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Service Reduction and Fire Station Closure Plan
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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 2012. 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.”
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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
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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.
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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
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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
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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
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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
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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% 598 908 1,043 680 87 (Pittsburg)66%44%-22%1,388 *Based on 6- minute response time
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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
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24 - Stations in Optimal Locations Based on Historical Incident Data
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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
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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
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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
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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 2013. An additional one or two fire stations will need to be closed in FY-13/14 unless revenue is enhanced.
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