CENTRAL PIERCE FIRE & RESCUE DISTRICT OVERVIEW DISTRICT OVERVIEW

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1 DISTRICT OVERVIEW DISTRICT OVERVIEW Pierce County Fire Protection District No. 6, also known as Central Pierce Fire and Rescue (CPFR), operates as a legally organized fire protection district under the Revised Code of Washington (RCW) Title 52 and is governed by a five member Board of Fire Commissioners. Voters approved the formation of CPFR in 1996 and combined the former Pierce County Fire Districts No s 6, 7, and 9 as one entity. As the old fire districts, which now make up CPFR, became more urbanized, the development of a full time firefighting force became necessary. The Fire Commissioners realized that by consolidating their efforts and merging these departments they would eliminate duplication of services and provide the communities involved with a more efficient fire department. Most recently, the voters of CPFR and the City of Puyallup voted for Puyallup Fire Department to annex into CPFR effective January 1, CPFR will be able to provide better, more cost-effective fire and emergency medical services to the citizens of the City of Puyallup without raising taxes. As of this date an ex-officio member from the City of Puyallup s Council participates in CPFR Board of Commissioner activities. CPFR services 83.5 square miles with a population density of 2,343 per square mile for a population total of approximately 194,000 people. The District encompasses the communities of Spanaway, Parkland, Midland, Summit, Summit View, South Hill, Elk Plain, a portion of Frederickson, and the City of Puyallup. The area covered borders the cities of Tacoma, Lakewood, Edgewood, and Sumner, two military bases (Fort Lewis, which is the third largest army post in the United States and McChord AFB), and several other fire districts. The District is located in Pierce County near the scenic Puget Sound. Seattle is 45 miles to the north and Olympia, the capital of the state, is 30 miles to the south. Majestic Mount Rainier lies to the east of the District. The area covered by CPFR is a mixture of urban, suburban, and rural areas, along with an increasing number of commercial and manufacturing complexes housing over 4,500 businesses and industries in the area. There are 39 elementary schools, 11 junior high/middle schools, 2 alternative schools, and 12 high schools, for a total of 64 schools in the district along with Pacific Lutheran University. Pierce County is less diverse than the nation but more diverse than the balance of Washington State. Washington, with its relatively high concentration of computer science, engineering and health care, has more college educated residents than the nation as a whole. However, more of these high tech occupations, requiring a Bachelor s degree or higher, are located in Seattle-King County. Pierce County residents are somewhat younger than the balance of the state and the United States. About 58% are less than 40 compared to 56% for the US and Washington State. This correlates with the lower per capita income. Like educational attainment, Seattle/King County drives the per capita income higher than the US as a whole. Pierce County, by diversifying its economic base and becoming more integrated with international and national markets, has traded stability for a lower average rate of growth. Slower growth does not mean negative growth. Although now growing slower than anticipated, the Pierce County economy continues improving from the mild weakness experienced in The weakening value of the dollar, increasing uncertainty over the US trade deficit, and slower economic growth in both Europe and Asia has curtailed shipping, warehousing, and trade growth ANNUAL BUDGET PAGE 1

