Fire District 3-3- Jackson County, Oregon

Transcription

1 Fire District 3 Annual Report Jackson County, Oregon

2 Chief's Message On behalf of the members of Fire District 3, I proudly present to you our 2017 Annual Report as a reflection of the dedication, professionalism, and commitment to the vision of reducing risk from fire, rescue, and medical events throughout the communities we serve marked the final year of our three year community driven strategic plan. Of significant accomplishment was the launch of the PulsePoint app, a mobile app that allows us to notify CPR trained bystanders of a nearby sudden cardiac arrest and the location of a public AED, and the establishment of five Firewise communities on Long Mountain in Eagle Point. Staff worked collaboratively with the Local 1817 on a three year labor agreement will prove to be another great year in serving our communities. We will continue fuels reduction work and establishing more Firewise communities. We will break ground and build the Rogue Community College/ Fire District 3 education classroom at the White City facility and move forward in a significant capacity to relocating the station on Table Rock to a permanent location in Central Point. We will also begin the valuable seismic rehabilitation work of our existing facilities that has been funded through a state grant. We encourage you to review this annual report and we invite you to stop by our stations, or make contact with our staff, if you have any questions regarding the activities of the District. We are very proud of the dedication, commitment and hard work of our team and their impact in the communities we serve. Respectfully, Robert B. Horton Fire Chief Fire District

3 Vision Statement To reduce and eliminate risk from fire, rescue, and medical events in the communities we serve. Mission Statement To protect life and property through public education, prevention activities, and emergency response service

4 Vision: Prevention activities that are reducing risks from fire, rescue, and medical events. Exceptional people with quality equipment who are arriving on the emergency scene at the right time. Members who are engaged with the community, sharing a sense of destiny with District patrons. Leadership from the Board of Directors and the Management Team that is clear and concise. An organization that is fiscally stable and prepared for the future. Members who are enthusiastic, motivated, and empowered. Values: Honesty and Integrity: Don t be afraid of the truth. Do the right thing, even if it hurts. Professionalism: Take pride in your work, display confidence, be accountable, and respect each other. Safety: Make personal, team, and the public s safety a priority. Teamwork: Be receptive to the sharing of differing ideas. Play your position; help each other but don t walk on each other Strategic Priorities: PRIORITY #1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies. PRIORITY #2: Ensure sustainability of service delivery (people, facilities, fleet, and finance). PRIORITY #3: Promote, develop, and support craftsmanship, innovation, and excellence throughout the organization. PRIORITY #4: Promote community involvement with the District and satisfaction of the patrons. PRIORITY #5: Develop and strengthen collaborative strategic partnerships

5 Fire District 3 Patrons Board of Directors Civil Service Commission Budget Committee Fire Chief Robert B. Horton Executive Assistant Margie Calvert Operations Deputy Chief Mike Hussey Fire and Life Safety Deputy Chief/Fire Marshal John Patterson Training and Safety Division Chief Dave Blakely Finance/HR Chief Finance Officer Stacy Maxwell Administrative Assistant Administrative Assistant Administrative Assistant Finance Assistant Battalion Chief (3) Deputy Fire Marshal (2) Career Stations (4) Fire Life Safety Specialist Captains (12) Facilities and Logistics Manager Executive Team Engineers (12) Information Technology Manager Management Team Firefighters (20) Staff Resident and Volunteer Stations (4) Student Firefighters and Volunteers Chaplain

6 Board of Directors Director Steve Shafer Vice President Cindy Hauser President Harvey Tonn Secretary/Treasurer John Dimick Director Bill Leavens Executive Team Division Chief Training -2- Dave Blakely -6- Deputy Chief Operations Mike Hussey Fire Chief Robert Horton Chief Finance Officer Stacy Maxwell Deputy Chief Fire Marshal John Patterson Executive Assistant Margie Calvert

7 District Profile The District s vision is to reduce or eliminate the risk from fire, rescue, and medical events in the communities we serve. This vision is intended to make sure that our patrons receive the best possible service for their tax dollars. We strive to meet this vision in everything we do. The District provides fire suppression, emergency medical, and rescue services to the 54,000 residents living in the communities of Central Point, White City, Eagle Point, Gold Hill, Sams Valley, Dodge Bridge, and Agate Lake. The District s 63 full-time employees and 20 volunteers work from four career stations and four volunteer stations to provide coverage to the 167 square miles that encompass the District. The District responded to 7,881 emergency incidents in 2017, a 6.5 percent increase from The District provides technical rescue services for those who are trapped or hurt on the river or when climbing or hiking in the rugged environment and is authorized by the State of Oregon to provide medical transport, however, Mercy Flights Ambulance provides transport services in the District. Unincorporated Area 25,674 Population by Municipal Area 2017 City of Eagle Point 9,046 City of Gold Hill 1,280 City of Central Point 18,

