Jackson County Fire District 3 Strategic Planning. Community Meeting on November 20-21, PDF Free Download

Jackson County Fire District 3 Strategic Planning Community Meeting on November 20-21, 2014 1

Today Review our Vision, Mission and Overview of District 2012 Strategic Plan and the Strategic Planning process Equipment and Stations Incident Response Fire Prevention Fiscal Analysis Community Survey Introduce issues 2

Tomorrow Answer questions you may have from today s presentation Identify the District s strengths, weaknesses, opportunities, and threats Discuss issues 3

Vision To reduce and eliminate risk from fire, rescue, and medical events in the communities we serve. 4

Mission To protect life and property through: Public Education Prevention Activities Emergency Response Services 5

Overview of District 167 square miles 50,965 residents 6,785 incidents in the last 12 months 1,941 Fire and life safety activities in the last 12 months 61 employees and approximately 30 volunteers 7 fire stations with 4 full-time staffed companies $16.8 million adopted budget 6

Board of Directors Elected by the District Patrons Establish policies for the District Hires and supervises the Fire Chief Approves the budget and all expenditures JIM GILLIN COLIN FAGAN CINDY HAUSER HARVEY TONN JOHN DIMICK 7

Fire District 3 Fire Management Zones Dodge Bridge Sams Valley Eagle Point Gold Hill White City Central Point Agate Lake 8

Service area Population Total 50,965 Unincorporated 23,369 City of Central Point 18,221 City of Gold Hill 1,194 City of Eagle Point 8,180 Fiscal Year 2014/2015 9

Service area Population by FMZ Total 50,965 Sams Valley FMZ 2,186 4% White City Gold Hill FMZ 2,276 5% FMZ 11,920 23% Agate Lake FMZ 526 1% Eagle Point FMZ 10,321 20% Central Point FMZ 22,231 44% Dodge Bridge FMZ 1,669 3% Fiscal Year 2014/2015 10

EQUIPMENT AND STATIONS 11

ENGINE 12

LADDER TRUCK 13

TACTICAL TENDER 14

TENDER 15

WILDLAND 16

TECHNICAL RESCUE TEAM 17

RESCUE 18

BATTALION CHIEF 19

CENTRAL POINT 600 S. Front Street, Central Point 2 Staffed Engine Companies 20

WHITE CITY 8333 Agate Rd, White City 1 Battalion Chief 1 Staffed Engine Company Administrative Office 21

EAGLE POINT 213 Loto St, Eagle Point 1 Staffed Engine Company 22

GOLD HILL 299 Access Road, Gold Hill Staffed with Student Firefighters 23

DODGE BRIDGE 60 Rogue River Drive, Eagle Point Resident Volunteer Station 24

SAMS VALLEY 3333 Tresham Lane, Central Point Resident Volunteer Station 25

AGATE LAKE 880 E. Antelope Road, Eagle Point Resident Volunteer Station 26

TRAINING CENTER 8333 Agate Rd, White City Three Classrooms, Live Fire, Extrication, Drill Tower, Confined Space RCC Fire Science and DPSST 27

2012 Strategic Plan 28

2012-2014 Major Events Economic improvement with increasing property values Improved fire insurance rating Increased on duty staffing career and student Four engines responding on first alarm Closest forces response agreement with Medford Purchase of two engines and two tactical tenders Implementation of employee development plan 18 new employees hired and 14 promotions made Management agreement with Fire District 4 Cooperative agreement with RCC and DPSST 29

2012-2014 Strategic Goals GOAL 1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies GOAL 2: Ensure sustainability of service delivery (people, facilities, fleet, and finance) GOAL 3: Promote, develop, and support craftsmanship, innovation, and excellence throughout the organization GOAL 4: Promote community involvement and satisfaction GOAL 5: Develop and strengthen collaborative strategic partnerships 30

GOAL 1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies 99% of viable victims are rescued with no injuries to firefighters. Community risk assessment, prevention standards, deployment standards, and response standards are revised and adopted by the Board of Directors. Civilian deaths and injuries from fires are below the State average. Firefighter deaths or debilitating injuries are at zero. Firefighter injuries at emergency incidents are less than the State average. Incidence and severity of fires are below the State average. Emergency response and prevention targets are met or exceeded. Rate of survivability for EMS calls with measurable outcomes are at or above best practices. 31