2 DISTRICT OVERVIEW Interest rate concerns have started to slow the housing and construction markets. (Tacoma- Pierce County Chamber, Pierce County Economic Index Report, 2007) Pierce County, like the rest of the state and nation, experienced a hot housing market between 2000 and However, data compiled by the Washington Center for Real Estate Research/Washington State University shows that the median home price was stable (0.5% decline) in Another indicator of the cooling market is the number of home resales which declined 35% from a year ago. Construction activity is an important economic indicator that greatly impacts county operations and workload in areas such as planning, permits, land services, public works, and public construction. Property tax revenues are also affected by fluctuations in new construction activity. The number of permits issued is an indicator of future growth in the county property tax base. Single family construction activity declined in both 2006 and As of June 2008, the unemployment rate in Washington ranged from 3.9% to 9.3%. Tacoma-Pierce County tends to fall in the middle of the range (Seattle-King County is usually at the low end) and stood at 6.3% for the 2008 year-to-date. Historically, the county was a resource and manufacturing based economy. However, regional, state and national trends have shown a shift towards construction, wholesale, and retail trade and services. Since 1990, the percentages of nonagricultural employment in Pierce County have changed as follows: compared to the rest of Washington, Pierce County employs more people in government, education and health services, retail trade, construction, other services and transportation/warehousing/utilities. Central Pierce Fire & Rescue is a proud and progressive multi-service organization with services and programs tailored to meet the needs of the communities we serve. The District provides services in: - Fire Suppression - Emergency Medical Services - Fire Prevention and Education - Personal Safety - Hazardous Materials - Special Operations including water rescue, high angle rescue, and trench rescue The District has 12 fire stations strategically located throughout the district to protect property value and population densities. These stations are fully staffed with 24 hour full-time emergency personnel and provide immediate and efficient response to fire, emergency medical incidents, and special rescue situations. Emergency response apparatus each day includes 11 staffed engine companies, seven 24- hour medic units, two peak-activity units, two ladder companies, and three Battalions. In 2007, CPFR responded to 15,600 alarms, 75% of these being medical emergencies and in 2008, the number of alarms was 16,834 with 75% being medical emergencies. In addition to their roles in fire suppression, technical rescue, and hazardous materials mitigation, the District s firefighters are certified Emergency Medical Technicians (EMTs) and Paramedics, providing basic and advanced life support medical intervention. The District provides emergency medical transports to area hospitals as patients conditions indicate. To provide these services to our response area, the District employs 252 career emergency services personnel, who are all trained as fire fighters. Of the 252 fire fighters, 169 are certified as emergency medical technicians and 83 are paramedics. These individuals are highly trained and must continually educate themselves in the techniques, dangers, and ever-changing technologies within the scope of the services they provide. In addition to emergency response staff, the District is one of the few in the nation to employ a registered nurse who functions as EMS Administrator and directs the work of the EMS Division. This includes dayto-day operations, long-range planning, education, quality assurance and acts as the liaison with area hospitals and Pierce County Health Department. Additionally, the EMS Administrator serves as our 2009 ANNUAL BUDGET PAGE 2

3 DISTRICT OVERVIEW Infection Control Officer, managing accidental exposures, and other occupational health issues such as immunizations. She also works within the community to identify health enhancement opportunities. As well as responding to all emergency incidents, the firefighters also assist the Prevention and Education Division in providing fire safety classes to 39 elementary schools. Utilizing classroom presentations, firefighters and Prevention and Education staff educate over 18,125 elementary school children every year using programs developed by the Prevention and Education Division. Programs include teaching fifth-graders how to help their parents develop home escape plans in case of a fire, and teaching first-graders basic fire safety such as how to stop, drop & roll if they or someone else catches on fire. High school students receive presentations about the dangers of driving while impaired. Firefighters also teach CPR & first aid classes three times a month. Community Services Volunteers provide Safe Sitter classes to adolescents ages 11 to 13 which teach safe and nurturing child care techniques, behavior management skills and appropriate responses to medical emergencies. The Prevention and Education division personnel provide fire extinguisher classes, fire and injury prevention programs for at home, school, and work, as well as a host of additional trainings as requested by community groups and businesses. The district employs 27 day personnel who work in financial, clerical, technology, public education, and vehicle maintenance roles. In addition to our career personnel, the District has 6 emergency response volunteers and 11 support service volunteers operating out of a total of 12 stations. Continual support from the community has been demonstrated as Central Pierce seeks to improve its service levels. The taxpayers investment in CPFR s facilities, equipment, and personnel helps to make our community a safer place to live. It is the primary goal of CPFR to provide the high level of service that will maintain the same or better quality of life, now, and throughout the future. Miscellaneous Statistics Date of Formation February 15, 1996 Governed by Board of Fire Commissioners Area Served 83.5 Square Miles Population Served Approximately 194,000 Number of Fire District Facilities 12 Fire s 1 Training Tower at 60 1 Training Tower at 67 1 Vehicle Maintenance Shop 1 Prevention & Education Facility 1 Training Center Administrative Personnel are located at various facilities Apparatus: 17 Engines 2 Ladder Trucks 12 Medic Units 60 Other (Staff Vehicles, Trailers, Supply Units, etc) 2009 ANNUAL BUDGET PAGE 3

