Transitional Fire Department Funding/Staffing Analysis

Transitional Fire Department Summary Funding/Staffing Analysis

Available Funding for Fire Services (All Entities): Less Fixed Costs: (Admin/OT FLSA/OT Comp/Holiday/CallBack/WC/Services & Supplies/Capital/Emerg Fund/Medical) Funding Available for Bargaining Unit Staffing: Less Support Staff (All Entities): Funding Available for Emergency Ops Staffing: Personnel Cost to Maintain Staffing Level: Staffing Overtime: Flexible Staffing Contingency Personnel Staffing and Contingency Costs Total:
Funding Shortfall to be Achieved:

45,811,085 See Appendix A

$ $ $ $ $

11,667,198 See Appendix A 34,143,887 2,632,031 See Appendix A 31,511,856 32,734,734 See Appendix B 700,000 222,641 33,657,375
(2,145,519)

$
$

How Funding Shortfall Can Be Achieved

Utilizing FY 11/12 and FY 12/13 $ $ $ $ $ $ $

$

Projections Provided

Defer TMFPD Fuels Management Program Defer TMFPD Capital Projects Fund Allocation Defer SFPD Capital Project Fund Allocation Reduce TMFPD Worker's Compensation Allocation Defer TMFPD 2% Contingency for Annual Expenditures Allocation Reduce TMFPD Employee Payout for SickNacation Allocation Reduce TMFPD Transfer to Emergency Fund Allocation Reduce TMFPD Transfer to Retiree Health Premium Allocation
Total of Funding Shortfall Options:

(200,000) (575,000) (200,000) (500,000) (272,236) (250,000) (100,000)

(2,147,236)

Current budget $250K - Still leaves $50K Current budget $650K - Still leaves $75K and Reserve Balance of $5 8M Current budget $250K - Still leaves $50K and Reserve Balance ?? Current budget $1.2M Still leaves $700K - Reserve balance $4 8M Current General Fund Reserve balance of $6.0M+ Current budget $350K - Still leaves $100K Current budget $250K - Still leaves $150K plus Balance from FY 11-12 (50,000) Current budget $350K - Reserve balance of $3.8M + $1 6 GF Reserve

Other Available Funding Shortfall Options

See Appendix C

Transitional Fire Department - Appendix A Funding/Staffing Analysis Available Funding for Fire Services

Reno Fire TMFPD Sierra

30,000,000 9,784,034 6,027,051

45,811,085

Total Available Funding for Fire Services: $ Reno Fire/TMFPD Fixed Costs:

Administrative Positions Salaries & Benefits DC/BC Positions Salaries & Benefits Overtime - FLSA OT Comp Holiday Pay Call Back Pay Workers Comp Services & Supplies Capital Funds
Sub Total Reno Fire/TMFPD Fixed Costs: Sierra FPD Fixed Costs:

950,965 2,566,862 350,000 175,000 825,000 160,000 1,927,424 2,598,002 125,000

9,678,253

9 Positions 10 Positions + Fire Marshal Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget Utilizing Existing FY 11-12 Adopted Fire Budget

Battalion Chief Salary & Benefits Annual CIP Program Emergency Fund Transfer Retiree Group Medical Costs Overtime - FLSA OT Comp Holiday Pay Call Back Pay Services & Supplies - Operations Services & Supplies - VFDs Services & Supplies - Fire Prevention Services & Supplies - Fire Training
Sub Total Sierra FPD Fixed Costs: $ Total Fixed Costs: $ TOTAL FUNDING AVAILABLE FOR BARGAINING UNIT STAFFING: $ Less Support Staff Salaries & Benefits:

338,807 250,000 100,000 50,000 78,000 26,250 123,750 24,000 900,000 45,950 13,260 38,928
1,988,945 11,667,198 34,143,887

Per M. Walker Per M. Walker Per M. Walker Per M. Walker Per M. Walker 15% of Reno/TM (Based on Staff %) 15% of Reno/TM (Based on Staff %) 15% of Reno/TM (Based on Staff %) Per M. Walker Per M. Walker Per M. Walker Per M. Walker