8 Governance and Budget The District is organized as an independent special district under ORS Chapter 478 and is governed by an elected fivemember Board of Directors. Our Board meets on the third Thursday of every month at the Administration Building in White City at 5:15pm. The public is welcome and encouraged to attend these meetings. The District has a permanent tax rate of $ per $1,000 of assessed value. Total budgeted revenue from property taxes for fiscal year 2017/18 is $12,875,000. The District maintains a minimum of nine percent of property tax revenue for contingency and 24 percent in ending fund balance. This provides the cash necessary to cover expenses at the beginning of the fiscal year until the first tax payments are collected and distributed by the County. The District strives to keep debt to a minimum and has not had to seek any local option levies or general obligation bonds. The total General Fund budget for fiscal year 2017/18 is $18,301,000. The District transfers money from the General Fund to the Capital Fund to allow for the purchase of apparatus, major equipment, and the construction of facilities. In this fiscal year $1,349,300 is budged for this transfer. The total Capital Fund budget is $7,038,900. The budgeted expenditures of $4,151,800 will leave a fund balance of $2,847,100 at fiscal year-end. The total budget for all funds for fiscal year 2017/18 is $25,340,400. General Fund Revenue Fiscal Year 2017/18 All Other Income $271,500 Beginning Fund Balance $5,155,000 Materials and Services $2,236,000 Operational Budget by Category Fiscal Year 2017/18 Debt Service $262,000 Operations $8,392,200 Operational Budget by Department Fiscal Year 2017/18 Fire and Life Safety $981,500 Training $542,200 Support Services$883,300 Taxes $12,875,000 Personnel Services $9,867,600 Volunteers $70,000 Technology $276,900 Administration $1,270,

9 How We Staff The four career fire stations are located in Central Point, White City, Eagle Point, and on Table Rock Road. Each station staffs one engine company with three or four firefighters. Full staffing allows an additional two person unit responding from the Central Point station. The four career stations are supervised by a Battalion Chief working from the White City station 24/7. The four volunteer fire stations are located in Gold Hill, Sams Valley, Dodge Bridge, and Agate Lake. These stations generate a response from resident volunteers who either live in the station or in a manufactured home on the station property. Volunteers living in the rural community also add to the emergency response. All incidents in the volunteer station areas receive a response from the career stations to ensure 100 percent of the incidents are covered. The Fire Prevention department is staffed with a Fire Marshal, two Deputy Fire Marshals and a Fire and Life Safety Specialist who inspect commercial occupancies, conduct plans review for commercial construction, investigate all fires, and provide public education. The department works closely with business and industry to promote growth and to assist them with meeting requirements of the fire code and with the community to reduce risk

10 Incident Response Data The following charts and graphs will provide you with a snapshot of the activities in the Operations Department. A map of the District boundaries can be found towards the back of this report. Incidents by Type for 2017 Emergent Medical 41.95% Motor Vehicle Collision/Rescue 6.51% Hazardous Condition 1.42% Service Call 8.08% Incidents by Density Zone for 2017 Urban, 5,203, 72.11% Suburban, 457, 6.33% Good Intent 17.88% Rural, 1,555, 21.55% Non-Emergent Medical 18.04% Fire 3.24% False Alarm or Other 2.88% Fire Management Zone Incidents Over the Last 10 Calendar Years White City Sams Valley Gold Hill Eagle Point 8,500 8,000 7,500 7,000 6,500 6,517 6,713 7,325 7,404 7,881 Dodge Bridge Central Point Agate Lake 6,000 5,500 5,000 5,001 5,215 5,074 5,451 5, ,000 1,500 2,000 2,500 3,000 3,500 4, ,

11 Incidents by type for 2017 show that emergent medical calls receive the greatest response with percent followed by less than emergent. There were 477 more incidents in 2017 with a total of 7,881. Charts to the right show all incident responses classified by month, day, and time of day and are expressed in percentages to allow for a comparison between the previous two 12 month periods. This information assists the District in planning non-emergent activities such as training, building familiarization, and maintenance % 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 15.5% 15.0% 14.5% 14.0% 13.5% 13.0% 12.5% 12.0% Percentage of Incidents by Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Percentage of Incidents by Day of Week S M Tu W Th F S % 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% Percentage of Incidents by Time of Day