GOAL 2: Ensure sustainability of service delivery (people, facilities, fleet, and finance) Pool of personnel ready for promotion for all positions. Maintain a general fund contingency of no less than 6% of operating revenues. Maintain a general fund unappropriated ending fund balance of 24% of budgeted personnel services and materials and services. Fund the capital replacement plan at a minimum of $300,000 each year to provide a fund that maintains a contemporary fleet of emergency apparatus. Uninterrupted services of ambulance transport and emergency dispatch. Forecast collectible property tax revenue with the following accuracy: Within 1.5% accuracy for the ensuing fiscal year Within 5% accuracy for fiscal years three to five in the future. Delays of emergency responses due to facility or fleet breakdowns are at zero. 32

GOAL 3: Promote, develop, and support craftsmanship, innovation, and excellence throughout the organization After Action Reviews reflect improvement in emergency scene performance. Performance manual is adopted and skills evaluations institutionalized. Lominger leadership competencies are implemented at all levels of the organization and utilized in employee hiring, development, evaluation, and promotion. Innovative efforts that advance our vision are identified, developed, and institutionalized. Commission on Fire Accreditation International Fire Department Accreditation evaluated and gap analysis is completed to determine value of re-accreditation. Government Finance Officers Association recognition is maintained. Office of State Fire Marshal exempt status is maintained. Effective data analysis and GIS efforts to evaluate our performance are in place. Department of Public Safety Standards and Training accreditation is maintained. OSHA Safety and Health Achievement Recognition Program (SHARP) is implemented. Health and wellness program is in place. 33

GOAL 4: Promote community involvement and satisfaction Survey method implemented that captures the level of our patrons satisfaction and awareness of our services. District staff involved in local service organizations (Rotary, Chamber, Kiwanis, etc ). Quarterly performance reports completed. Community members included in hiring, promotional, and strategic planning processes. Increased community oriented volunteerism. Marketing plan developed and institutionalized. 34

GOAL 5: Develop and strengthen collaborative strategic partnerships Meetings are held and agreements are made, where appropriate, that explore opportunities to reduce redundancy and maximize effectiveness between neighboring agencies 35

Strategic Planning 36

Planning Process Comprehensive evaluation of data Comprehensive survey of the community Meeting with community members and staff Goals and outcomes adopted by Board of Directors Strategies developed and implemented by staff Develop and adopt a budget focused on plan Quarterly reports on progress 37

TECHNOLOGY BREAK 38

EMERGENCY RESPONSE 39

Type of Incidents MVC / Rescue 5.3% Haz Condition / Haz Mat 1.3% Emergent Medical 42.0% Service call 7.1% Good Intent 17.5% Less than Emergent Medical 20.2% False alarm/other 3.1% Fire 3.5% July 2011 to June 2014 40

Incidents over 10 years 7,000 6,500 6,517 6,785 6,000 5,735 5,500 5,000 4,611 4,754 5,030 5,001 5,215 5,074 5,451 4,500 4,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 Last 12 Months 41

Response Zones and Emergency Incidents RED: Urban and Special Risk YELLOW: Suburban GREEN: Rural Shady Cove GREED DOTS: Incidents from July 2011 to June 2014 Rogue River District 3 Lake Creek Medford 42

Incidents by Fire Management Zone Central Point 40% Agate Lake 1% Dodge Bridge 2% Sams Valley 4% White City 27% Eagle Point 20% Gold Hill 6% July 2011 to June 2014 43

Incidents by Career Engine 7706 EP 3,815 24% 7701 CP 4,057 26% 7702 WC 4,381 28% 7711 CP 3,370 22% July 2011 to June 2014 44

Incidents by Density Rural 23% Suburban 7% Urban 70% July 2011 to June 2014 45

Percent of Incidents by Month 10.00% 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec July 2011 to June 2014 46

Percent of Incidents by Day 15.0% 14.5% 14.0% 13.5% 13.0% Sun Mon Tue Wed Thu Fri Sat July 2011 to June 2014 47

Percent of Incidents by Time 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 July 2011 to June 2014 48

Simultaneous Incidents Three year period Agate Lake Dodge Bridge Sams Valley Gold Hill Eagle Point 0 0 4 30 0.36 per day 389 White City 0.47 per day 510 Central Point 1.54 per day 1,690 July 2011 to June 2014 49

Mutual Aid Unit Hours One year period Received Given Rogue River Applegate Jacksonville Shady Cove Medford 0.9 2.7 2.1 18.2 27.2 30.9 37.5 61.4 127.3 161.6 July 2013 to June 2014 50