Fire Prevention (10 Positions), Safety & Training (3 Positions); Fleet (5 Positions), Water Supply Inspector (1 Positions)
FUNDING AVAILABLE FOR EMERGENCY OPERATIONS STAFFING: $

2,632,031
31,511,856

Transitional Fire Department - Appendix B Funding/Staffing Analysis Personnel Cost to Maintain Current Staffing Level Salary & Reno/TM SFPD Total Benefit Positions Positions Positions Cost/Position Salary & Benefit Cost Totals

Position Classification:

Captains Operators Firefighters

Totals:

55.00 52 00 121 00
228.00

12.00 9.00 16.00

37.00

67.00 $ 61.00 $ 137.00 $

265.00

143,407 $ 9,608,269 125,468 $ 7,653,548 112,941 $ 15,472,917

$ 32,734,734

Transitional Fire Department - Appendix C Funding/Staffing Analysis Other Available Funding Shortfall Options: TMFPD Capital Projects Fund TMFPD Capital Projects Fund Reserve TMFPD Contingency @ 2% For Annual Expenditures TMFPD General Fund Reserve - Unrestricted TMFPD Emergency Fund TMFPD Employee Payoffs for Sick/Vacation TMFPD Fuels Management Program TMFPD Retiree Health Premiums TMFPD Stabilization Fund Reserve TMFPD Worker's Compensation Fund Allocation TMFPD Coordinator Position TMFPD Carryforward Savings from FY 11-12 SFPD Capital Project Fund SFPD Capital Project Fund Reserve SFPD General Fund Reserve Totals: Unrestricted Restricted $ 650,000 $ 5,800,000 $ 272,236 $ 6,000,000 250,000 $ 1,500,000 Current Balance $ $ 350,000 250,000 $ 350,000 $ 6,800,000 Current Balance $ $ 550,200 1,295,700 $ 4,800,000 Current Balance $ 120,000 $ $ 850,000 250,000 $
$ 2,000,000

$ 18,988,136 $ 13,100,000

PI ANL:

--:

one Type 1 and one Type 3 engine with appropriate tools and equipment. Equipment specifications prepared and out to bid no later than January 31, 2011 with the anticipated construction timeframe of 365 days. Total payment due 2012.
Type of Equipment

2010 cost $305,000

2011 cost +5% $535,500 $320,250

2012 cost +5%

Type 1 engine/equip I $510,000

Type 3 engine/equip

$562,275 $336,262

From our review, we believe the development of a consolidated governance model through the establishment of a Joint Powers Agreement (JPA) between the Reno Fire, The County, TMFPD and the SFPD would result in the ability to develop and regionalize a long-term fire station relocation plan with the prime objective to site fire stations for more optimal response times to the region.

Considerations for Governance, Station Development and Staffing: Area Wide Fire Station Distribution
Recommendation S1.1 Recommend development of a Joint Powers Agreement (JPA) for a consolidated governance with the City of Reno, Washoe County, Truckee Meadows Fire Protection District and the Sierra Fire Protection District. Once a JPA is established, a comprehensive fire station location study should occur taking into account the jurisdictional parameters of the new organization. Analysis indicates that action will result in an opportunity for up to two fire companies that can be relocated to fill identified gaps of fire protection services. In addition, we believe that this option will be the most prudent, cost effective and efficient way to staff the newly constructed Arrow Creek Fire Staion. Alternative Option 1(not recommended) This option would assume that the Sierra Fire Protection District would remain independent and not enter into
a Joint Powers Agreement with the City of Reno and Truckee Meadows Fire Protection District. We believe that if this were the case, the SFPD would have significant challenges rising any additional funding to staff the new Arrow Creek Fire Station. Considerations for Option 1: Meet and negotiate with the fire labor group for a proposed change in working conditions that would alter staffing on engine companies from 4 personnel to 3 personnel. Currently the Sierra Fire Protection District maintains three-4 person engine companies. By moving to 3 person engine companies, Sierra could then field four-3 person engine companies. This would then allow the Arrow Creek station to be staffed with the differential pay for 3 additional fire captains and 3 additional fire engineers.

