FY-2013/2014 Service Reduction and Fire Station Closure Plan 1

 Global recession  The District’s revenue is primarily based on property tax assessments which have decreased significantly since 2008  The District does not have a diverse revenue stream  Personnel costs account for 89% of budget  Health care costs increased  Pension contributions increased due to market losses, de-pooling, and continue to rise due to assumption rate reductions  RDA “dissolution” has reduced revenue.  Measure Q failed to achieve “super majority” 2

 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 six operational units since January 2011  Structural Reform – pensions, terminal leave, OPEB 3

 Goal: Travel time of 5 minutes 90 % of the time (General Plan).  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 24 companies is 7:22 minutes. 90 percentile time is 10:07 minutes (Q1 – 2013) 4

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 Close a fire station in July (5 th station) and an additional station in January  Conduct community meetings in the effected areas  Savings – Approximately $3.3M  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 6

 Leverage automatic/mutual aid, and private sector partners  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.  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 7

 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 8

 Fire Station #87 – 800 W. Lealand Road, Pittsburg  Fire Station #? – 9

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 10

Fire StationAlternate StationResponse TimeDistance FS-865:00 minutes2.4 miles FS-846:00 minutes2.9 miles 11

FIRST ENGINE DISPATCH TO ON SCENE <= 6:00 : 47%. AVG. 5:23. ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING FIRST ENGINE DISPATCH TO ON SCENE <= 6:00 : 14%. AVG. 6:42. ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING 12

24 - Stations in Optimal Locations Based on Historical Incident Data 13

FIRST ENGINE DISPATCH TO ON-SCENE <= 6:00 : 68.89%. AVG. 5:28 ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING FIRST ENGINE DISPATCH TO ON-SCENE <= 6:00 : 68.5%. AVG. 5:29. ADD 1 ADDITIONAL MINUTE FOR DISPATCH PROCESSING 14

 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  Eight (8) units and six (6) fire stations are scheduled to be de-staffed by January 2014  Additional fire stations will need to be closed in FY-14/15 unless revenue is enhanced 15