Livermore-Pleasanton Fire Department Operating Budget FY 2015/2016 FY 2016/2017 Annual Report 2014

Transcription

1 Livermore-Pleasanton Fire Department Operating Budget FY 2015/2016 FY 2016/2017 Annual Report 2014 Page 0

2 To Our Communities The Mission of the Livermore-Pleasanton Fire Department (LPFD) is to make our community safe for all citizens to live and work through the protection of life, property, and the environment by responding to all fire, medical, rescue and hazardous materials incidents. Joint Powers Authority Governing Board City of Pleasanton Jerry Thorne, Mayor Kathy Narum, Council Member Nelson Fialho, City Manager City of Livermore John Marchand, Mayor Stewart Gary, Council Member Marc Roberts, City Manager Livermore-Pleasanton Fire Department Ruben Torres, Fire Chief Community Events Station Tours Page 1

3 April 30, 2015 Mr. Nelson Fialho City Manager City of Pleasanton Mr. Marc Roberts City Manager City of Livermore Dear Joint Executive Directors; As required by the Joint Powers Agreement and on behalf of the men and women of the Livermore-Pleasanton Fire Department, I present the proposed FY2015/2016 and FY2016/2017 Livermore-Pleasanton Fire Department s Budget. This document represents the culmination of 19 years of cooperation and effort by the Cities of Pleasanton and Livermore Finance Departments and the Livermore Pleasanton Fire Department. It is the second stand alone, fully encapsulated budget in response to direction provided by the Joint Executive Directors to the Fire Chief. The Fire Department continues to believe this new budget format will help fire administrators better manage the department budget and give both cities equal access to the budget, including current expenditures and anticipated year end surpluses or overages. The FY 2015/2016 and FY 2016/2017 budget includes, Internal Support Services provided to the Fire Department by both cities and is divided appropriately. The budget also captures both revenues and expenses, in an attempt to identify the full cost of fire and life safety services for both cities. One new expense that is included in the budget document is the expenditures associated with Alameda County Regional Emergency Communications Center (ACRECC). This budget document continues to endeavor to capture future Capital liabilities which prior budgets had no line item, future cost projections or budget allocation. In addition, the Department has incorporated the Annual Report with previous year s performance metrics (2014). The data in this report is presented from an annual perspective, but it helps provide readers a nexus between fire department staffing, expenditures, and outcomes. Page 2

4 Conclusion The fire department is committed to assist both cities to meet the continuing fiscal challenges. There continues to be tremendous value in the Cities of Pleasanton and Livermore partnership. This is proven daily by the sharing of emergency resources, providing coverage in both cities, and decreased labor costs in overhead and operations. We are committed to evaluate all ways in which economies of scale and shared resources can fiscally and operationally benefit both partner communities. The Livermore-Pleasanton Fire Department appreciates the support of the leadership teams in both cities, and recognizes the tremendous work that is done daily to care for our personnel, facilities, fleet, finances, and all other services we receive. Sincerely, Ruben Torres Ruben Torres Fire Chief Page 3

5 Livermore-Pleasanton Fire Department Operating Budget FY 2015/2016 FY 2016/2017 Core Mission: To make our community safe for all citizens to live and work through the protection of life, property and the environment. Page 4

6 City of Livermore Founded in 1869, Livermore is California s oldest wine region, framed by award-winning wineries, farm lands and ranches that mirror the valley s western heritage. The City of Livermore (pop. 85,156) encompasses square miles and is the easternmost city in the San Francisco Bay Area; the gateway to the Central Valley. Protection by the coastal range provides the Livermore Valley with a mild climate that enhances the pursuit of a more relaxed, less congested lifestyle. As home to renowned science and technology centers, Lawrence Livermore National Laboratory and Sandia National Laboratory, Livermore is a technological hub and an academically engaged community. It has become an integral part of the Bay Area, successfully competing in the global market powered by its wealth of research, technology and innovation. Livermore s arts, culture, western heritage, and vibrant wine industry provide a unique blend to this special community. Historic Downtown Livermore is enjoying a renaissance reestablishing the downtown as the city s preeminent shopping, dining, entertainment, and cultural district with a 13-screen cinema and a 500-seat performing arts center. With the addition of the San Francisco Premium Outlets, several residential projects, art/live workspaces, and a pedestrian-oriented environment, the City is establishing an active urban living experience in the Valley. City of Pleasanton Pleasanton is a community of , situated in the Tri-Valley Region of the Bay Area in Northern California. Pleasanton is a family-oriented community and prides themselves on their numerous parks, recreation facilities and programs. Pleasanton is also home to thriving business parks and the regional Stoneridge Mall. The Pleasanton Unified School District has been named a National District of Character and 12 out of its 14 schools have received the California Distinguished School designation. Together, the City and School District are committed to building a Community of Character. Pleasanton s Downtown is the heart of the community -- the setting for festivals, street parties, parades, weekly summer concerts, Saturday farmer's market, and other special events. Downtown also offers some of the finest dining and shopping in the Tri-Valley. Pleasanton is also home to the Alameda County Fairgrounds which hosts statewide and regional events, as well as the annual Alameda County Fair. The Livermore-Pleasanton Fire Department The Livermore-Pleasanton Fire Department (LPFD) provides seamless Fire and Life Safety protection to the cities of Livermore, Pleasanton, and several square miles of unincorporated area adjacent to both cities. These areas include Happy Valley, Castlewood (the Pleasanton Ridge) and the Veterans Administration Hospital Livermore. The department consists of 121 dedicated personnel, delivering fire and emergency medical services, specialized rescue, hazardous materials mitigation, development and code enforcement services and public education from 10 neighborhood fire stations and fire headquarters. Page 5

