CC/RDA/CUA SPE MIN 2010 JUL 27 - Laserfiche WebLink

Browse Search

In recent years the City has aggressively reduced Fire Department costs by (a) changing the Fire Chief to part-time status, (b) eliminating all but one administrative support staff person, (c) decreasing fire prevention personnel to only the Fire Marshal, (d) deleting the only position that had previously been assigned to emergency preparedness activities, and (e) temporarily eliminating its only paramedic squad. Substantive additional in-house cost savings are only possible if there are reductions in uniformed personnel and/or costs. — Budget includes potential reductions of $1.6 million per year, if the UUT is not extended: 1) Equivalent to one Engine Company, consisting of nine uniformed positions with relief. 2) Closure of a fire station is inadvisable, due to the disproportionate impact on segments of the community. — City is divided by significant geographic and highway barriers that influenced decisions regarding fire station placement — Call volume is highest in the Northern area — Response time is highest in the Southern area — Station closures would likely increase response time, beyond recommended levels for fire and life safety Key Observations from Data Analysis: — The City has significant geographic characteristics that influence emergency response — Approximately 65.9% of all calls are for emergency medical response and rescues —Approximately 7.3% of all calls are for fires or reports of hazardous conditions — Over 25% of all calls are for "good intent", non -emergency service calls or false alarms — Stations 211, 212 and 214 respond to twice the number of calls as Station 213 — Station 213 has the longest response times in nearly every category due to the characteristics of the area served, more than 30 seconds more in some instances — EMS Rescue responses for Station 211 degraded after the paramedic squad from that station was discontinued, increasing by approximately 30 seconds — Call activity declines in the late evening and early morning in all service areas Alternative 1: Rotating Station Closures — Suggested by Fire Chief, if uniformed staff reductions are necessary — Equalizes service impacts Citywide, rather than disproportionately impacting a single service area — Impacts from closing stations on a rotating basis is unclear, but with experience, the Department could develop strategic approaches to closures — Annual cost savings would equate to approximately $1.6 million, equivalent to the amount assumed in the budget if the UUT is not extended — Daily constant staffing would decline from 12 uniformed station personnel to 9 uniformed station personnel — Coverage within the City would decrease from four to three medic engine companies, which is below nationally recognized standards — Colton would need increased mutual aid from surrounding jurisdictions Alternative 2: Establishing 12 -Hour Paramedic Shifts — Establishes two 12 -hour paramedic squads daily — Concentrates the greatest number of firefighter -paramedics during the period of each day with the greatest EMS Rescue call activity — Daily constant staffing would decline from 12 FTE uniformed station personnel to 10 FTE uniformed station personnel during peak periods —Maintains a higher level of mid-day daily staffing of 10 FTE uniformed personnel, rather than 9 FTE uniformed personnel, as would occur with Alternative 1 2010 JUL 27 SPC CC/RDA/CUA MEETING - 8 -