4 DISTRICT OVERVIEW Registered Voters 98,051 September 2004 Primary Regular levy lid lift % yes votes September 2005 Primary Regular levy lid lift % yes votes EMS levy lid lift % yes votes November 2005 General Election Rich Coleman and Larry Nelson re-elected as Commissioners September 2006 Primary Renew EMS Levy 69.05% yes votes Renew Fire Benefit Charge 68.79% yes votes August 2007 Primary Regular levy lid lift 62.09% yes votes November 2007 General Election Bob Willis re-elected as Commissioner Ron Morehouse elected as Commissioner May 2008 Special Election $36,000,000 bond issue 57.90% yes (Measure required a 60% yes vote to pass) November 2008 General Election Annex City of Puyallup to CPFR 76.15% yes votes 2009 ANNUAL BUDGET PAGE 4

5 MAP OF DISTRICT Yellow and blue areas are protected by Central Pierce Fire & Rescue. CPFR also provides fire and EMS services to North Puyallup indicated by the red line above City of Puyalup indicates location of a fire station 2009 ANNUAL BUDGET PAGE 5

6 ORGANIZATION CHARTS 2009 ANNUAL BUDGET PAGE 6

7 ORGANIZATION CHARTS 73 5 Battalion Chief 71 A / B / C Shifts FTE: FTE: 9 FTE: Front Line Suppression and EMS Assistant Chief of Field Operations B/C Operations Day Shift Battalion Chief Cross Shift Rover Battalion Chief 66 A / B / C Shifts FTE: Hobo Lts. 2: A-Shift 2: B-Shift 2: C-Shift FTE: 6 4 FTE: 9 FTE: FTE: Battalion Chief 61 A / B / C Shifts FTE: FTE: 5 / Probationary Firefighters ANNUAL BUDGET PAGE 7

8 ORGANIZATION CHARTS Finance Division Chief Financial Officer Payroll Analyst Finance Analyst Support Specialist Maintenance Shop Central Stores Purchasing Assistant Accounting Technician Administrative Services Division Human Resources Manager HR Coordinator Support Specialist 60 Front Office Operations/ Support Services Support Specialist 60 EMS Support Specialist 60 F/C, D/Cs & Board Support Specialist Training Center Support Specialist 61/66 Battalion Chiefs Support Specialist 71 Prevention/ Education Support Specialist 71 Front Office/ DFM/B/Cs 2009 ANNUAL BUDGET PAGE 8

9 ORGANIZATION CHARTS 2009 ANNUAL BUDGET PAGE 9

10 ORGANIZATION CHARTS Maintenance Shop Assistant Chief of Logistics Lead Mechanic/ Shop Supervisor Mechanic Mechanic Mechanic Part Time Mechanic FTE: ANNUAL BUDGET PAGE 10