7 Over the past three years, significant integration between the LPFD and Alameda County Fire Department emergency resources has improved services throughout the valley, and increased system reliability for both agencies. Through unified communications (ACRECC) and redefined response area, the departments have reduced duplication of service, increased command depth, and are moving toward seamless emergency operations. We continue to monitor the equity of shared resources to ensure these system enhancements equally benefit both agencies. ADMINISTRATION AND BUDGET Organization Plan The LPFD uses a joint powers authority (JPA) model with essential support services such as Human Resources and Finance are provided by the Cities of Livermore and Pleasanton respectively. This partnership promotes more efficient administration and effective delivery of life-safety services without the additional overhead of a completely independent JPA agency. Under this model, the LPFD organization plan includes the JPA Board of Directors, which is a subcommittee of both City Councils to understand fire and emergency medical service issues in depth. The JPA Board has limited independent power; therefore, all major decisions proposed by the JPA Board require ratification by the respective City Councils. If such ratification is not attained, the issue is returned to the JPA Board and executive management staff for further work. In this joint consensus partnership neither city can dictate to the other. The JPA Board, combined with the joint budget, provides an effective tool in maximizing the delivery of fire services, controlling costs, and maintaining local control in determining service levels. LIVERMORE-PLEASANTON FIRE DEAPARTMENT Partner City Councils City Managers Joint Powers Board Fire Chief Page 6

8 Consolidated Budget At the time of consolidation in 1996, a cost sharing plan was developed to allow each partner city to pay its fair share of the joint operating expenses of the LPFD. This plan apportions overall headquarters and administrative expenses by different formulas on a program by program basis. By structuring the formulas according to program, each city is able to maximize its cost benefit, as well as better match service levels with the evolving needs of their own community. Administrative costs are shared 50/50 by each city, whereas cost share formulas are used for support services such as payroll, personnel, risk management, and dispatch. Fire Prevention expenses are shared based on units of service provided (the number of new construction and tenant improvement permits issued per city, per calendar year). Fire Operations and Suppression expenses are shared between the partner cities based on the number of firefighters each city requires. Self-determining the number of firefighters in this way, is an example of how each community is able to maintain local control and effectively meets its own independent service level requirements. Each city also individually maintains and purchases its own fire stations and fire apparatus. LIVERMORE-PLEASANTON FIRE DEPARTMENT Consolidated Budget Administrative Services Fire Prevention 50% 50% Unit of Service Provided Support Services Payroll Personnel Risk Management Dispatch Cost Share Formula Operations & Suppression # of Firefighters Required by Each City Asset Management Costs Charged to City Incurring Expense Page 7

9 Budget Highlights for revised FY2014/2015 The FY2014/15 revised budget reflects an overall net increase of $1,266,233 since time of adoption. The following factors contributed to the net increase: 1. Personnel and Supplemental Personnel Services $642,309 In the current fiscal year, adjustments have been made for MOU increases, as well as increased contributions to the OPEB and Worker s Compensation Funds. There were several vacancies during the year that caused overtime expenses to exceed budget, which was offset by salary and benefit savings. The following are the increases and decreases in Personnel and Supplemental Personnel Services expenses: o Salary and Benefit Savings due to Vacancies ($851,629) o Temporary Employee $15,000 o Overtime $1,099,855 o Bilingual Pay $1,232 o Certification Pay (Negotiated MOU increase) $182,179 o Retirement Benefit Savings due to Vacancies ($349,713) o Workers Compensation (under Fringe Benefits) $230,586 o Medicare $14,790 o Retiree Health (OPEB) $300, Services & Supplies $623,924 The department decreased its discretionary spending by $100,115 and the following expenses increased: o Repair & Maintenance by Contract $19,750 Lease that Pleasanton has for department s defibrillators. Adjustment is based on actual payments. o Contract Services Private $54,289 Adjustment for Human Resources/Labor related services that had been shared costs, but are now captured in the JPA Budget. o Liability Contingency $650,000 Litigation settlement. Page 8

10 Budget Highlights for proposed FY 2015/16 and FY 2016/17 budget The FY 2015/16 proposed budget reflects an overall $1,717,196 change from the FY 2014/15 budget. Revised FY 2014/2015 $29,390,800 Proposed FY 2015/2016 $31,107,996 The Department reduced the FY 2015/16 Services and Supplies budget by $305,578 through deferring purchases of certain goods and services. Key factors contributing to the budget increases are due to the following: Personnel and Supplemental Personnel Services $2,022,774 There are no additions to staffing levels from the FY 2014/15 budget. Adjustments have been made for MOU increases, as well as increased contributions to the Retirement, OPEB, and Worker s Compensation Funds. Salary & Benefits $449,915 ($377,00 Negotiated MOU increase) Temporary Employee $60,000 Bilingual Pay $1,296 Certification Pay (Negotiated MOU increase) $219,840 Retirement Benefit $338,859 Workers Compensation (under Fringe Benefits) $503,515 Medicare ($660) Retiree Health (OPEB) $450,009 Key Budget Actions to Proposed FY 2016/17 The FY 2016/17 proposed budget reflects an overall increase of $1,648,810 from the FY 2015/16 proposed budget. Proposed FY 2015/2016 $31,107,996 Proposed FY 2016/2017 $32,756,806 Services and Supplies has a nominal increase of $5,008. The majority of the increase in the proposed FY 2016/17 budget is due to the same Personnel and Supplemental Personnel factors as the FY 2015/16 budget. Page 9