12 Response Times The three tables on the next page show the response times for Code 3 calls in the urban, suburban and rural zones for These tables show the percentage of time the District is on scene within that time period. Each area has an identified goal to arrive at 80 percent of the incidents within a designated time. In addition, each area has a baseline measurement that can be defined as the hard deck. The community should expect this baseline as a minimum. Response time is calculated from the time the District is notified to the time the crew arrives on scene. The engine company captain makes the determination to respond Code 3 or Code 1 based on the information provided by the informant. Emergent calls are those that require a Code 3 response. Calls that receive a Code 3 response are used to evaluate the response times for the District. The District statistically met or exceeded its target goal and baseline response times in the suburban and rural zones. The District was successful in improving response times in the suburban area, however we did not accomplish the baseline in the urban area. The District will continue to strive towards meeting all goal and baseline response times in the urban, suburban, and rural areas through implementing new task items in the next strategic plan. The Fire Management Zone chart depicts the volume of emergency incidents in 2017 compared to the previous year by each station's response area

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14 City Specific Information Incidents by Type for 2017 City of Central Point Motor Vehicle Collision/Rescue, 105 Hazardous Condition, 36 Incidents by Type for 2017 City of Eagle Point Motor Vehicle Collision/Rescue, 17 Hazardous Condition, 22 Service Call, 109 Service Call, 221 Good Intent, 439 Good Intent, 243 False Alarm/Other, 86 Emergent Medical, 1,323 Fire, 42 Less than Emergent Medical, 203 Emergent Medical, 587 False Alarm/Other, 48 Fire, 20 Less than Emergent Medical, 165 Incidents by Type for 2017 City of Gold Hill Motor Vehicle Collision/Rescue, 4 Hazardous Condition, 4 Service Call, 21 Incidents by Type for 2017 White City Unincorporated Emergent Medical, 391 Motor Vehicle Collision/Rescue, 24 Hazardous Condition, 13 Service Call, 64 Good Intent, 47 Good Intent, 101 Emergent Medical, 81 False Alarm/Other, 3 Fire, 5 Less than Emergent Medical, 18 False Alarm/Other, 13 Fire, 12 Less than Emergent Medical,

15 Strategic Plan Success marks the completion of the Strategic Plan that was adopted February 19, this plan was designed to guide the direction of the District based on community and organizational involvement and vision driven through identified strengths and weaknesses of the District and the opportunities and challenges faced by the organization. Five strategic priorities were identified: Priority #1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies. Priority #2: Ensure sustainability of service delivery (people, facilities, fleet, and finance). Priority #3: Promote, develop, and support craftsmanship, innovation, and excellence throughout the organization. Priority #4: Promote community involvement with the District and satisfaction of the patrons. Priority #5: Develop and strengthen collaborative strategic partnerships. Desirable outcomes and attainable action items were identified to accomplish the vision of reducing and eliminating risk from fire, rescue, and medical events in the communities we serve. We are please to announce that of the 68 identified action items, 6 of them are considered near completion or ongoing. The ongoing action items will presumably become tasks in the Strategic Plan as they involve continued collaborative efforts with partnering agencies moving toward new opportunities. Strategic Plan The fall of 2017 marked the beginning of the new strategic planning process. The District continues to value the regional agency partnerships and the transparent relationship within the District by incorporating discussion, ideas, and new opportunities to help develop the new strategic plan. The District looks forward to entering into new relationships with the patrons, businesses, and agency partners as we strive to preserve the quality of life and protect property through public education, prevention activities, and emergency response services