11 MESSAGE FROM THE FIRE CHIEF November 10, 2008 Citizens of Central Pierce Fire & Rescue Board of Fire Commissioners Staff Members of Central Pierce Fire and Rescue Dear Citizens, Board of Commissioners, and Staff Members: I am pleased to submit to you the 2009 proposed budget for your review at the legally required public budget hearing. Consistent with the District s mission statement and strategic plan, we have prepared this budget with priorities and resources directed toward the continuing accomplishment of our seven key building blocks: SEVEN KEY BUILDING BLOCKS 1. Maximize resources for effective delivery of services based on community needs and expectations. 2. Promote health and safety of all members. 3. Promote an organizational culture that supports accountability, integrity, respect, individual and group diversity, and duty before self (selflessness). 4. Maintain responsible management of public funds including the pursuit of financial stability and predictability 5. Develop and enhance a highly skilled workforce to meet the future needs of the organization and community. 6. Build and maintain positive community relationships leading to understanding and involvement. 7. Enhance preparedness for catastrophic events. These building blocks, or strategic goals, drive the process of resource allocation and balancing of needs during every budget process. Every budget year brings unique challenges as we strive to provide the most effective firefighting, emergency medical service, rescue, and prevention programs to our citizens while maintaining fiscal efficiencies in the constrained fiscal environment of the local economy. Building Block 1: Maximize resources for effective delivery of services based on community needs and expectations. Maintain Staffing: We speak to this strategic objective through our continued analysis of delivering the best possible emergency response service within the financial resources of the district. We continue to seek creative ways to distribute workload and improve our ability to respond to emergencies. Perform Benchmark Testing: We continue to intensively focus on our personnel and their assimilation into a culture where the absolute best performance is expected. Our energies are also focused on continued benchmark testing, performance and quality control for firefighters as well as company officers, to ensure that a depth of command experience and training is achieved beyond their years of experience. Enhance Emergency Services: On October 1, 2008 we officially began our dispatch partnership with the Tacoma Fire Department. The effects of this partnership now allows the dispatching of the 2009 ANNUAL BUDGET PAGE 11

12 MESSAGE FROM THE FIRE CHIEF closest emergency units based upon GPS tracking of those units regardless of boundaries between Central Pierce and the City of Tacoma. Improve Readiness with Quick Action Plans: As part of our effort to safely reduce the severity of emergency fire incidents. Technology tools have been targeted to improve our emergency response readiness and abilities. Improving the information available to firefighters en-route and on-scene regarding defensible fire stop points, areas of hazardous chemicals or substances, or other information as to the facility layout or construction, can make the difference in both reducing the severity of the damage to the structure and our ability to keep our firefighters safe. The program continues to be dedicated to significantly increasing the number of Quick Action Plans (QAP) available in electronic format. We have continued to work extensively in the planning portion of the project to ensure that appropriate facilities are identified for inclusion in the drawing phases, as well as ensure both legally and contractually the protection of our citizens investment in this key technology project. Reduce Emergency Response Time: We continue to analyze statistical information to determine where future fire station locations should be placed to reduce response times and enhance deployment strategies. The most cost effective method to reduce response times should be addressed at the 911 answering center (LESA), the dispatcher and firefighter reaction time. The amount of time the 911 answering center takes to answer and transfer 911 calls to the dispatcher needs to improve. The fire service in Pierce County currently has no representation to the agency responsible for answering 911 telephone calls. Central Pierce will continue working towards some method that allows for input at LESA. The actual time to dispatch an emergency call has been enhanced with Tacoma Fire Dispatch utilizing separate call receivers versus dispatcher. This system allows the incident to be dispatched over the radio while the call receiver obtains additional information from the caller. Firefighter reaction time (alerting to responding) continues to be addressed and has seen marked improvements. Building Block 2: Promote the health and safety of all members. Maintain Wellness Program: Safety has long been the center of our operating philosophy. We identified it as a strategic objective. Ensuring the ongoing health and safety of our employees is critical. We continue to fund safety training and our wellness programs. Building Block 3: Promote an organizational culture that supports accountability, integrity, respect, individual and group diversity, and duty before self (selflessness). Build Positive Culture: In 2008 a Culture & Philosophy Document was develop by the members of the District. This document establishes a code of conduct and sets the expectations of how we interact within the district and community. Endorse Workforce Diversity: We have been successful in graduating a significant number of protected class firefighters from our recruit firefighter academies. We continue to educate our employees on cultural and diversity issues to ensure we build a cohesive and coalesced, culturally diverse workforce. We have earmarked funds in Human Resources and Training specifically for continued diversity efforts. Establish Ethical Policies: We are working towards the adoption of a formal code of ethics as an organizational philosophy that stresses accountability and core values ANNUAL BUDGET PAGE 12