11 2014 Department Accomplishments Purchase and implementation of a new Type I fire engine in Pleasanton and a new Type 6 (wildland engine) in Livermore. Completed scoping and architect selection for the Fire Station 9 rebuild (Livermore). Purchased new hydraulic rescue tools for truck companies in both cities. Reduced reserve fleet by one engine. Re-established Community Emergency Response Training classes. Successfully served the Veteran s Administration Hospital Livermore and achieved more than $800,000 in revenue for this service. Implemented Electronic Patient Contact Reporting. Zero Fire Fatalities. Received the Urban Area Security Initiative (UASI) grant for purchase of Haz Mat Unit. Filled Fire Marshal position and one Fire Inspector position. Page 10

12 TABLE OF CONTENTS Operating Budget FY 2015/16 - FY 2016/17 and 2014 Annual Report EXECUTIVE SUMMARY Fire Chief Budget Letter 2 Department Position Detail 12 Organizational Chart 13 Budget Summary Revenues (all sources) 14 Expenditures 15 City of Livermore and Pleasanton Internal Services 16 FIRE DEPARTMENT OPERATING BUDGET Administration 17 Emergency Operations 19 Special Operations 22 Fire Prevention 24 Programs Training 28 Disaster Preparedness 29 Technology 30 CAPITAL PROJECTS AND SUPPORT SERVICES Capital Equipment Replacement 31 Facilities 32 Fleet 34 Dispatch ANNUAL REPORT Performance Measures Maps 23 Page 11

13 Department Position Detail Page 12

14 Page 13

15 Budget Summary Livermore Only Fire Revenues (Not Part of JPA Shared Revenues) Fiscal Year Fund Account No. & Description FY 14/15 Budgeted FY 14/15 Revised FY 15/16 Projected FY 16/17 Projected Revenue $1,091,500 $1,096,500 $1,092,500 $1,092, Fire Code Permits 60,000 40,000 40,000 40, Hazmat Permits 375, , , , EMT Service Area 360, , , , Emergency Services (FRALS) 215, , , , Weed Abatement 6,500 6,500 6,500 6, Fire Inspection Fees 75,000 75,000 56,000 56,000 Pleasanton Only Fire Revenues (Not Part of JPA Shared Revenues) Fiscal Year Fund Account No. & Description FY 14/15 Budgeted FY 14/15 Revised FY 15/16 Projected FY 16/17 Projected Revenue $635,000 $652,280 $663,000 $663, Other Fire Permits 2,500 3,700 2,500 2, Fire Onsite Permits 5,000 5,000 5,000 5, Plan Check Fees 20,000 20,000 20,000 20, Fire Onsite Plan Checks 10,500 4,000 5,000 5, Fire Inspection Fees 4,000 4,000 4,000 4, Weed Abatement 5,000 1,500 1,500 1, Fire Protection Services (Zones 2,3 & 4) 373, , , , Emergency Response (Restitution) Miscellaneous Reimbursement 0 3, Emergency Services (FRALS) 215, , , ,000 Page 14

16 Page 15

17 Cities of Livermore and Pleasanton Internal Support Services All administrative support functions are provided to the Livermore-Pleasanton Fire Department by the two partner cities. This includes Human Resources, Legal, Finance, Information Technology, Fleet, and Facility Services. These services are given a financial value, and this value is shared equally by the partner agencies. Internal Support Services Fiscal Years Note: This budget reflects the total value of the service with the partner providing the service meeting their obligation in kind. Page 16

18 Fire Department Operating Budget By Division FIRE ADMINISTRATION The Administration Division of the fire department consists or the Fire Chief, Office Manager, Financial Management Analyst and the Information Technology Management Analyst. The Fire Chief oversees the relationship between partner agencies, the fiscal responsibility of the department, and the health and welfare of all department personnel. Performance Expectations Provide an environment where department personnel can thrive. Ensure equity in service levels and financial responsibilities between partner agencies. Adhere to all laws, regulations, contracts and expectations of partner agencies. Ensure internal fiscal responsibility. Exemplify and ensure strong ethical behavior throughout organization. Ensure the highest level of internal and external customer service throughout organization. Conduct long range financial and operational planning. Strengthen relationships with surrounding agencies and community groups. FY 2014/15 Accomplishments Received approvals from the Department of Veteran s Affairs to continue Year two of five of the contract to provide fire safety and emergency response services to the VA Hospital Livermore. FY 2015/16 Goals Complete Livermore-Pleasanton JPA governing document rewrite. Further develop Alameda County Regional Communications Center partnership to include automatic vehicle location, MDC situation status, and closest unit dispatch/response (boundary drops). Develop new, comprehensive policy manual. Improve disaster preparedness training throughout both communities; host annual emergency mock exercise; update disaster plan; and make program more visible and accepted throughout both communities. Continue comprehensive water conservation efforts to include training, facilities, and apparatus. Fully implement department records management system, including Inventory and Inspections modules. Page 17

