2016 SAFER GRANT AWARDClallam County Fire District No.3

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 commissioners@ccfd3.org or business mail address

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%

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.

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

Grant – Full Cost of Six PositionsCombined Cost Estimate to add a new Firefighter/EMT

Budget Year: 2018 2019 2020 2021 2022 2023

On-boarding: 2,850 - - - - -

Personnel Cost: 99,063 112,953 124,121 140,432 157,812 163,764

PPE & Uniforms: 5,506 3,250 850 850 850 850

Training: 9,537 200 200 200 200 200

Per Firefighter Totals: 116,956 116,403 125,171 141,482 158,862 164,814

Combined Estimates for Six Firefighter/EMT Positions Starting at Step 1

Budget Year: 2018 2019 2020 2021 2022 2023

Total Personnel Cost: 594,376 677,716 744,725 842,590 946,874 982,581

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: 293,539 290,221 560,534 848,890 953,174 988,881

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.)

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 2017 – 2019 (addressed in later slides)

• Long Term (after three years)• Vehicle/Apparatus replacement• Facility Replacement• Deferred Leave Liability (4th Person off)

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

District Finances – Status Quo -Table

District Finances – Status Quo - Chart

$7,000,000

$7,500,000

$8,000,000

$8,500,000

$9,000,000

$9,500,000

$10,000,000

$10,500,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

REVENUE

EXPENSE

Crossover Cash Flow Threshold

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

District Finances – Options - Table

District Finances – Millage Rates to support Status Quo and Options

District Finances – Levy Awareness

District Finances – Levy Awareness

District Finances – Levy Awareness

District Finances – Levy Awareness

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.

Need – Raw Incident Count 2005 to Present

0

1000

2000

3000

4000

5000

6000

7000

8000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

EMS

TOTAL

Most recent increase in staffing + 3

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 non-emergency activities such as training, health and wellness, public education, and fire inspections.

Need – Current Unit Utilization

Need – Current Unit Utilization

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

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 = $74,661.23

• Project overtime 2017 projection = $83,016.11

• 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

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.

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

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.

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.