13 MESSAGE FROM THE FIRE CHIEF Building Block 4: Maintain responsible management of public funds including the pursuit of financial stability and predictability. Stabilize Fund Balances: Here the District s goal is to stabilize and maintain its General Fund and Special Revenue Fund balances. The specific objective is to maintain approximately four months of operating funds in fund balance and grow this fund balance each year correspondingly with the increased payroll and operating costs. To accomplish this, we plan so that our overall expenditure increase cannot exceed the growth rate of our primary revenue sources of property taxes and the Fire Benefit Charge. Our General Fund balance has been declining since the passage of I-747. This initiative artificially lowers assessed property values utilized to provide property tax revenue. Therefore, we must ensure the stability of our ending fund balances each year because it provides the funding for approximately four months of operations before property taxes are received in late April and early May. As past history would suggest, our operating budget managers do not typically spend all dollars budgeted and, accordingly, our forecasted expenditures and revenues, we believe, will allow for adequate ending fund balances. Manage Fiscal Resources: We will continue to follow strict budgetary controls as we manage revenue resources. We are preparing multiple long-term financial forecast models which include different key components of our financial picture so that we can be prepared for significant changes in these areas. These factors include labor cost increases, levy lid-lifts and funding strategies. We will continue to plan for a general obligation bond and future levy lid-lifts. Seek Grant Funding: In 2008, we received a $580,330 grant to fund replacement of VHF mobile and portable radios with an 800MHz system to improve interoperability with neighboring emergency providers. The 800MHz radios were purchased and have been installed. We continue to look for other grant opportunities to fund major purchases as an alternative to increasing the tax burden on our citizens. Building Block 5: Develop and enhance a highly skilled workforce to meet the future needs of the organization and community. Encourage Individual Growth: We will continue to promote this strategic objective throughout every facet of our daily work. This objective speaks to our continued investment in training, employee support and coaching, and post incident analysis. Expect High Performance: We continue to expect the highest levels of performance from each of our employees and support decision-making in all positions. Building Block 6: Build and maintain positive community relationships leading to understanding and involvement. Build Lasting Relationships with Community: As a large district serving multiple communities, we recognize the importance of building strong relationships with each community we serve. We hold each station captain and crew responsible to be involved in and with their local community. We want each community to feel ownership of their local fire station and to enjoy the same kind of relationship that exists between small towns and their fire departments. Our station personnel routinely attend neighborhood meetings, represent the District and participate in community events, fairs, and festivals. In addition to relationship building, community involvement provides opportunities for increased public awareness about fire and life safety issues ANNUAL BUDGET PAGE 13

