cares draft recommendations
DESCRIPTION
CARES meeting 6 presentation where draft recommendations were presented.TRANSCRIPT
WelcomePlease introduce yourself to others at your table
Put on a name tag
Complete the information on the sign-in sheet
The CARES Process
CARES Charge
CARES Open HousesDate Time Station Address
Tuesday, Nov. 29 4 – 8 p.m. Station #3 6310 Weldon Spring Rd.
Wednesday, Nov. 30 4 – 8 p.m. Station #4 4340 Towers Rd.
Saturday, Dec. 3 11 a.m. – 5 p.m. Station #1 1385 Motherhead Rd.
Sunday, Dec. 4 Noon - 4 p.m. Station #2 4065 Old Hwy. 94 South
Board Presentationo December 13
o 7 p.m.
o Station #1o 1385 Motherhead Rd.
Sign-in Sheet
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• Fill Out Form
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• 636-447-6655
• Email:• [email protected]
• Ask During Small Group Work Time
CARES Onlineo www.CARESforCFPD.com
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CARES Draft Recommendations
Purpose
The Chargeo Make recommendations in response to the following questions:
o What are the key challenges and opportunities facing the Cottleville Fire Protection District today and tomorrow?
o What are the best ways to address these challenges and make the most of these opportunities?
o What level of service does the community expect from the Cottleville Fire Protection District now and in the future?
o What resources in the areas of facilities, staffing, equipment, finances and communications are needed?
o What do we need to do to secure these resources?
Key Information Learned
About the District
About the District
Diverse Service Areao Four Stationso Covers 38 Square Miles
o St. Peterso O’Fallono Weldon Springo Cottlevilleo Dardenne Prairieo Unicorp. St. Charles
County
About the District
Diverse Service Areao 40,000 Residentso 100,000 Daytime
Populationo Residentialo Heavy Industrialo Retailo Hotelso Highways
About the District
Growing Population
1980 1990 2000 2010 20200
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
144,107
212,751
283,883
360,485
412,435
St. Charles County Population Growth
Projected
150% Population Increase from 1980- 2010
About the District
Multi-Discipline Emergency Response Organizationo Fire Suppression
o Hazardous Materials
o Emergency Medical Services
o Homeland Security
o Code Enforcement
o Public Safety Education
o Emergency Planning
About the District
Demand for Service
1986 20110
500
1,000
1,500
2,000
2,500
3,000
400
2,700
Emergency Calls
About the District
How Our Service Area ComparesFire District/Department
Resident Population Square Miles
Central County 80,000 85
St. Charles City 65,000 21
O’Fallon 80,000 67
Cottleville 40,000 (100,000 daytime) 38
Wentzville 60,500 88
Staffing
Staffing
Organizational Structure
Firefighters
Staffing
NFPA Response Standardso NFPA Standards:
o 4 – 5 firefighters per truck
o 15 – 17 firefighters on the scene within 8 minutes
o 12 CFPD firefighters available on an average day
o All firefighters and equipment sent to the scene.