19 Administration Budget Detail Fiscal Years Page 18

20 EMERGENCY OPERATIONS The Emergency Operations Division is the largest division of the fire department. Under direction of the Operations Deputy Chief, the division consists of three (3) Battalion Chiefs and 99 suppression personnel who staff a total of eight (8) Engine Companies and two (2) Truck Companies. Emergency services are provided from ten (10) fire stations strategically located throughout both communities. The Operations Division is responsible for ensuring the operational readiness of personnel to respond to, and provide all services related to Fire Suppression, Emergency Medical Service, Traffic Collisions, Specialized Rescue, Emergency Hazardous Material Response, and other risk of property losses; such as water leaks, fallen trees, and down utility lines. Performance Expectations Organize and coordinate fire suppression personnel and equipment. Emergency Response Standards of Coverage (SOC). First fire unit shall arrive on-scene of an emergency within seven (7) minutes time (one minute for dispatch processing, one minute for firefighters to don protective equipment and five minutes to drive to the incident), for 90% of fire and medical incidents. Have a full first alarm effective firefighting force on the scene within 10 minutes, for 90% of all fire incidents. Establish OSHA firefighter safety standard 2-in/2-out on structural fires in less than eight (8) minutes from dispatch of alarm, for 90% of all fire incidents. Maintain or improve the City s existing Insurance Services Organization (ISO) fire protection rating at a renewal rating of class three (3). Identify, prioritize, and develop appropriate operational policies in an effort to provide the most effective and efficient emergency service delivery to the community. Coordinate and network with other fire agencies to meet mutual and automatic aid objectives for the local and regional response area. Coordinate with the Special Operations Deputy Chief and the Apparatus Committee to determine equipment and vehicle needs. In coordination with the Special Operations Deputy Chief, provide direction and assist in setting goals for the department s Urban Search and Rescue (USAR) and Hazmat Teams. In coordination with the Special Operations Deputy Chief, assist in identifying, prioritizing, developing, and delivering the necessary training to provide safe and efficient delivery of emergency services. Review, monitor, and investigate emergency calls for proper response and adherence to established polices. Evaluate and implement new technology that improves operational efficiency and effectiveness during emergency operations. Provide a safe work environment for all fire department personnel, minimizing the potential for employee injury. Page 19

21 FY 2014/15 Accomplishments A defined Hazardous Material Fire Station (Station No. 2) implemented for the Hazardous Material Team. FY 2015/16 Goals Evaluate work related injuries. Certify all Battalion Chiefs to Strike Team Leader (STEN) or STEN Trainee in order for the LPFD to meet our mutual aid obligations to the Operations/Regional Area. Develop and implement Wildland Urban Interface (WUI) fire operational pre-plans for the Pleasanton Ridge, Happy Valley, Kottinger Hills, and the Vineyard Corridor. Equip both Truck Companies and Rescue as Medium Rescue Typing as defined by the Firescope and outlined under the Field Operations Guide. Continue to improve and expand the use of tablet computers in the management of command and control in emergency operations. In coordination with the Pleasanton and Livermore Police Departments, establish a Rescue Task Force (RTF) to address the need for emergency medical treatment in an active, hostile environment (warm zone). Page 20

22 Operations Budget Detail Fiscal Years Page 21

23 SPECIAL OPERATIONS DIVISION The Special Operations Division consists of the Special Operations Deputy Chief, Battalion Chief of Training and specialists of various ranks who act as program managers, instructors and subject matter experts. Programs which fall within this division include: Training, Emergency Medical Services, Health and Safety, Hazardous Materials, Urban Search and Rescue, Fleet, Facilities, Recruitment, Promotions, and Reserves/Explorers. Performance Expectations Provide the resources necessary to ensure the highest quality training, adhering to all Federal, State, County and Local requirements. Oversee the delivery of exemplary medical care for our patients through the EMS Manager. Provide a Quality Improvement Program to ensure continuous oversight of care and maintain regulatory compliance through the EMS Manager. Serve as an industry leader in creating the safest working environment possible for LPFD employees. Work as an Operational Area, Regional and State partner to provide Hazardous Material response. Maintain a partnership with FEMA California Task Force 4 to support the participation of LPFD members in this National resource. Work with the JPA partner cities to ensure the maintenance, repair and improvement of fleet and facilities occupied by the LPFD. Develop and maintain a Reserve/Explorer program to provide opportunities for young people interested in Fire Service careers. Work with Human Resources to develop and present promotional and entry level testing processes. FY 2014/15 Accomplishments Awarded an Urban Areas Security Initiative (UASI) grant for the purchase of a Hazardous Materials Trailer. FY 2015/16 Goals Ready the UASI grant purchased Hazardous Materials Trailer and Prime Mover for service. Establish joint training programs with local HazMat teams. Develop a Career Development Plan for Reserves to prepare them for employment by the LPFD. Partner with Los Positas College in their Paramedic, EMT and Fire Science programs, including a Fire Academy to be held at the LPFD Training Center. Pursue Capital Improvement funds for modernization and expansion of the Training Center. Improve training records management system to improve storage and retrieval historical documents. Purchase and prepare new Battalion Chief s vehicle for front line service. Evaluation capital funding program for Fire Training Center. Purchase and ready the new Rescue Boat and department personnel for Water Rescue Response. Page 22

24 Special Operations EMS Budget Detail Fiscal Years FY 14/15 BUDGET FY 14/15 REVISED FY 15/16 PROPOSED FY 16/17 PROPOSED EMERGENCY COST SHARE COST SHARE COST SHARE COST SHARE MEDICAL SERVICES LPFD COL COP LPFD COL COP LPFD COL COP LPFD COL COP 100% 50% 50% 100% 50% 50% 100% 50% 50% 100% 50% 50% Expenditures $249,524 $124,762 $124,762 $229,274 $114,637 $114,637 $202,274 $101,137 $101,137 $209,274 $104,637 $104, Services & Supplies $249,524 $124,762 $124,762 $229,274 $114,637 $114,637 $202,274 $101,137 $101,137 $209,274 $104,637 $104, Repair & Maint-Contract 20,250 10,125 10, Contract Services Private 71,224 35,612 35,612 71,224 35,612 35,612 71,224 35,612 35,612 71,224 35,612 35, Biosolids Disposal 1, , , , Supplies-Other 101,000 50,500 50, ,000 50,500 50,500 74,000 37,000 37,000 81,000 40,500 40, Training & Education 50,000 25,000 25,000 50,000 25,000 25,000 50,000 25,000 25,000 50,000 25,000 25, Licenses & Certifications 3,900 1,950 1,950 3,900 1,950 1,950 3,900 1,950 1,950 3,900 1,950 1, Membership & Subscrip 1, , , , Page 23

