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Borrego Springs Fire Protection District

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Borrego Springs Fire Protection District San Diego Countym+ -Fire r.:hif.~ .:g,s,cociatioiz April 5, 2007 Mike Ott, Executive Director Local Agency Formation Commission 1600 Pacific Highway Room 452 San Diego. CA 92 10 I Dear Mr. Ott: On March 29. 2007, the Joint Boards of Directors representing the San Diego County Fire Chiefs' and the Fire Districts' Associations hosted a special nleeting for member agencies. The specific purpose of the meeting was to present recoininendations from the Boards of Directors Task Group related to the LAFCO and County fire agency reorganization reports. Chiefs Ott and Jobes presented an overview of what the Task Group, LAFCO and the County (DPLU) had been discussing and developing related to the reorganization reports. Chief Pavone presented an outline of governance issues related to fire service reorganization. Chief Ghio presented a '-cross walk" comparison of the Status Quo. SSP, and County service options. 'The "cross walk provided the following statistics regarding each situation meeting ininimuin staffing/service requirements. This infonnation led to a inotion to suppol? the SSPILAFCO Micro Report. Status Quo SSP County Proposal Exceeds Requirements: 6 7 6 Meets Requirements: 2 1 40 2 5 Does Not Meet Requirements: 2 2 0 15 The floor was opened to discussion which led to a inotion by Chief Jarmail and a second, to split a motion into two parts as listed below: Motion: To Support the Micro StudyIReport developed by LAFCO. The inotion passed with 19 supportiilg votes, 6 opposing. and 5 abstaining. Another lnotion was presented and seconded as listed below: Motion: To recoininend the formation of an Independent Regional Fire Protection Governance Model. The inotion passed with 15 supporting votes. 5 opposing. and 6 abstaining. Both associations are pleased with the positive relationship between LAFCO and the Fire Service as we look to the future. 32/& Darrell Jobes resident Sail Diego County Fire Chiefs Assoc~ation San Diego County Fire Districts Association STATE OF CALIFORNIA-THE RESOURCES AGENCY ARNOLD SCHWARZENEGGER, Governor DEPARTMENT OF FORESTRY AND FIRE PROTECTION 2249 Jarnacha Rd El Cajon, CA 92019 Website: www.fire.ca.gov (619) 590-3100 03dv1 003'a Nvs March 29,2007 Michael Ott, Executive Director San Diego Local Agency Formation Commission 1600 Pacific Highway, Room 452 San Diego, CA 92 101 Dear Mr. Ott: The following is the CAL FIRE (CDF) response to the San Diego Local Agency Formation Commission Micro Report on the Reorganization of Fire Protection and Emergency Medical Services in Unincorporated San Diego County published January 3 1,2007. Under normal circumstances CDF, as a State agency, would be nothing more than an interested observer in the organization or proposed reorganization of local government fire protection services. In this instance, however, CDF is more than just an observer of a local process. CDF currently provides contractual fire protection services to six of the agencies identified as Phase I agencies and is in the process of contracting with a seventh. These contract agencies employ a significant majority of all current paid personnel within the proposed Phase I reorganization. Cancellation of these contracts would create a significant impact to CDF and its personnel. In addition, the Micro Report extensively uses CDF for cost comparison to a reorganized and locally staffed fire agency. While the ultimate decision whether to contract for service with CDF would be made by the governing body of a reorganized agency, reports such as the Micro Report would provide a basis for such decisions. If comparisons contained within the report are not based upon the same premise then erroneous conclusions may be drawn from such comparisons. For these reasons, CDF is compelled to respond to several assertions made in the Micro Report. Ow response encompasses four areas: 1. Comparison of costs for safety personnel (Captain and below) in models 5,6, and 7 2. Dispatching services comparisons and assertions 3. Conceptual Phase I Organizational Chart and assertions regarding support staff and overhead costs (Exhibits One and Three) 4. Combined PaicWolunteer (Reserve) Staffing Safety Personnel Costs for Models 5,6, and 7 The Micro Report's Exhibits 2a, 2b, and 2c provide an exhaustive list of the number, type, and cost of safety personnel (Captain and below) needed to staff the different models. CDF provided salary and benefit figures to be used to calculate projected costs for CDF to staff these models. CONSERVATION IS WISE-KEEP CALIFORNIA GREEN AND GOLDEN PLEASE REMEMBER TO CONSERVE ENERGY. FOR TIPS AND INFORMATION. VISIT "FLEX YOUR POWER" AT WWW.CA.GOV. Michael Ott, Executive Director March 29,2007 Page 2 The figures provided by CDF were all top step and maximum benefit. We provided m&uimum cost figures so that "real world estimates of ultimate cost could be generated. In comparison, the