o Other area districts must respond to all other calls as part of mutual aid
o Results in longer response times
Minimum Staffing
Full Staffing02468
1012141618
CottlevilleNFPA Standard
Staffing
Four Person Crews Are Safer
5 Firefighter Crew
Demonstrated a highly coordinated, effective attack on the fire and search and rescue operations
4 Firefighter Crew
Capable of performing satisfactorily in controlling the fire and affecting the rescue operation
3 Firefighter Crew
Could not accomplish all the required tasks within a given time span
*Dallas Staffing Study Conclusions
Staffing
Four Person Crews Are Safer
Reviewed 136 emergency incidents involving 1,938 firefighters-Austin Fire Department Study
4 & 5 Person Crews 3 Person Crews
5.3%
7.7%
Injury Rate Per 100 Firefighters
46% Difference
Operational Leadership Staffing
Staffing
District Operationso Budgetingo Legalo Pensiono Personnel/Benefitso Trainingo Incident Commando Emergency Operationso Vehicle Maintenance
o Facilities Maintenanceo Equipment Maintenanceo Computer Networko Reportingo Public Fire Educationo Public Informationo Community Liaisono Plan Reviewo Inspections
Staffing
Role of Battalion Chiefso Provide Leadership, Serve As Safety Officer At An Incident
o Third In Command Of District
o Assist With General District Operations
o Training Planning, Implementation
o Pre-incident Planning
o Public Education, Community Outreach
o Fire Prevention Activities
o Emergency Operations Center
o Disaster Preparedness Planning
o District Mapping
o Mentoring
o Succession Planning
o Technology
Staffing
Battalion Chiefs
Cottleville Central County O'Fallon St. Charles Wentzville0
1
2
3
4
0
3 3 3 3
Staffing
Operations & Leadership
Central County
O'Fallon St. Charles City Wentzville Cottleville0123456789
10
8 9 86
3
Staffing
How CFPD Compares
0
10
20
30
40
50
60
51 5042 36
Recommended Staffing Levels
Staffing
Key Findingso CFPD does not meet ISO or NFPA staffing
recommendations
o Staffing directly impacts residential and commercial insurance rates
o Concern for providing safe, effective emergency response
o Limited organizational leadership positions presents challenges
Training
Training
Certification & Education o Cottleville Firefighters Hold:
o State Certifications In:o Emergency Medical Care
o Fire Investigation
o Apparatus Operator
o Fire Inspection
o Fire Service Instructor
o Fire Officer
o Degrees Ranging From:o Associates to Masters in Business Administration
Training
Re-Certification RequirementsArea Hours Frequency
EMT 100 5 Years
Paramedic 144 5 Years
Instructor 24 3 Years
Investigator 30 3 Years
Inspector 30 3 Years
Training
Annual Training Hours Comparison
Cottleville Central County O'Fallon Wentzville0
5,000
10,000
15,000
20,000
25,000
30,000
7,96310,064
12,653
25,047
ISO Recommended 10,500 Hours
Training
Training Leadership
Full-Time Training Officer
Cottleville No
Central County Yes
O’Fallon Yes
Wentzville Yes
Training
Area Training Budgets
Cottleville O'Fallon Central County Wentzville$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$74,900
$90,280$101,000
$107,000
Training
Key Findingso Do not meet NFPA training standards
o Officer training does not meet standards
o Driver training is short 12-hours per year
o Do not currently conduct recommended two night drills
o Currently lack annual proficiency training at all levels
o Average 5+ hours short per month per person of the 20 hrs required
Equipment
Equipment
FleetNumber
of PiecesEquipment Age Target Replacement
Date
4 2004 Rescue Pumpers 7 years 2014 (phased)
1 2006 100’ Aerial Platform 5 years 2018
1 1997 Brush Truck 14 years
1 2009 International POD Urban Search and Rescue Truck (Paid for by federal government as a federal resource)
2 years
1 2001 Utility Pick-up 10 years
3 Staff - Command Vehicles (2003, 2005, 2008)
3 – 9 years
1 2003 Inspection vehicle 8 years
o Recommended Replacement Every 10-12 Yearso NFPA, OSHA, Apparatus Manufacturers Association Generational
Cycle, 5 Years
Equipment
Annual Maintenance & Fuel Cost
Average Car Rescue Pumper Ladder Truck$0
$5,000$10,000$15,000$20,000$25,000$30,000$35,000$40,000$45,000
$7,967
$20,000
$39,000
Chart Title
EquipmentFleet Maintenance Cost Reduction Measures o Purchase batteries and lights direct
o Install batteries and lights in house
o Purchase brake parts direct, and keep in stock
o Mobile service comes to the station
o Cuts down time from two days to 3 hours
Equipment
Additional EquipmentReplacement
CostNFPA Life
SpanAge of CFPD’s
Equipment
Jaws of Life $30,000 10 years 6 years
Self Contained Breathing Apparatuses and Associated Equipment
$250,000 10 years 14 Years
Thermal Imaging Cameras $8,000 5 years 5 years
Computer Servers $18,000 5 years 2 years
o Aging Equipment More Costly To Repairo Difficult If Not Impossible To Find Parts To Make Repairso Keep Up With Changing Standards And Technology
Equipment