14 MESSAGE FROM THE FIRE CHIEF Building Block 7: Enhance preparedness for catastrophic events. Partake in Pierce County Department of Emergency Management (PCDEM) Exercises: The District continues to test itself under extreme conditions by participating with PCDEM in full-scale exercises. Lessons learned from these exercises help us integrate emergency operations with other entities. Participate in Pierce County Hazard Mitigation Plan: Due to the rapidly rising costs associated with disasters, mitigation has become a federal, state, and local priority. In 2000, Congress passed the Disaster Mitigation Act of 2000 (DMA2K) which requires local governments to have federally approved natural hazard mitigation plans in order to be eligible for funding. We will continue to participate in the Pierce County Hazard Mitigation Plan which will identify risks to District-owned assets. Develop CPFR Emergency Operations Plan: Completing our Emergency Operations Plan is important in defining internal financial and operational processes during major emergencies which will allow us to better serve our communities. SIGNIFICANT RELEVANT ISSUES There are numerous issues facing the District and our financial future. The proposed 2009 budget is our best estimate of our financial and operating ability to respond efficiently and effectively to the challenges of the upcoming fiscal year. Funding: For the first time in decades the existing assessed value of real property in the fire district decreased. The assessed value declined by $23 million. However, new construction increased by $400,359,126. The overall effect reflects the assessed value of the district increasing by 2.6%. Because the entire increase comes from new construction we are not affected by the impacts of I-747 1% tax limitation. The 2009 EMS Levy will increase to $0.466 cents per thousand and the regular levy will remain at $1.00 without a lid lift. We are in the third year of the voter approved six-year Fire Benefit Charge, which supplements our permanent levy rate. These major funding sources and other minor revenue streams provide the revenue necessary to efficiently respond to approximately 16,000 incidents annually. Continued voter support to supplement our permanent tax rate remains an important component in both our short and long-term financial forecasts. The recently renewed levies are a critical component of our current and short-term financial stability. In future years, however, we believe continued growth in our service area s population with its corresponding call volume increase will outpace our ability to fund such growth without the periodic lid lifts on the regular and EMS levies imposed by I-747. We are intensively planning, forecasting, and working with our community to determine the best way to handle this issue. Facilities: In May of 2008 the voters did not approve the General Obligation Bond proposed by the District. The bond would have addressed the need to repair or replace aging fire stations. Those facilities will still require repair and those costs will eventually be funded from the operating budget. We have proposed a 3.5% increase to the Fire Benefit Charge with those funds earmarked towards facilities. Puyallup Annexation: The annexation of the City of Puyallup into Central Pierce was approved by the voters on November 4, The merging of the two fire departments will begin in January of 2009 ANNUAL BUDGET PAGE 14

15 MESSAGE FROM THE FIRE CHIEF 2009 under an inter-local agreement between the City and the Fire District. Beginning in 2010, the District will collect tax revenue from the City. The City currently provides fire protection to Pierce County Fire District #11 (North Puyallup) by contract. Central Pierce has agreed to honor the terms of that contract with the understanding District #11 would eventually merge into Central Pierce. The annexation of the City into Central Pierce removes any negative financial impacts of future city annexations into the unincorporated areas protected by Central Pierce. SIGNIFICANT 2009 BUDGET ITEMS Personnel: This budget represents a total of approximately 221 personnel, including firefighter and support staff positions. The overall budgeted staffing for 2009 has not been increased. Labor costs are the largest cost component of our financial forecasts. Apparatus Investment: Our Equipment Replacement Fund has allowed us to replace all first-out response apparatus over the past ten years. SIGNIFICANT LONG-TERM ISUES FACING THE DISTRICT Land Purchase: The District should set aside funds to purchase future station sites. sites will be required in the future to meet response time standards. Future Fire s: Along with the need to purchase land for future stations, the District will also need to fund the building of the new fire stations as well as find a permanent funding mechanism to ensure the new stations are fully staffed. Cost of Living Increases: Central Pierce will need to continue to develop long-term funding strategies to meet the financial obligations of the District. Cost of living increases in personnel, utilities, fuel, and supplies, is consistently higher than the one percent increase in revenue allowed in existing tax resources. To date, the District has been able to meet these obligations because citizens in the District have voted to lift the lid on both the regular levy and the EMS levy on a regular basis and because new construction within the District is allowed to be taxed at the full levy rate the first year the property is on the tax rolls. BUDGET SUMMARY This budget proposes our permanent tax rate of $1.00 per $1,000 of assessed valuation for our operating levy, the EMS levy of $0.466 per $1,000 of assessed valuation, and the Fire Benefit Charge of $9,126, The total budget for 2009 is $40,530,384. We have proposed a budget that allows us to continue to deliver outstanding fire and rescue services to our citizens. I recommend the 2009 fiscal year budget to you for your review and approval. Sincerely, Jack M. Andren Fire Chief 2009 ANNUAL BUDGET PAGE 15