and implement an EMS-only reserve or volunteer program to cover the affected stations during the non-peak periods  Limit the response to some non-life threatening emergencies and public service calls  Enhanced use of dynamic resource deployment, e.g. posting  Utilize software to evaluate optimal fire station locations and response configurations  Reengineer training, apparatus maintenance, support functions

 Community threat/risk  Call volume  Ability of adjoining fire stations to “absorb” the call volume and work load  Proximity of adjoining automatic and mutual aid fire stations  Transportation corridors  Impact on response times for the entire District

 Fire Station #4 – 700 Hawthorne Drive, Walnut Creek  Fire Station #11 – 6500 Center Avenue, Clayton  Part-time sharing with E-22 from Concord to leverage “reverse commuter” traffic flow  Fire Station #12 – 1240 Shell Avenue, Martinez  Fire Station #16 – 4007 Los Arabis Avenue, Lafayette

Fire StationResponse Time Open Response Time Closed Difference in Response Time Incidents 11/1/11 – 10/31/12 4 (Walnut Creek) 11 (Clayton) 12 (Martinez) 16 (Lafayette) 99% 83% 71% 58% 62% 42% 49% 8% -37% -41% -21% -50% , (Pittsburg)66%44%-22%1,388 *Based on 6- minute response time

Fire StationAlternate StationResponse TimeDistance FS-4 FS-326:16 minutes4.2 miles FS-18:00 minutes2.3 miles FS-11 FS-86:00 minutes3.3 miles FS-227:00 minutes3.6 miles FS-517:00 minutes5 miles FS-12 FS-144:00 minutes1.1 miles FS-137:00 minutes2.3 miles FS-16 FS-434:00 minutes1.7 miles FS-158:00 minutes3 miles

24 - Stations in Optimal Locations Based on Historical Incident Data

 First Engine Dispatch to On- scene <= 6:00 : 71.44%. Avg. 5:21.  Add 1 additional minute for dispatch processing  First Engine Dispatch to On- scene <= 6:00 : 68.89%. Avg. 5:28.  Add 1 additional minute for dispatch processing 12/04/2012

 Staff will continue to seek efficiencies and reduce costs while maintaining operational capabilities, safety requirements, and statutory mandates.  Utilize carryover funding from the FY-12/13 midyear service reductions  Maintain $2.6M stabilization fund as reserve  Serious deficits will still exist  Staff 22 or 23 fire stations

 Reduction in inter-agency service charges to off-set services provided by the District to the County  Apply for second SAFER grant  Additional Prop-172 Funding  Cost recovery ordinance  Joint County/City tax initiatives  Public-Private partnerships  Attempt future parcel tax or benefit assessment measure  Supplemental revenue from County

 Sharply declining property tax revenue and increasing costs have created a “fiscal crisis” for the Contra Costa County Fire Protection District.  Cost-cutting efforts have been implemented and reserve funds are exhausted; however, additional savings are necessary.  Four (4) units are scheduled to be de-staffed in January  An additional one or two fire stations will need to be closed in FY-13/14 unless revenue is enhanced.