Basic Firefighter GearEquipment Cost
Standard Issue Helmet $255
Nomex Hood $38
Bunker Coat and Pants $2,100
Boots $300
Gloves $50
S.C.B.A. Face Piece $225
TOTAL $2,968
Equipment
Firefighter Gear Standards o Firefighter Gear Must Meet NFPA 1971 and
1500 Standards
o Gear Must Be Replaced Every 10 Years
o Average Cottleville Gear 2 Years Oldo Developing phased replacement plan
Equipment
Key Informationo Maintenance must be paid from general revenue
and is increasingly expensive
o CFPD does not have the equipment to respond to water or all terrain emergencies
o Equipment is rapidly aging
o Some equipment does not meet national standards
Facilties
Facilities
Challengeso Station #1
o Entrance from Highway N not possible due to safety concerns
o Driveway needs to be reengineered
o Structural cracking
o Station #2
o Back ramp and retaining wall need to be updated
o Station #3
o Basement flooding
Facilities
Maintenance Costso Funding for general maintenance not available
o General maintenance must come from general revenue, not bond funding
Programs
Programs
Community Outreach
Residents NOT Reached
96%
Residents Reached
4%
Total Residents: 40,000Residents Reached: 1,579
Programs
Public Safety Educationo Fire extinguisher training program
o Limited due to staff shortages
o In school programs
o No longer have a presence due to staffing shortages and in school requirements
o Station tours provided on a regular basis
o School fire drills every October
Finance
Finance
Operating Fund Historyo $0.75 initially approved by voters in 1986
o Measures taken to continue service levelo Staff reductions
oWage freezes
o Program eliminations
oMaintenance and equipment cuts
Finance
CFPD Financial Historyo 2002 • 5-Year Balanced Budget Plan
o Pay cuts
o Elimination of all non-essential spending
o Training, public safety education, staff, capital expenditures
o New budget procedures
o Cuts and programs have not been restored
Finance
CFPD Financial Historyo Results of 2002 Budget Plan
o Improved fiscal responsibility
o Spending controls
oReserve fund implemented
o Inclusive budget planning
oMulti-year firefighter agreements
Finance
Expenses
Personnel Related89%
Equipment 5%Training/Professional Devel-
opment1%
Administrative 5%
Finance
Expenses
*St. Charles County Sher-iff's Dept.
**FH School District ***St. Charles County Ambulance Dist.
Cottleville FPD88%
89%
90%
89% 89%
90%
89%
% of Budget Utilized for Personnel Costs
Source:*County Finance Director**FHSD 2011-2012 Budget*** SCCAD Finance Director
Finance
Revenue
Local Property Tax96%
Interest Income 0.2%
Fire Prevention & Code Enforcement
Fees 2%
Finance
2011 Tax Rate $0.6275
General Operating80%
Debt Service14%
Pension5%
Finance
Fundso General Operating
o $0.5048o Pays for day-to-day activitieso Salaries & Benefitso Fuelo Maintenanceo Professional Development &
Trainingo Utilitieso Insurance
o Debt Service o $0.0342o New construction, building
renovations, apparatus, equipmento Principal and interest
payments are made each yearo Money must remain in debt service
fund
o Pensiono $0.0885o Revenue used to fund employees
pension fundo Money must remain in pension
fund
FinanceImpact of Hancock On Operating Tax Rate
1986 Rate 2011 Rate$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
$0.80 $0.75
$0.51
FinanceTax on a $100,000 Home
1986 2011$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
$160.00$142.50
$96.90Rate$0.75
Rate$0.51
Calculating The Annual Tax Amount
Assessed Valuation x Tax Rate100
Assessed Value = 19% x Home Value
FinanceAssessed Valuation And Revenue
2004 2005 2006 2007 2008 2009 2010
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
Assessed Valuation GrowthRevenue GrowthPe
rcen
tag
Gro
wth
Despite changes in assessed valuation, and area growth, revenue remains flat
Finance
Property Tax Revenue
2008 2009 2010 2011$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000$7,306,718
$5,625,510 $5,757,251 $5,657,587
Real Estate and Personal Property Tax Represent the Majority of Budgeted Revenue
Finance7-Year Budget Projection
2010 2011 2012 2013 2014 2015 2016 2017
$(1,500,000.00)
$(1,000,000.00)
$(500,000.00)
$-
$500,000.00
$1,000,000.00
$1,500,000.00
Budget Surplus (Deficit) Reserve Fund Balance
FinanceProjected Revenue vs. Expenses
2009 2010 2011 2012 2013 2014 2015 2016 2017$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
RevenueExpenses
Finance
Key Informationo The District’s revenue growth is limited by the Hancock
Amendment
o The main source of District revenue is local property tax
o Revenue is remaining flat, while expenses continue to rise
o The District has not had a change in the tax-rate in 25 years
o The District’s reserve funds are rapidly being depleted
Statements of Recommendation
Staffing
Staffingo Provide for staffing a minimum of four
firefighters on the ladder truck to meet national safety standards.