Response with Mercy Flights JC3 Arrived First Simultaneous Arrival Mercy Arrived First Agate Lake Central Point Dodge Bridge 80.2% 85.7% 87.1% Eagle Point 66.8% Gold Hill Sams Valley 89.8% 94.0% White City 67.1% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% July 2013 to June 2014 51

Resources Available First alarm response Additional alarm response Mutual aid agreements Jackson / Josephine County Task Forces State Task Forces and Incident Management Teams 52

Jackson County Hazards Analysis 250 225 200 175 150 125 100 75 50 25 0 Ranking of relative risk of one hazard compared with another 53

PERFORMANCE 54

PERCENTILE Number of emergencies out of 100 that have a shorter response time than a specific target time Example The District responds to 79.9 emergencies out of 100 in less than 7 minutes= 79.9% 55

Urban Response Times Special Risk and greater than 1000 people per sq. mile Urban 4,608 Code 3 Incidents July 2011 to June 2014 Goal: 80% of incidents within 6 minutes Actual: 66% Baseline: 90% of incidents within 9 minutes Actual: 91.6% Year 80% Target Total Incidents 11/12 6:52 1994 12/13 6:48 1407 13/14 6:33 1560 56

Suburban Response Times 500-1000 people per sq. mile Suburban 528 Code 3 Incidents July 2011 to June 2014 Goal: 80% of incidents within 10 minutes Actual: 70.1% Baseline: 90% of incidents within 12 minutes Actual: 77.5% Year 80% Target Total Incidents 11/12 11:31 155 12/13 10:30 188 13/14 12:18 162 57

Rural Response Times Less than 500 people per sq. mile Rural 1,739 Code 3 Incidents July 2011 to June 2014 Goal: 80% of incidents within 12 minutes Actual: 69.9% Baseline: 75% of incidents within 13 minutes Actual: 75.2% Year 80% Target Total Incidents 11/12 13:39 581 12/13 12:41 620 13/14 12:37 538 58

Rural Community Response The District did not achieve its response goals during the last strategic plan Gold Hill GOAL: 3 Student Firefighters each day Sams Valley, Dodge Bridge, and Agate Lake Two three bedroom manufactured homes for each station GOAL: 4-6 Resident Firefighters at each station 59

First Due Response Urban Suburban Rural 25.9% 14.2% 8.7% 22.2% 13.2% 46.4% 20.4% 32.6% 66.0% 29.4% 43.8% 79.9% 40.0% 55.3% 87.6% 49.8% 64.4% 91.6% 58.1% 70.1% 93.8% 73.5% 64.5% 94.9% 77.5% 69.9% 95.4% 80.7% 75.2% 95.9% 83.5% 79.6% 96.1% <4 Min <5 <6 <7 <8 <9 <10 <11 <12 <13 <14 July 2011 to June 2014 60

Structure Fire Response 80 th Percentile 1st Engine, 6:32 2nd Engine, 10:42 3rd Engine, 16:00 4th Engine, 17:23 Chief, 12:42 1st Engine, 7:56 2nd Engine, 13:54 3rd Engine, 15:11 4th Engine, 13:23 Chief, 13:07 1st Engine, 11:07 2nd Engine, 15:00 3rd Engine, 20:50 4th Engine, 17:57 Chief, 15:36 Urban Suburban Rural July 2011 to June 2014 62

Call Processing 90% Time from receipt of 911 call to notification of Fire Crews NFPA 1221, 60 EMS NFPA Study, 84 ECSO, 82 NFPA 1221, 80 Fire NFPA Study, 92 ECSO, 199 0 20 40 60 80 100 120 140 160 180 200 July 2011 to June 2014 63

Turnout Time 90% Time from notification from Dispatch to Fire Engine responding NFPA 1710, 60 EMS NFPA Study, 109 FD3, 126 FD3 Since 7/14, 115 NFPA 1710, 80 Fire NFPA Study, 123 FD3, 193 FD3 Since 7/14, 154 0 20 40 60 80 100 120 140 160 180 200 July 2011 to June 2014 64

PREVENTION 65

Mission and Staffing Public education, code enforcement, and fire investigations Plan review for residential, commercial and industrial occupancies. Assisting in economic development. Fire Marshal, two Deputy Fire Marshals, a Fire and Life Safety Specialist, and one Staff Assistant 66

Fire and Life Safety Activities 1,941 over the last 12 months Community Development, 421 Fire Inspections, 1080 Fire Investigations, 287 Public Education Events, 76 Target Hazard Tours, 55 Fire Setter Intervention, 22 67

