2016 SAFER GRANT AWARD. Clallam County Fire District No.3

Transcription

1 2016 SAFER GRANT AWARD Clallam County Fire District No.3

2 Special Meeting Overview Purpose is for staff to provide information to the Board of Commissioners regarding; Financial ability to implement the grant Levy consideration for funding the grant as well as sustaining the additional positions Demonstrate the need for the additional staffing Staff will not be providing any recommendations to the Board of Commissioners today. Feedback and input to Board of Commissions between now and the next regular meeting can be submitted in writing directly to the board at or business mail address

3 Grant Application Submitted - February 21,2017 Requested 6 firefighter positions at $71,370 salary and $30,241 in benefits Year one 75%, Year two 75%, Year three 35%

4 Grant - Application Following study recommendations, the district needs to staff a third response unit in the core response area (Sequim) Increase district staffing from eight to ten Increase Sta.34 staffing from four to six Goal of attaining NFPA 1720 Urban standard of assembling 15 personnel in nine minutes 90% of the time.

5 Grant - Award 6 firefighter positions reduced to $60,469 salary and $30,241 in benefits. FEMA disallowed overtime and holiday pay. Performance Period - February 25, 2018 to February 25, 2021 Grant total $1,632,780 Federal share $1,006,881 District share $ 625,899

6 Grant Full Cost of Six Positions Combined Cost Estimate to add a new Firefighter/EMT Budget Year: On-boarding: 2, Personnel Cost: 99, , , , , ,764 PPE & Uniforms: 5,506 3, Training: 9, Per Firefighter Totals: 116, , , , , ,814 Combined Estimates for Six Firefighter/EMT Positions Starting at Step 1 Budget Year: Total Personnel Cost: 594, , , , , ,581 Total Additional Cost: 65,578 20,700 6,300 6,300 6,300 6,300 Less SAFER Grant: (408,195) (408,195) (190,491) District Cost Totals: 293, , , , , ,881

7 District Finances Terms Reserve Annual ending fund balance used to fund employee liability, capital purchases and cash flow between tax revenue deposits. Other Revenue Revenue Sources other than property and Timber tax (i.e. grants, wildland fire billing, transport fees, etc) All Other Expenditures Non-personnel related operational expenditures (i.e. fuel, supplies, training, tools, equipment, IT, etc.)

8 District Finances Financial Liabilities Short Term (next 3 year) SCBA Replacement or Overhaul $628,158 to purchase outright $57,105 match for AFG grant $60,000 overhaul of existing SCBA Re-chassis ambulance ($120,000 approximately) Collective Bargaining Agreement (addressed in later slides) Long Term (after three years) Vehicle/Apparatus replacement Facility Replacement Deferred Leave Liability (4 th Person off)

9 District Finances Status Quo - Assumptions Property tax increase estimate based on 5 year retrospective review Assumes annual 1.5% EMS Levy revenue increase over previous year Assumes annual 1.75% General Levy revenue increase over previous year Timber sales revenue estimate based on 5 year retrospective review Assumes $200,000 Annual Timber Sale revenue Personnel costs calculate using current agreements and district s current position in bargaining with Local 2933 Firefighters

10 District Finances Status Quo -Table

11 District Finances Status Quo - Chart $10,500,000 $10,000,000 Crossover Cash Flow Threshold $9,500,000 $9,000,000 $8,500,000 $8,000,000 $7,500,000 REVENUE EXPENSE $7,000,

12 District Finances Options - Assumptions Local 2933 position costs are an estimated difference between district and Local 2933 bargaining position. SAFER Grant position costs are based on 2016 SAFER Grant Information Sheet combined estimates for six firefighters (EMTs) which include; On-boarding expenses : Medical/Psych/Background/Drug Screen/etc Disallowed personnel costs: Holiday Pay & Minimum Overtime PPE and Uniforms All six firefighters attending state recruit school

13 District Finances Options - Table

14 District Finances Millage Rates to support Status Quo and Options

15 District Finances Levy Awareness

16 District Finances Levy Awareness

17 District Finances Levy Awareness

18 District Finances Levy Awareness

19 Need 2015 Reliability The reliability of the distribution model is a factor of how often the response model is available and able to respond to the call within the assigned demand zone. If at least one unit from the first due station is able to respond to a call, we consider the station is able to respond to the call within the assigned demand zone.

20 Need Raw Incident Count 2005 to Present 8000 Most recent increase in staffing EMS TOTAL

21 Need 2015 Unit Utilization UHU s represent the percentage of the work period (24 hours) that is utilized responding to requests for service. The International Association of Fire Fighters (IAFF) recommends that 24-hour units do not surpass a 0.30, or 30% workload threshold. In other words, best practice would not have units and personnel exceeding 30%, of their workday responding to calls. This would equate to approximately 8 hours of the 24- hour period. These thresholds take into consideration the necessity to accomplish nonemergency activities such as training, health and wellness, public education, and fire inspections.

22 Need Current Unit Utilization

23 Need Current Unit Utilization

24 Need Workload - Emergency 2008 Last increase in staffing in order to staff Station 37 Call volume in 2008 was 5115 Call Volume 2016 was 7336 = 43% increase Have previously staffed ahead of need 2008 Station 37 was available but demand in that response area did not necessarily justify full-time staffing Decision to staff was based on predicted overall district need, addressed need in distribution, and addressed indicators that district growth was to occur in the Eastern portion of the district Pro-active measure to provide capability when need arrives in Lieu of waiting until we are in crisis Firefighters completed initial training and probation ALS / BLS response model in place and tested

25 Need Workload Non-Emergency Accomplish quality, uninterrupted training regularly Operational Projects Completed on-duty rather than on overtime (SCBA repair, inventory, medical supply order/stocking) Project overtime 2016 = $74, Project overtime 2017 projection = $83, Accomplish QI Reduce or Eliminate need for Sta. 37 Move-ups Increase reliability at Sta.37 Sta. 37 more productive on non-emergency tasks in absence of interruptions

26 Need Service Delivery Study Recommendations for Staffing #15 The District is encouraged to work with the Labor group to explore opportunities to increase staffing that are mutually beneficial within the context of the local environment. #16 The District is encouraged to adopt a standard or response coverage that ensures both geographic and demand coverage. With the 10-minute travel time standard, it is recommended that the District implement a peak demand unit to cover the peak of the day and maintain current resources during the non-peak periods.

27 Need Service Delivery Study Recommendations for Staffing #27 The District should consider the feasibility of placing a PLU (Peak Load Unit) in-service as an additional method to manage workload and create capacity for non-emergency functions. #29 It is recommended that the District explore placing a peak activity unit in service between 0800 and 2000 each day to ensure desired performance

28 Need Service Delivery Study Related Recommendations #8 This District is encouraged to develop a plan and set of strategies that enables personnel to participate in consistent, quarterly facilities training while out of service. #21 The Agency should establish a goal to accomplish QA within 72hrs of the clinical care. #22 The Agency should establish a goal to QA 100 percent of it epcrs. This goal should be enabled by leveraging available technology to automate a large portion of the compliance evaluations.

29 Need Service Delivery Study Related Recommendations #26 The Agency should work to fully implement the use of MPD (Medical Priority Dispatch) to properly align its resource response with incident acuity. #30 The District is encouraged to continue to monitor the potentially shifting environment for where best to invest time and resources that provides the greatest return on investment for the community. #33 The District should work their regional partners and the medical director to refine tiered responses determined by pre-dispatch call triaging.