25 FIRE PREVENTION AND HAZARDOUS MATERIALS REGULATION The Fire Prevention Bureau s mission is to improve and maintain public safety by reducing injuries and loss of life, environmental damage, and property loss due to fires and hazardous materials incidents. The Fire Prevention Bureau s goal is to accomplish this mission in a consistent, cost effective manner that ensures public safety while helping to build the economic vitality of the community. The Bureau is responsible for the plan review design, installation and maintenance of: Fire Alarm Systems Automatic Fire Protection Systems, such as fire sprinklers Underground Storage Tanks Hazardous Waste Aboveground storage of petroleum products Hazardous Materials Inventory Reporting, Employee Training And Emergency Response Planning Fire And Life Safety Provisions in the Fire and Building Code, including hazardous materials requirements Annual Weed Abatement Program To ensure new and modified facilities meet community safety and environmental standards, the Bureau implements five core programs: Community development and construction oversight Weed abatement Code enforcement Public education and information Assisting with fire and hazardous materials investigations FY 2014/15 Accomplishments Hazardous Materials Data Management: Successfully implemented data management system that reports inspection and enforcement data to the state data system and downloads business reported information from the state data system. The new system satisfies state data management laws and greatly enhances the department s ability to streamline the hazardous materials program. Provided technical assistance in the form of letters, classes, and one-on-one training for all hazardous materials facilities. Efficiency and Customer Service: Hazardous Materials inspections documentation is now being entered electronically in the field and ed to customers. Fully implemented vegetation management database which significantly reduced inspection, preparation, and documentation time. Page 24

26 Restructured prevention inspection workflow to include annual and operational permit inspections. Public Education: Provided fire/life safety and environmental education to the public at the Fire Safety Expo, First Wednesday, Children s Fair, and other community events. Projects: Performed 517 plan reviews and 1022 construction inspections since the start of FY FY 2015/16 Goals Implement a succession plan to address pending retirements coming in the next 6 to 12 months. Utilize a fully staffed Certified Unified Program and a part-time position (through calendar year 2015) to achieve substantial compliance with state inspection and hazardous materials reporting requirements. Perform all state-mandated annual inspections for occupancies in the cities of Livermore and Pleasanton. Provide infrastructure for electronic plan review capability. Develop an archiving system for fire protection plans. Plan Check Inspection Page 25

27 Fire Prevention Budget Detail FY FIRE PREVENTION FY 14/15 BUDGET COST SHARE FY 14/15 REVISED COST SHARE FY 15/16 PROPOSED COST SHARE FY 16/17 PROPOSED COST SHARE LPFD COL COP LPFD COL COP LPFD COL COP LPFD COL COP 100% 50% 50% 100% 50% 50% 100% 50% 50% 100% 50% 50% Expenditures $1,674,754 $837,377 $831,575 $1,671,508 $835,754 $835,754 $1,905,355 $952,678 $952,678 $1,963,774 $981,887 $981, Personnel Services $950,974 $475,487 $475,487 $956,548 $478,274 $478,274 $1,126,041 $563,021 $563,021 $1,145,283 $572,642 $572, Permanent Employee 901, , , , , ,243 1,059, , ,618 1,077, , , Overtime 28,419 14,210 14,210 15,471 7,736 7,736 28,419 14,210 14,210 28,419 14,210 14, Shift Premium ,130 1,565 1,565 3,130 1,565 1,565 3,130 1,565 1, Uniform/Shoe Allowance 6,300 3,150 3,150 6,254 3,127 3,127 7,920 3,960 3,960 7,920 3,960 3, Bilingual Pay , , , Education Incentive Pay 4,800 2,400 2,400 4,230 2,115 2,115 4,800 2,400 2,400 4,800 2,400 2, Certification Pay 10,085 5,043 5,043 15,746 7,873 7,873 21,240 10,620 10,620 21,888 10,944 10, Suppl Personnel Services $700,572 $350,286 $350,286 $695,872 $347,936 $347,936 $763,726 $381,863 $381,863 $802,903 $401,452 $401, Retirement Benefit 326, , , , , , , , , , , , Fringe Benefit 257, , , , , , , , , , , , Medicare On Suppl Pay Leave(s) Cash Out 66,500 33,250 33,250 46,000 23,000 23,000 46,000 23,000 23,000 46,000 23,000 23, Retiree Health Premiums 49,941 24,971 24,971 51,321 25,661 25,661 59,019 29,510 29,510 59,019 29,510 29, Services & Supplies $23,208 $11,604 $5,802 $19,088 $9,544 $9,544 $15,588 $7,794 $7,794 $15,588 $7,794 $7, Contract Services Private 4,888 2,444 1,222 4,888 2,444 2,444 4,888 2,444 2,444 4,888 2,444 2, Svs Hosted Training Supplies-Other 1, ,500 1,250 1,250 2,500 1,250 1,250 2,500 1,250 1, Small Fire Equipment 3,200 1, ,200 1,600 1, Training & Education 4,000 2,000 1,000 4,000 2,000 2,000 3,700 1,850 1,850 3,700 1,850 1, Tuition Reimbursement 5,000 2,500 1, Membership & Subscrip 4,500 2,250 1,125 4,500 2,250 2,250 4,500 2,250 2,250 4,500 2,250 2,250 Page 26