Alternative Option 2 (not recommended)

This option would assume that the Sierra Fire Protection District would remain independent and not enter into a Joint Powers Agreement with the City of Reno and Truckee Meadows Fire Protection District. We believe that if this were the case, the SFPD would have significant challenges raising any additional funding to staff the new Arrow Creek Fire Station. Consideration for Option 2: SFPD enter into discussions with the District Health Board and enter into a private/public partnership to allocate a REMSA ambulance to an existing and staffed fire station. Next would be to relocate the engine company from that station to staff the new Arrow Creek Station. Beyond the addition of a private ambulance, SFPD could consider moving the Wild-land Fuels Crew to the Arrow creek station to provide a minimal level of Wild-land fire protection during designated wild land fire season.

Alternative Option 3 (not recommended, although should be implemented during the WA formation process)
Renegotiate the inter local agreement for shared services that would include the Sierra Fire Protection District. This would require agreements with the local labor groups and possibly a leveling in wages and benefits and job responsibilities between the current SFPD employees and the current wage and benefit structure and job responsibilities of the Reno/TMFPD employees. This additional cost could be offset by the reduction in administrative overhead and costs currently associated with the Sierra Fire Protection District. Infrastructure and assets would be handled in the same manner as in the current Inter-local agreement.

Shared Fire Services to Regionalization

SFPD Commitment to funding Policy changes to facilitate budget Open Arrowcreek and Bowers w/ 4 Bring wages to parity Flexible staffing model No layoffs RFD/TMFPD Commitment to funding SAFER Grant Contract for 18 months remains Get paramedic (ALS) level of service Flexible staffing model No layoffs

Combined RFD/TMFPD/SFPD Single Fire Chief Major step Toward Regionalization No Tax Increases Closest Apparatus Responds - Boundary Drop, No Duplication of Response No Uncovered Islands - Hidden Valley, Caughlin Ranch Increased Level of Service Delivery - Bigger Pool of Resources, Better Allocation of Resources Improved Level of EMS Delivery - ILS to ALS Shared Command/Admin Staff (OPS, Prevention, Maintenance, Logistics) Ability to Allocate Budget and Resources Maintains 4-Person Companies NFPA 1710, NIST, SAFER Single Policy and Procedures Single Dispatch Center Consolidation of Volunteer Services Equal Representation of Local Government Entities

Questions and Answers

1. Will this plan provide for the same service level as the County option 3/5? a. Yes, in addition to Bower's, Arrowcreek and all stations staffed with 4 personnel.

2. Is this plan sustainable within current budget revenues? a Yes, with temporary reallocation of portions from existing fund line items.

3. Does this plan require expenditures of current fund balances? a No, reallocation of funds will suffice to bridge to the 14/15 fiscal year recovery

4. Why does SFPD need parity with RFD? a To provide immediate flexible staffing in compliance with district court rulings

5. Does this plan provide administration with flexible staffing? a Yes, it provides a financial cushion and system wide personnel management

6. Will County stations be browned out? a. Due to their location, time and distance from next closest station, it is highly unlikely Furthermore, this plan provides funding for all 9 County companies at 4 personnel

7. Does this plan solve auto aid and mutual aid concerns between RFD, SFPD and TMFPD? a Yes, this plan eliminates the need for these agreements so the closest apparatus responds, regardless of the original jurisdictional boundaries

8. Does this plan impact depth of resources? a Yes, this plan increases our primary response capabilities to all geographic areas served in our system

9. Does this plan account for fluctuations in personnel cost or revenues? a Yes, personnel costs are fixed for 2 years and substantial monies remain available subject to policy adjustment (Appendix C).

10. What are other potential savings not identified in the plan? a. As evidenced by the savings enjoyed by the County and City over the past 11 years, less duplication of services and redundancy of positions are expected to provide additional savings

11. How will this plan impact the volunteers? a Include volunteers into the command structure with career personnel

12. What does including the volunteers to the department command structure provide? a. Volunteers will fit into the accountability system leading to a safer and more efficient force Also, they will meet compliance with National training standards.

13. What is the road map to build this new system? a The Diamante Study (see Attachment), as approved by both governmental entities, has reasonable, realistic and obtainable steps to regionalization

14. Can true regionalization be achieved under the current budgetary and contractual constraints? a Yes, with a good faith effort by labor and management working in concert, we can redesign our system for the best service to our community for years to come