o Work toward staffing a minimum of four firefighters on each pumper truck to meet national safety standards.
Staffingo Implement a firefighter staffing structure that includes a
battalion chief on each shift to assist with the increased demand for service. o In addition to being leaders in the area of incident response, battalion
chiefs should be responsible for assisting with training, technology, equipment, facilities maintenance, homeland security planning, and public safety education programs.
o Recruit and retain quality firefighters by providing compensation that is comparable to local averages.
Training
Trainingo Meet national training standards set by the Insurance
Services Office (ISO) and the National Fire Protection Association (NFPA) in order to keep pace with constantly evolving changes and demands for service.
o Acquire a full-time training officer to develop and implement a quality training and safety program that will directly impact the level of service provided to the community.
Trainingo Explore opportunities to partner in training
efforts with other emergency response agencies to reduce costs and expand training opportunities.
o Recruit and retain quality firefighters by providing quality training that meets national standards.
Facilities
Facilitieso Ensure that all facilities meet the emergency
services needs of the community.
o Create a master facility plan to guide facility maintenance and updating.
o Restore the capital projects fund to allow for proactive maintenance of current facilities.
Communications and Community Involvement
Communications and Community Involvement
o Continue to actively involve the community in planning for the future of the Cottleville Fire Protection District.
o Remain transparent and open in communicating about the operations, finances and state of the District to the community.
o Create and implement a public safety education program for students, residents and those who work within the District.
Equipment
Equipmento Implement, and properly fund, an equipment
maintenance and replacement schedule to phase out aging, out-of-date equipment.o This schedule should include all levels of equipment and gear
including trucks, emergency medical equipment and firefighter gear.
o Work toward meeting national standards for equipment replacement.
Equipmento Ensure the District has the appropriate equipment to
meet the changing needs of the community.
o Maintain up-to-date, functioning equipment, and replace all equipment within its life cycle to ensure it is fully operational when needed to keep the community and firefighters safe.
o Ensure all current equipment can safely meet the needs of the community.
Finance
Financeo Remain fiscally responsible and maintain a
balanced budget while continuing to provide quality emergency services to the community.
o Implement the CARES recommendations over a financially responsible span of time.
Implementation
Implementation Plano To implement the CARES Statements of
Recommendation it is recommended that a general fund increase be placed on the April 2011 ballot
Implementation Plano Options for Implementation
oOption A: 24-cents
oOption B: 27-cents
oOption C: 30-cents
Small Group Work Activity
Select Recorder & Spokesperson
o Recorder Responsibilitieso Complete the requested information on your
group’s worksheet
o Spokesperson Responsibilitieso Facilitate Discussion
o Keep Group Focused/On Task
o Report Group’s Information
Complete the Worksheet o Make sure the information recorded on the
worksheet reflects consensus of the group
o Monitor progress to complete the worksheet in allotted time
o Only the group recorder’s worksheet will be collected
Small Group Work Activityo Task #1: Come to consensus on any comments or suggestions that
you believe would strengthen the recommendations
o Task #2: Come to consensus regarding any additional Statements of Recommendation that should be included in the final report document
o Task #3: In tonight's presentation three possible options were presented to address the challenges facing the Cottleville Fire Protection District. Discuss these options and come to a consensus regarding your group's preferred option
o Task #4: What would you add, delete or modify to strengthen your preferred option circled above in Task #3