28 Livermore-Pleasanton Fire Department Programs 1. Training 2. Disaster Preparedness 3. Technology Page 27

29 TRAINING PROGRAM The Training Division of the LPFD consists of one Battalion Chief, but utilizes many on-line instructors. The Division is responsible for coordinating and conducting training for all suppression personnel. In addition, specialized training for support staff and fire prevention personnel is also coordinated through the Training Division. The Division s goals are to: (1) ensure that all new and incumbent LPFD firefighters are fully trained to respond safely and effectively to emergency incidents, (2) conduct and/or coordinate in-house and contract training for LPFD suppression personnel to enhance skills and proficiencies, and (3) ensure compliance with all Federal and State Occupational Safety and Health Administration mandates and other regulations. The Division also manages and maintains the Training Center. The Training Center is available for use by other agencies (fire, police and educational) for regional training. Performance Expectations Coordinate and oversee firefighter academy for new hires. Coordinate probationary testing. Develop and present promotional tests for Engineer, Captain, and Battalion Chief. Develop training curricula and track compliance. Assist members in obtaining professional development curricula and certifications. Maintain an online training cadre of subject matter experts and California State Fire Marshal Instructors. Oversee the Reserve and Explorer programs. Ensure compliance with Federal, State, County and Local regulations. Work with Alameda County Training Officers to develop regional curriculum. FY 2015/16 Goals Continue relationship with Los Positas College regarding Fire Science and EMS curriculum. Complete State Fire Marshal certification process for Rescue and Driving Instructors. Complete site certification for Rescue System II certification for Training Center. Evaluate with Partner Cities on capital funding program for Training Center. Page 28

30 DISASTER PREPAREDNESS The Emergency Preparedness Program s overarching goal is to facilitate the process towards building a disaster resilient community. Department projects include the Community Emergency Response Team (CERT) Training, Citizens Corps Volunteers, Emergency Preparedness Awareness, Emergency Planning and Strategies and Public Education Events. FY 2015/16 Goals Performance Expectations CERT Training: Conduct a minimum of two CERT classes and one refresher training annually. Citizen Corps Volunteers (CC Volunteers): Provide continuing training, service opportunities and organizational support for the CCV members. Emergency Preparedness Awareness Training: Provide community information through public education events, website, city newsletters and media releases. Participate in county and state awareness events such as the Great California Shakeout. Conduct one Emergency preparedness event annually in each city. Emergency Planning and Strategies: Strengthen department and city staff knowledge and coordination cities through required FEMA training, and in-house training to include a minimum of 2 disaster exercises annually. Cert Exercises Page 29

31 TECHNOLOGY The Fire Department becomes more dependent on technology each day for state of the art telecommunications, mapping, records management, emergency response, radio communications, training, and much more. To obtain the most accurate, timely information, it is critical we ensure resources to upgrade hardware and software, provide expert technical support, and evaluate emerging trends in technology and data management. In addition, performance measures and comparisons against industry best practices require extensive data management. Performance Expectations Maintain integrated services with both partner cities. In cooperation with partner cities, maintain all communications systems, including telecommunications, video conferencing, radio systems, Mobile Dispatch Computers (MDC), and computer systems. Extract and evaluate response data. Liaison with partner city dispatch centers to ensure seamless information sharing and technical support. Evaluate new products and programs for efficiency and effectiveness. FY 2015/16 Goals Transition MDCs to new tablet platform. Prepare fire department data management system for virtual/web platform. Fully implement department records management system, including Inventory and Inspections modules. Upgrade Active Directory and Exchange platform. Transition file server services to a larger more robust system. Update Fire WEB site to include the Centennial Bulb and historical sites. Prepare for fire accreditation project. Battalion 9 Mapping Page 30

32 CAPITAL EQUIPMENT REPLACEMENT The fire department has tools and equipment that are both very expensive and have a life expectancy that is somewhat predictable. Life expectancy for capital equipment is determined by the manufacturer, regulatory agencies such as the Department of Transportation, or past experience. Capital Equipment is defined as equipment having a life expectancy of over five years and a replacement cost of more than $5,000. Performance Expectations Replacement values of capital equipment shall be updated at a minimum of bi-annually and more frequently if equipment is updated or is anticipated to rise more than ten percent annually. Capital purchases shall be approved at the adoption of the budget or with written approval of the City Managers. FY 2015/16 Goals Develop and purchase fire apparatus as identified in the COL and COP Fleet Replacement Plan. Identify ALL capital equipment within the fire department; evaluate life expectancy and replacement costs. Develop replacement schedule for all capital equipment. Identify necessary funding and funding sources from both cities. Develop Joint Specialized Apparatus Purchase and Use Policy. Develop a Joint Specialized Capital Equipment definition, purchase and use policy. Capital Equipment Replacement Program FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 Hyrdraulic Rescue Tools T-93 E-92 37,000 48,277 T-96 E-99 Thermal Imaging Cameras (TIC) 16,000 23,000 23,690 17,484 18,009 18,549 26,663 27,463 Self Contained Breathing Apparatus (SCBA) Replacement 1,200,000 Radios 2021 Software Mandate/Radio Upgrade 625,000 Truck 93 Ladders Page 31