Fire Inspections 1,080 over the last 12 months Re-Inspection, 241 High Hazard, 332 Fire Protection Systems, 178 Moderate Hazard, 80 Low Hazard, 197 Engine Company Referrals, 18 State Fire Marshal Referrals, 34 68

Community Development 421 over the last 12 months Fire Protection System plans, 39 Annexations, 2 Land Development, 23 Consultations, 148 Complaints, 19 Construction Permit Inspections, 27 Home Fire Safety, 62 Special Events, 73 WUI Fuels Reduction, 28 69

FINANCE 70

Fiscal Strategies Focus operational funding on strategic plan Reducing the risk for the communities we serve Contingency Maintain at 9% of property tax collection Ending fund balance Maintain at 24% of property tax collection Capital fund Transfer a minimum of $300,000 per year from general fund 71

Assessed Value over 10 Years Property tax rate: $3.1194 per $1,000 $4,000,000,000 $3,800,000,000 $3,600,000,000 $3,400,000,000 20.06% 1.02% 1.37% -2.66% 2.79% 4.70% $3,200,000,000 $3,000,000,000 $2,800,000,000 8.39% 5.37% 5.71% $2,600,000,000 $2,400,000,000 $2,200,000,000 $2,000,000,000 72

General Fund Revenue All Other Income $224,400 Property Taxes $11,430,000 Beginning Fund Balance $5,233,000 Fiscal Year 2014/2015 73

Property Tax Revenue Special Assessment 4.7% Residential 75.3% Commercial 10.2% Industrial 9.9% Fiscal Year 2014/2015 74

Budget by Department Fire and Life Safety; $714,700 or 6% Training; $481,400 or 4% Operations; $8,245,700 or 74% Maintenance; $556,000 or 5% Volunteers; $142,800 or 1% Technology; $280,100 or 3% Admin; $784,300 or 7% Fiscal Year 2014/2015 75

Budget by Category Personnel Services $9,202,400 or 55% Materials and Services; $2,002,600 or 12% Debt Service; $393,600 or 2% Contingency; $1,075,000 or 6% Transfer to Capital Fund; $1,473,800 or 9% Unappropriated Ending Fund Balance; $2,740,000 or 16% Fiscal Year 2014/2015 76

Capital Fund Capital Expenditures $812,100 Reserved for Future Use $1,962,500 Contingency $79,900 Fiscal Year 2014/2015 77

Agreements Mercy Flights Ambulance Back up ambulance: $13,500 credit on EMS supplies Jackson County Fire District 4 Management services: $108,000 Financial Services: $22,000 Rogue Community College Use of training facility: $9,100 in tuition credits Apparatus bay rental: $5,824 in tuition credits Department of Public Safety Standards and Training Office space rental: $6,600 78

Financial Threats Urban Growth and Reserve Central Point Urban Renewal Enterprise Zones Measure 5 Compression 79

Urban Growth and Reserve Planned expansion onto farm and forest lands City of Medford growth into Fire District Urban Growth: $71 million value / $221,813 in tax Sage Road area: $59.8 million value / $186,535 in tax Urban Reserve: $23.3 million value / $72,705 in tax No loss of tax from Central Point and Eagle Point Increasing urban area challenges coverage of zone and increases call volume as population increases 80

Urban Growth and Reserve Eagle Point Central Point City of Medford 81

City of Medford Urban Growth and Reserve 82

Medford Urban Growth Planning Department filter for transferring UR to UGB 83

Central Point Urban Renewal Assessed values in the urban renewal area are frozen for 25 years Loss of tax revenue FY 13/14: $1,250 FY 14/15: $24,108 Estimated loss in property tax revenue over the next 25 years With no improvements in renewal area: $2,467,331 With anticipated improvements: $9,021,359 Public safety projects proposed in Urban Renewal plan Portion of fire station, ladder truck, and two engines Capital value estimated at $1,460,57 (inflation adjusted) 84

Enterprise Zones Enterprise Zone areas include Tolo, White City, and Eagle Point Offers tax incentives to induce investment and employment for manufacturing and industrial oriented facilities Exemption is temporary 3 to 5 years 85

Compression Measure 5 limits general government to $10 per thousand of Real Market Value (RMV) Loss of tax collection due to compression: FY 13/14 = $ 204 FY 14/15 = $42,249 86

TECHNOLOGY BREAK 87

COMMUNITY SURVEY 88

Which best describes your property? 486 Responses - Fall 2014 Commercial, 2.4% Residential, 84.2% Farm/Ranch, 15.3% Industrial, 0.9% 89