local agency estimates were compiled by using median salary figures from CALPACS. The benefit rates seem unusually low in comparison to actual benefit rates paid by San Diego County Fire Agencies. I have attached a 2006 salary survey using 15 San Diego County fire agencies with three or more paid stations. Using the average of these salaries and adding a conservative 50% benefit rate, the cost to staff Model 5 locally would be $3.63 million more than the Micro Report estimate. Model 6 and Model 7 would similarly cost out at $3.99 million and $4.97 million more respectively for a locally staffed agency. We believe that using these "real world estimates provides a more accurate analysis of potential costs for each model and paints a truer picture of comparison of cost for a locally staffed agency versus a CDF staffed agency. Our experience with contractual service costs has been similar to these estimates throughout most of California. There are very few areas of the state where labor costs are less expensive through a locally operated agency. Our Schedule A contracts are always quoted and written on a highest possible cost basis. This is done so that there are no surprises with the real cost of service. The fact is that similar contracts for service with CDF would typically generate actual costs each year that are at least 10- 15% less than the top step, maximum benefit costs used in the Micro Report. Dispatchma Services The Micro Report correctly point outs that dispatching services are an essential supporting component of fire protection and Emergency Medical Services systems. The Report states that CDF does not provide Emergency Medical Dispatch and that there may be additional costs incurred to provide such service. CDF has not provided EMD simply because no contracting agency has requested it and the State has not determined it to be necessary for its operation. Since the time that the Micro Report was written, CDF has been asked to provide EMD by one or more of its contracting agencies. We are now researching the upgrading our service to EMD level. For the purposes of comparison, the cost for CDF to provide dispatch services, including EMD, is contained in the attached Conceptual Model 5a-CDF Overhead and Operations Budget. We might note that CDF dispatch centers operate as the command and control focal point for CDF operations. CDF employs Fire Captains 24 hours a day, 7 days a week that are assigned to the Command Center. These Captains provide a level of field experience in firefighting, emergency response and EMS that non-safety dispatchers cannot provide. CDF San Diego's Command Center is also a joint facility with the Cleveland National Forest. The coordination advantages of this joint operation come into play every day and especially during rapidly evolving emergencies. Michael Ott, Executive Director March 29,2007 Page 3 Conceptual Phase One Organizational Chart and Overhead Costs Micro Report Exhibits One and Three provide for a conceptual stand-alone fire agency and an overhead budget to support such an agency. The financial analysis for comparing a locally staffed agency to a CDF contract agency apportions the same overhead costs to both conceptual organizations. We have provided a conceptual Overhead/Support Personnel Budget and a conceptual Overhead Operations and Capital Budget that show anticipated CDF costs of operation. We have also provided a conceptual organizational chart for a CDF organization. It highlights one of the advantages to a cooperative fire protection contract with CDF. Locally fbnded personnel are blended with state funded personnel resulting in additional personnel assets being utilized while reducing the overall cost to the local agency. Note that many of the fbnctions are staffed above the levels in Exhlbit Three. This is especially true in the operations section. The CDF model includes 4 field divisions and 10 battalions with on duty chief officer strength at 1 1 - 13 per day versus the locally staffed on duty strength of 7. The Micro Report envisions some staffing models that provide only one paid firefighter on duty at certain stations. CDF will not enter into any new contract that provides less than two paid personnel on duty at all times. We have provided such service in the past but have determined it to be substantially less than desirable due to safety concerns and the ethical and moral dilemmas it places upon the single firefighter in certain situations. Therefore CDF would not be able to contract with an agency seeking such a staffing level nor would we recommend that any agency actually design and operate such a system. We do however operate combined paid-volunteer/reserve staffing systems with some of our contracting agencies and view this type of staffing as quite appropriate for the type of agency envisioned in the Micro Report. Thank you for the opportunity to review and comment on your Micro Report. Improving the fire protection system in San Diego County is a daunting task.
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