16 Operations Message The Operations Division provides fire protection, medical response, and rescue services to the patrons and visitors of the District. Emergency response is ensured 24/7 from eight strategically located fire stations. Four career stations are staffed 24 hours with 56 uniformed personnel, whereas the four rural stations rely on resident volunteers to compliment service. Calls that occur within the response area of the volunteer station receive initial response from the closest staffed station in conjunction with the volunteer response. All career companies are staffed with one company officer, an apparatus operator, one or two firefighters, and a student firefighter. The four engine companies and the daily operations are managed by the Battalion Chief Operational Accomplishments Captain Scott Downing was certified to act as a Battalion Chief. Former career members Bill Ward and Robert Walters retired as volunteers with the Technical Rescue Team. The Standards of Cover was presented to the public and adopted by the Board of Directors. Administrative Assistant Heather Halvorsen obtained the FAA Drone Operator license. Hundreds of hours spent working collaboratively with other responders to ensure a successful and safe County Crossings Music Fesitval at the Jackson County Expo. Incident Managment Team members were deployed to assist at six fires in Oregon and California. The District mobilized an engine company to four separate fires including the Chetco Bar Fire, Eagle Creek Fire, and two fires in California. Participated in first virtual ride-along through Facebook. Constructed and purchased a tactical tender that will replace a 1970's vintage tender. Purchase of two Type I Pierce structural engines to replace engines at the White City and Central Point stations. Continue a solid student program maintaining nine students

17 Fire and Life Safety Message The Fire and Life Safety Department is focused on providing public education, fire prevention, plans review, and conducting fire investigations. The FLS team includes the Fire Marshal, two Deputy Fire Marshals, a Fire and Life Safety Specalist, and an Administrative Assistant Fire and Life Safety Accomplishments Established five new Firewise communities on Long Mountain in Eagle Point. Attained a seat on the State Emergency Response Commission. Trained CPR Anytime to 642 seventh grade students in Hands on CPR with and AED component. Completed 214 inspections through the use of the Brycer Compliance Engine tracking system. Launched the PulsePoint App inspiring over 1,240 Fire District 3 followers. Initiated the Heart Map Challenge locating public AED's in Jackson County. The Deputy Chief is also actively involved in the Support Services aspect of the District. Support Services includes the Administrative Assistant, Facilities and Logistics Manager, and the Information and Technology Manager. The District began processes on many building projects ranging from collaborative partnerships, rehabilitation grants, and new projects Support Services Accomplishments Managed the RCC/FD3 Fire Science classroom building project with projected building completion in Began the preliminary design for the new Central Point station with input of the FD3 committee. Applied for and was awarded the Seismic Rehabilitation Grant to update District facilities

18 PulsePoint in Jackson County The District joined the move toward solving the problem of sudden cardiac arrest (SCA). Since the PulsePoint phone app was made available to the general public, Jackson County has seen 8,602 followers with 4,969 of those committing to provide CPR when alerted. The mobile app immediately alerts CPR trained bystanders when a cardiac arrest event takes place in a public area near them and locates the nearest AED. PulsePoint has been integrated into the 911 dispatch system to help people quickly initiate CPR and AED intervention. In 2017, a total of 65 SCA incidents happened alerting 212 devices in public locations throughout Jackson County. Continual data is being gathered and evaluated regarding the bystander response

19 Student/Volunteer Message Fire District 3 is recognized as a combination department in the fire service, which means our emergency response capability is delivered by a combination of volunteer and career members. Beginning with the formation of the District in 1952, volunteers have played an important part helping to provide emergency response services to our taxpayers. Many volunteers have come and gone through the years in various capacities. Some have been hired as career members with the District, while others moved to other fire departments or followed different career paths. Many of the career personnel employed by the District over the years have served as a volunteer themselves, often right here at the District. Of the District s eight fire stations, four are located in rural areas and served by volunteers. The Agate Lake, Dodge Bridge, Sams Valley, and Gold Hill fire stations have a number of volunteers assigned to each station. A Volunteer Team Leader oversees the volunteers at each station, providing guidance, training, and experience. The District also has a Student Firefighter Program, maintaining nine student positions. The overarching purpose of the student program is to actively support the District's mission of protecting life and property by giving individuals a hands on experience while enrolled in school directed towards a career in the Fire or EMS service Student/Volunteer Accomplishments Student Joshua McGonagle was hired as a firefighter in La Grande, Oregon. Student T.J. Alvarez successfully graduated from the student program, transitioning to a volunteer position. Student Jordan Bates earned his Firefighter Type 2, NFPA Apparatus Equipped with a Fire Pump and Mobile Water Supply certificates. Student Joseph Garcia earned his Firefighter Type 2 and NFPA Firefighter certificates. Student Brandon Grissom earned his NFPA Driver certificate. The student program welcomed three new students. Volunteer firefighter, Jamus Quintana, earned his NFPA Apparatus Equipped with a Fire Pump certificate