Which best describes your situation? 486 Responses - Fall 2014 Owner/Occupant, 79.9% Renter/Occupant, 13.2% Owner, 5.2% Owners Agent, 1.7% 90

Where is your property located? 486 Responses - Fall 2014 I'm not sure, 1.9% Rural Jackson County otherwise not listed, 7.7% Central Point City, 30.5% Eagle Point City, 11.8% Rural White City, 8.7% Gold Hill City, 4.6% Urban White City, 7.1% Rural Central Point, 15.6% Rural Eagle Point, 9.5% Rural Medford, 2.7% 91

What is your age range? 486 Responses - Fall 2014 Over 60; 59.1% Younger than 18; 0.2% 18-25; 0.2% 26-35; 6.3% 36-45; 7.5% 45-60; 26.6% 92

Have your ever called 911? 486 Responses - Fall 2014 No 45.8% Yes 54.2% 93

Have you or your family had interaction with members of JCFD 3 outside of emergency response? 486 Responses - Fall 2014 JCFD3 installed smoke alarms in our house 1.5% The fire department helped us install our car seat JCFD3 conducted a fire/life safety inspection at my workplace 4.5% 8.4% My kids were taught fire safety at school or day care 14.1% We've seen special news features about fire safety i.e. 4th of July, candle safety, wildfire safety ect. 26.1% We've seen JCFD3 at community events 33.5% No 51.4% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 94

If you need to call 911 486 Responses - Fall 2014 Not familiar enough to comment 11.8% Not really concerned who shows up, just get here quickly 27.7% Know there is a closest forces agreement with Medford Fire Rescue (The closest engine responds regardless of jurisdictional boundaries) 29.0% Know that JCFD3 and Mercy Flights Ambulance are two seperate entities 67.5% Know that JCFD3 is the responding agency which provides fire and emergency medical assistance 74.9% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 95

Evaluate the following statements about our office and office staff 486 Responses - Fall 2014 It's ok with me to hear a recorded message and then choose where to direct my inquiry 1.82 When I left a voice message my call was returned promptly 2.67 At the main office I was greeted and offered help as soon as I walked in The person I dealt with was concerned with my situation/issues I expect someone to answer the phone when I call 3.20 3.27 3.29 I received what I needed in an appropriate manner When I called the phone was answered promptly and courteously 3.34 3.38 1.00 2.00 3.00 4.00 Average Score based on 0 = Strongly Agree; 1 = Disagree; 2 = Neither disagree nor agree 3 = Agree; 4 = Strongly Agree 96

Evaluate us on the following characteristics 486 Responses - Fall 2014 Civic engagement 3.00 Ability to minimize direct and indirect losses due to fire and medical related emergencies 3.06 Ability to meet your emergency response needs 3.11 Public image 3.11 Equipment and Training 3.16 1.00 2.00 3.00 4.00 Average Score based on 1 = below expectations; 2 = meets expectations; 3 = Some impressive aspects; 4 = Many aspects standout 97

Please rate your perceptions of our non emergency: 486 Responses - Fall 2014 Approachability 3.44 Community interaction 3.48 Friendliness 3.50 Professionalism 3.57 Fire station maintenance 3.64 Uniform appearance 3.64 Equipment appearance 3.70 1.00 2.00 3.00 4.00 Average Score based on 1 = Poor; 2 = Fair; 3 = Good; 4 = Very Good 98

Evaluate the necessity of these duties 486 Responses - Fall 2014 Participating with SOREDI to retain and attract new business Participating with local Rotary and Chambers of Commerce Fire station tours Responding to a lift assist for a person who fell but is not injured CPR Anytime training for 7th grade students Fire/Life safety business inspections Fire/Life safety commercial inspections Providing community wide fire/life safety education Fire/Life safety education at the Elementary school level Participating at the State level to ensure fire/life safety laws Living within our means, running efficient operations, ensuring Emergency medical assistance Car crash and special rescue services Emergency fire suppression 1.75 1.98 2.14 2.53 2.67 2.89 2.91 2.94 3.00 3.02 3.25 3.53 3.60 3.84 1.00 1.50 2.00 2.50 3.00 3.50 4.00 Average Score based on 0 = Not our business 1 = If nothing else to do; 2 = No strong opinion; 3 = Should be a priority; 4 = Absolute must 99