33 FACILITIES The fire stations, fire headquarters and fire training center are maintained by the respective cities, and the maintenance and repair budgets are held within the City of Livermore and Pleasanton Operations and Maintenance divisions. Utilities and supplies are budgeted within the fire department. With the exception of fire headquarters, station and yard maintenance is performed by fire personnel. Performance Expectations All fire department properties shall be maintained in a state of readiness for public viewing at all times. Necessary repairs shall be requested of the operations and maintenance division in a timely manner. Minor repairs will be performed by fire personnel. Recycling practices shall be utilized in all fire department facilities. Utilities shall be utilized in a responsible manner to control costs and preserve resources. FY 2015/16 Goals Perform annual facilities inspections for maintenance and capital needs. Perform annual safety inspections to comply with all Cal OSHA mandates and provide the safest working environment possible. Complete construction of Fire Station # 9. Work with partner cities to schedule and funding for essential building repairs. Develop Capital Repair and Replacement Plan for the Fire Training Center. FACILITIES PROJECTS PER CITY FISCAL YEAR City Project Description FY 14/15 FY 15/16 FY 16/17 COL Construction of new Fire Station 9 1 $ 2,891,152 $ 1,960,000 LPFD Headquartes HVAC Replacement 3 $ 167,500 COP Fire Station 4 Roofline 2 $ 240,000 Fire Station 3 Assessment & Remodel $ 155,000 LPFD Headquartes HVAC Replacement 3 $ 167,500 Fire Station 2 Assessment & Remodel $ 355,000 1 Total estimated cost of Station 9 at completion is approximately $5M 2 Not yet started 3 LPFD Headquarters expenses are shared 50/50 by partners Page 32

34 Livermore-Pleasanton Fire Department Facilities Projects Station 9 Station 4 Fire Headquarters Station 2 Station 3 Page 33

35 FLEET SERVICES The LPFD Fleet Services Program is supported and maintained by the respective cities, in coordination with the departments Fleet Committee. The committee serves to evaluate the effectiveness of the fire fleet in relation to meeting the operational needs of the department. FLEET SERVICES ESTIMATED FLEET REPLACEMENTS PER CITY FISCAL YEAR City Year Life Replace Make Model Description FY 15/16 FY 16/17 COL Dodge Dakota Fire Prevention Vehicle Dodge Dakota Fire Prevention Vehicle $ 25, Scott HD32 Trailer-Fire Spar Gladiator Fire Engine $ 600, E-One 95' Aerial Fire Truck / Aerial $ 1,300, Ford Super Duty Fire Utility 1/2 Ton Pickup $ 209,378 COP E-One 100' Aerial Fire Truck / Aerial $ 1,300, Hi Tech Gladiator Fire Engine $ 600, Hi Tech Gladiator Fire Engine $ 600, Chevrolet Suburban Command Vehicle $ 50, Chevrolet Suburban Command Vehicle $ 50,000 Page 34

36 DISPATCH SERVICES Fire dispatch services are provided by the Alameda County Fire District (ACFD), through its Regional Emergency Communications Center. Each partner city has its own agreement with ACFD and is invoiced separately. The cost of services is based on a rate per call volume for each city. The cost of dispatch services encompasses ACFD personnel costs, services and supplies, information technology, facilities, County overhead/liability, annual Capital Improvement Plan contributions, and Capital Improvement Projects. Cost of Dispatch Services Per Partner City Contract with ACFD Partner City FY 14/15 BUDGET FY 14/15 REVISED FY 15/16 PROJECTED FY 16/17 PROJECTED Dispatch Services $387,579 $402,679 $466,292 $466,292 Livermore 226, , , ,170 Pleasanton 161, , , ,122 Page 35

37 Livermore-Pleasanton Fire Department 2014 Annual Report

38 2014 Annual Report Livermore-Pleasanton Fire Department Introduction The Livermore-Pleasanton Fire Department (LPFD) is an all risk emergency response and community service organization serving the Cities of Livermore and Pleasanton. The Department s core purpose is to make the Livermore and Pleasanton communities safe for all citizens to live and work through the protection of life, property, and the environment. The Department seeks to minimize risk to the community by responding to all fire, medical, rescue, and hazardous materials incidents. The LPFD staff is highly skilled and trained to provide the highest quality fire and lifesafety services through its core values: Commitment to Caring Dedication to Safety Dignity and Respect for All Integrity and Pride Provide Solutions Value Tradition Evolve with Innovation Summary Total number of incidents continues to increase 3.6% on average year to year. The increase is mainly realized in medical/rescue calls for service and is most likely due to population growth. Page: 1

39 The LPFD follows the National Fire Incident System (NFIRS) code set to identify calls for service in the department s records management system. These codes are defined as follows: 100 Series - Fires: structure fires, fire in a mobile property used as a fixed structure, mobile property, natural vegetation fire, outside fires, crop fires. 200 Series Rupture/Explosion: overpressure explosion, overheat no fire. 300 Series EMS/Rescue: emergency medical and rescues, medical assist, lock-ins, search for person, extrication. 400 Series Hazardous Condition: flammable spills and leaks, chemical release, electrical problem, biological hazard, explosive, attempted burning. 500 Series Service Call: person in distress, water problem, smoke problem, animal problem, public service assistance, cover or standby, move-up. 600 Series Good Intent Call: dispatched and cancelled, wrong location, controlled burning, steam or other mistaken as fire, EMS where patient has been transported, mistaken problem. 700 Series False Call: malicious false alarm, bomb scare, detector malfunction, unintended system alarm, fake report. 800 Series Severe Weather: severe weather and natural disaster. 900 Series Special Incident: citizen complaint, incident not easily categorized. Page: 2

40 Calls for Service Total calls for service in 2014 were 12,085. The majority of incidents are medical/rescue at 67% of all calls. Service and good intention calls were 21% combined. Calendar 2014 ST1 ST2 ST3 ST4 ST5 ST6 ST7 ST8 ST9 ST10 OTH Totals % of Total Fire % Rupture/Explosion % EMS/Rescue ,120 67% Hazardous Condition % Service Call % Good Intent ,659 14% False call % Natural Disaster % Other % Total # Incidents 1,005 1,087 1,241 1, ,580 2,428 1,031 1, ,085 % of Total 8% 9% 10% 11% 1% 13% 20% 9% 11% 5% 3% Page: 3