20 Training Message The Training and Safety Department is responsible for developing and delivering a variety of training programs focused on fostering development and professional growth to all members of the organization. Through these practices the District delivers an in-service training program that provides most of the necessary training for personnel to be safe, effective, and efficient. Additional training needs are supported through conferences and seminars throughout the State and even nationally. In addition to the training program, the department is also responsible for managing the safety program, health and wellness program, budgeting, development and maintenance of the Fire Rescue Standing Orders, management of the District s staffing software, strategic planning, and goal setting Training Accomplishments Conducted a successfull Firefighter Exam Process resulting in a register of 29. Conducted a successful Captain's Promotional Exam resulting in a register of 6. Hosted a Fire Officer I class and Oregon Fire Instructors Association (OFIA) conference. Implemented the Blue Card Incident Management program and began training/certification. Provided Defensive Driving with DPSST's SKID truck for all District members. Delivered SDAO's "Virtual Reality" defensive driving course to volunteers and staff members. Sent six members to attend the Fire Service Cancer Symposium in Phoenix, AZ through a grant from DPSST. Completed the second story of the burn container project consisting of a total of 11 containers. Evaluated and implemented a new staffing program called CrewSense. Reviewed 2 reported injuries and 13 other incidents such as accidents without injury, exposure, and near miss reports. Obtained the renewal of a three-year accreditation agreement with DPSST.

21 Finance Message The Finance Department is responsible for overseeing all financial accounting, budgeting, and reporting services for the District along with cash management and investments, fixed asset management, contract management, and strategic financial forecasting. Finance monitors all departmental budget activity and ensures revenues and expenditures are in compliance with the adopted budget and Oregon Revised Statute (ORS) Chapter 294; Local Budget Law. The District manages its finances according to Generally Accepted Accounting Principles (GAAP). Annually, an audit is performed and filed with the State of Oregon by an independent certified public accountant. The District has received from the Government Finance Officers Association of the United States and Canada (GFOA) the Distinguished Budget Presentation Award of its annual budget documents submitted for critique since In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications medium. In addition, the District has received from the GFOA the Certificate of Achievement for Excellence in Financial Reporting since In order to receive this award, a governmental unit must produce and publish an easily readable and efficiently organized Comprehensive Annual Financial Report (CAFR) that satisfies both generally accepted accounting principles and applicable program requirements. The adopted budget and comprehensive annual financial report are available on the District s website. The District has established financial policies and internal controls to ensure and maintain fiscal accountability and stewardship. The District provides full transparency of its public funds. Annually the Board of Directors affirms the twelve overarching budget and financial policies through the adoption of the fiscal year budget. General Fund revenue budgeted for fiscal year 2017/18 is $18,301,500. The three categories of revenue consist of beginning fund balance, property taxes, and miscellaneous or "all other" income. Property taxes account for 72 percent of total revenue and are budgeted at $12,875,000. Budgeted operating expenditures in the General Fund total $12,678,200 and comprise of Personnel Services, Materials and Services, and Debt Service (See General Fund Revenue chart on page 8). The District is beginning the development of the 2018/19 fiscal year budget, which will be adopted by the Board of Director's June We are monitoring property assessed valuations and will base a budget on conservative growth. We will continue to develop budgets that "live within our means" and are program focused to support service delivery to our patrons. We are mindful of future increased operational costs and will do what is necessary to ensure we meet our financial policy commitments

22 The Union's Role Rogue Valley Professional Firefighters Local 1817 represents 47 employees of Jackson County Fire District 3. We are part of the more than 300,000 members belonging to the International Association of Firefighters spread greatly throughout the United States and Canada. Our Local s mission is to communicate with the organization to ensure that we are providing a safe and effective firefighting force for the communities that we serve. In many cases our mission becomes more personal because we don t just serve the community, we belong to it. Of our 47 members, 21 were raised in our communities. 29 members started out as a volunteer with the District prior to becoming members of the Local. Nine were students and 43 call our District and it surrounding communities home. We have a vested interest in providing for our communities. The fire service continues to evolve. Although the general premise of water on the fire may still stand, the complexity of fighting fire has changed greatly. Everything from how your house is constructed to your belongings inside has made the job of firefighting much more dangerous, stressing the importance of our Local to work with the District to bring peace of mind for your family and ours. Local 1817 and Fire District 3 continue to work together in a variety of ways from strategic planning to the hiring processes. This collaborative relationship between labor and management is the key to success and we are dedicated to maintain this relationship. Our Local members take great pride in what they do, but more importantly, they take great pride in who and where we serve. Rogue Valley Professional Firefighters Local

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