Did you know 486 Responses - Fall 2014 Yes I didn't, but I do now! No Working smoke alarms save lives. Concerned with your safety and the vitality of the community. Has the "Green/Yellow" fire engines. Special District funded through property taxes. Helps ensure public safety through fire/life safety inspections Trains to rescue trapped or injured people from the Rogue River Relies on Volunteers to help protect lives and property Trains to rescue trapped or injured hikers off of steep angles Governed by an elected Board of Directors. Provides automatic aid to neighboring fire departments Runs four full time engine companies Three fire stations that rely on Volunteers to respond to 0% 20% 40% 60% 80% 100% 100

Did you know 486 Responses - Fall 2014 Yes I didn't, but I do now! No Has a great partnership with Rogue Community College. Staffs the Gold Hill fire station with Student Firefighters and Volunteers Funds capital projects without asking patrons for additional tax money Protects 167 square miles where 48,000 people live Wants you to learn about ways you can volunteer. Posts the adopted budget and financial reports on the website. Has operated under the same rate-based tax system since 1997 Responds to over 7,500 calls for service each year. Board meetings on the third Thursday of the month, at our Admin building Certificate of Excellence in Financial Reporting since 2005. GFOA Distinguished Budget Award since 2003. 0% 20% 40% 60% 80% 100% 101

CURRENT ISSUES 102

Issues for tomorrow Value of Fire District 3 to the Community Priorities for service delivery Paramedic level service Central Point fire station Response goals and baseline review 103

Value What do you feel is the value of the service that Fire District 3 provides to the community? 104

Survey ranking of services Participating with SOREDI to retain and attract new business Participating with local Rotary and Chambers of Commerce Fire station tours Responding to a lift assist for a person who fell but is not CPR Anytime training for 7th grade students Fire/Life safety business inspections Fire/Life safety commercial inspections Providing community wide fire/life safety education Fire/Life safety education at the Elementary school level Participating at the State level to ensure fire/life safety laws Living within our means, running efficient operations, Emergency medical assistance Car crash and special rescue services Emergency fire suppression 1.75 1.98 2.14 2.53 2.67 2.89 2.91 2.94 3.00 3.02 3.25 3.53 3.60 3.84 1.00 1.50 2.00 2.50 3.00 3.50 4.00 Average Score based on 0 = Not our business 1 = If nothing else to do; 2 = No strong opinion; 3 = Should be a priority; 4 = Absolute must 105

Priorities What do you feel are the priorities for the District s service to the community? 106

District EMS Response 62.2% of all District incidents are medical related 39% of medical incidents this year in our area required skills above Advanced EMT. 23.5% of those were performed by first responder personnel. The remainder were performed by Mercy Flights. Cost of incentives for PM compared to Advanced EMT Firefighter/Paramedics incentive pay = $8,451 Firefighter / Advanced EMT incentive pay = $2,305 19 Firefighter / Paramedics (total annual cost: $160,569) Minimum of two Firefighter/Paramedics on duty per day 107

Paramedics Provide advanced life support capability on first responding engine companies Provide a timely transport for district patrons if Mercy Flights is unavailable Provide training for firefighters and input / influence in the EMS community District receives $13,500 credit for medical supplies from Mercy Flights to provide an ambulance when they are unavailable 109

ALS Service Should Fire District 3 continue an emphasis on Paramedic level capability? 110

Central Point Station Two Companies staff the Central Point station Central Point Fire Management Zone has 44% of the District s population 40% of the District s call volume Over 3 times the number of simultaneous incidents compared to White City and Eagle Point FMZ s Large portion of urban area and urban growth is not within a six minute response time from existing station in Central Point 111

Factors for station location District coverage for effective response times Urban, suburban, and rural Future growth and development Balance of call volume between crews Response reliability Agreements with mutual aid agencies and proximity to their stations 112

Fire Station on Penninger 6 minute response times (2 minute turnout, 4 minute travel) 113

Fire Station on Table Rock 6 minute response times (2 minute turnout, 4 minute travel) 114

Fire Station Do you support the construction of an additional station in the Central Point area? The District has the staffing and the fire engine for the station The cost of construction would be funded from a combination of cash on hand and financing. It will not require additional taxes or fees 115

Response Goals and Baselines Based on the experience over the last three years, what percentile should the community set for response time goals and baselines? Urban Suburban Rural 119

TOMORROW 120

Your Perspective Facilitator Bill Anderson, Special Districts Staff will answer any questions you may have from today s presentation Identify the District s strengths, weaknesses, opportunities, and threats Discuss the issues identified in today s presentation 121

Thank you Continental Breakfast at 7:30am Session starts at 8:30am 122

Jackson County Fire District 3 Strategic Planning. Community Meeting on November 20-21, 2014