41 Performance Department-wide Since the entry into Alameda County Regional Emergency Communication Center (ACRECC) in June of 2012, the Livermore-Pleasanton Fire Department utilized a standard response time of seven minutes from time of dispatch to the arrival of the first responder on scene and included one minute for call taker processing resulting in a total reflex time of eight minutes. The goal is to accomplish this standard in 90% of all emergency calls for service. In 2014, the department overall arrived within eight minutes of dispatch in 85.5% of all calls. The chart below reflects this performance standard. Performance Standards Historical From 1996 to the entry into ACRECC and the change to the eight minute standard, the LPFD utilized a seven minute total reflex time. This measurement includes a 90% compliance rate inclusive of the following categories: 1 minute call processing time 1 minute turnout time 5 minutes travel time In an effort to be more consistent with the historical standard of the LPFD, the chart below reflects this seven minute standard with the total reflex time presenting as 73.7% department-wide. All future charts and measures in this document will utilize the seven minute standard. We look forward to further discussion and direction on the topic of performance standards and future reporting. Page: 4

42 Fires Although fires represent only 3% of all calls for service, it is the biggest risk to property and life safety. Fire calls for service totaled 373 in Page: 5

43 Building Fires The majority of building fires occur in residential homes. This is consistent with NFPA findings that most fires occur where people spend most of their time. In our primary response areas, the LPFD had no fatal fires in Page: 6

44 Medical Calls Calls for medical help represent 67% of all calls for service. These calls include medical conditions as well as traffic collisions and rescues. The LPFD has a contracted obligation with Alameda County to meet the performance measure of arriving to all medical incidents within seven minutes and thirty seconds from time of dispatch, 90% of the time. In 2014, the department met that goal responding to all medical calls within that timeframe, 90.3% of the time. Page: 7

45 Hazardous Condition Calls Department-wide Hazardous Condition calls for service include incidents of flammable spills and leaks, chemical releases, electrical or mechanical problems, biological hazard, explosive, and attempted burning. Also responding to some of these calls is the LPFD Hazardous Materials Response Team. These individuals are a dedicated, type II response force specially trained to quickly assess, identify and mitigate hazardous materials spills. They also play a pivotal role as part of a greater mutual aid team that coordinates efforts state and nationwide. Page: 8

46 Agency Preparation Training is our second most important mission goal. In 2014, LPFD spent 21,361 hours training. This training includes didactic, manipulative and directed study; it includes both tested and untested as well as physical fitness and endurance training. Page: 9

47 Other Incidents Other incidents include service calls, good intention calls, and false calls. These incidents represent 28% of all calls to LPFD. These calls are identified and documented as other calls after arrival of units. All calls for service are considered emergency calls until the circumstances are clearly understood. Community Education LPFD participates in fairs, farmers markets, Fire Prevention week, station tours, school events, Citizen Emergency Response Teams (CERT) events and much more. Helping citizens learn life safety skills is one effort to keep the public safe. Page: 10

48 Fire Prevention/Inspections The majority of Fire Prevention activities are inspections Fire Prevention Activities Category # % Administrative 267 6% Education 48 1% Inspections 1,341 32% New Construction 1,312 31% CUPA Inspections 378 9% Plan Check % Totals 4, % Page: 11

49 Calls for Service by Station District Calls for service vary widely for each district. As noted in the graph, Station No. 5 has fewer calls for service; however this crew frequently moves into surrounding areas for backup support during draw down of resources. In 2014, move up calls for assistance occurred in 176 incidents. Page: 12

50 Non-Emergency Incidents by Station District Fire Calls by Station District Page: 13

51 Medical Calls by Station District Hazardous Materials Calls by District Page: 14

52 Performance by City City of Livermore Calendar Yr 2014 Livermore ST6 ST7 ST8 ST9 ST10 Totals Fire Rupture/Explosion EMS/Rescue ,718 Hazardous Condition Service Call Good Intent False call Natural Disaster Other Totals 1,509 2,317 1,080 1, ,664 Page: 15

53 Page: 16

54 29 Types of Building Fires Family Dwellings 12 Multi- Family Residential Structures 9 Commercial Structures 2 Other Residential Structures Total Structure Fire Dollar Losses (Property Only) $ 1,037,000 Total Structure Fire Dollar Saved (Property Only) $ 41,380,000 Total Dollar Lost (Contents and Structure) $ 1,246,200 Page: 17

55 Plan Check Processing Time (within 10 Business days) Districts 6-10 = 75% Livermore Category # Administrative 117 Education 14 Inspections 780 New Construction 390 CUPA Inspections 98 Plan Check 335 Total 1,916 Page: 18

56 Performance by City City of Pleasanton Calendar Yr 2014 Pleasanton ST1 ST2 ST3 ST4 ST5 Totals Fire Rupture/Explosion EMS/Rescue ,216 Hazardous Condition Service Call Good Intent False call Natural Disaster Other Totals 983 1,078 1,233 1, ,753 Page: 19

57 Page: 20

58 18 Types of Building Fires Family Dwellings Multi- Family Residential Structures Commercial Structures Other Residential Structures Total Structure Fire Dollar Losses (Property Only) $ 1,614,500 Total Structure Fire Dollar Saved (Property Only) $ 25,962,500 Total Dollar lost (Contents and Structure) $ 1,699,615 Page: 21

59 Plan Check Processing Time (within 10 Business days) Districts % Pleasanton Category # Administrative 150 Education 34 Inspections 561 New Construction 922 CUPA Inspections 280 Plan Check 506 Total 2,271 Page: 22

60 Statistical Maps All Fire Responses Page: 23

61 All EMS Responses Page: 24

62 All Structure Fire Responses Page: 25

63 All EMS Response Hot Spots Page: 26