CARES meeting 6 presentation where draft recommendations were presented.

1. Welcome
Please introduce yourself to others at your table
Put on a name tag
Complete the information on the sign-in sheet

2. CARES Charge
The CARES Process

3. CARES Open Houses
Date Time Station Address
Tuesday, Nov. 29 4 – 8 p.m. Station #3 6310 Weldon Spring Rd.
Wednesday, Nov. 30 4 – 8 p.m. Station #4 4340 Towers Rd.
Saturday, Dec. 3 11 a.m. – 5 p.m. Station #1 1385 Motherhead Rd.
Sunday, Dec. 4 Noon- 4 p.m. Station #2 4065 Old Hwy. 94 South

4. Board Presentation
o December 13
o 7 p.m.
o Station #1
o 1385 Motherhead Rd.

5. Sign-in Sheet

6. I Have a Question!
• Fill Out Form
• Call:
• 636-447-6655
• Email:
• CARES@cottlevillefpd.org
• Ask During Small
Group Work Time

7. CARES Online
o www.CARESforCFPD.com
o Like us on Facebook
o www.Facebook.com/CottlevilleFire

8. CARES Draft
Recommendations

9. Purpose
The Charge
o Make recommendations in response to the following questions:
o What are the key challenges and opportunities facing the
Cottleville Fire Protection District today and tomorrow?
o What are the best ways to address these challenges and
make the most of these opportunities?
o What level of service does the community expect from the
Cottleville Fire Protection District now and in the future?
o What resources in the areas of facilities, staffing, equipment,
finances and communications are needed?
o What do we need to do to secure these resources?

10. Key Information Learned

11. About the District

12. About the District
Diverse Service Area
o Four Stations
o Covers 38 Square Miles
o St. Peters
o O’Fallon
o Weldon Spring
o Cottleville
o Dardenne Prairie
o Unicorp. St. Charles
County

13. About the District
Diverse Service Area
o 40,000 Residents
o 100,000 Daytime
Population
o Residential
o Heavy Industrial
o Retail
o Hotels
o Highways

14. About the District
Growing Population
St. Charles County Population Growth
450,000
400,000
412,435
350,000
300,000 360,485
250,000
150%
283,883
200,000 Population
150,000 212,751 Increase from
100,000 144,107 1980- 2010
50,000
0
1980 1990 2000 2010 2020

15. About the District
Multi-Discipline Emergency
Response Organization
o Fire Suppression
o Hazardous Materials
o Emergency Medical Services
o Homeland Security
o Code Enforcement
o Public Safety Education
o Emergency Planning

16. About the District
Demand for Service
Emergency Calls
3,000
2,500
2,700
2,000
1,500
1,000
500
0
400
1986 2011

17. About the District
How Our Service Area Compares
Fire
District/Departm Resident Population Square Miles
ent
Central County 80,000 85
St. Charles City 65,000 21
O’Fallon 80,000 67
Cottleville 40,000 (100,000 daytime) 38
Wentzville 60,500 88

18. Staffing

19. Staffing
Organizational Structure
Citizens
Board of Directors (5)
Fire Chief (1)
Office Manager (1) Office Assistant (1)
Assistant Chief • Fire Marshall (1) Assistant Chief • Operations (1)
Plan Review Inspector (1) Lead Captains (3)
Company Captains (9)
Contract Inspector • Plan Review
Firefighters (32)

20. Firefighters

21. Staffing
NFPA Response Standards
o NFPA Standards:
18
o 4 – 5 firefighters per truck
16
o 15 – 17 firefighters on the scene 14
within 8 minutes 12
o 12 CFPD firefighters available on an 10
average day 8
o All firefighters and equipment sent to the 6
scene. 4
2
o Other area districts must respond to all
other calls as part of mutual aid
0
Minimum Staffing Full Staffing
o Results in longer response times
Cottleville NFPA Standard

22. Staffing
Four Person Crews Are Safer
Demonstrated a highly coordinated, effective
5 Firefighter
attack on the fire and search and rescue
Crew
operations
4Firefighter Capable of performing satisfactorily in controlling
Crew the fire and affecting the rescue operation
3 Firefighter Could not accomplish all the required tasks
Crew within a given time span
*Dallas Staffing Study Conclusions

23. Staffing
Four Person Crews Are Safer
Injury Rate Per 100 Firefighters
Reviewed 136 7.7%
emergency
5.3%
incidents involving
1,938 firefighters
-Austin Fire Department Study
4 & 5 Person Crews 3 Person Crews
46% Difference

24. Operational Leadership
Staffing

25. Staffing
District Operations
o Budgeting o Facilities Maintenance
o Legal o Equipment Maintenance
o Pension o Computer Network
o Personnel/Benefits o Reporting
o Training o Public Fire Education
o Incident Command o Public Information
o Emergency Operations o Community Liaison
o Vehicle Maintenance o Plan Review
o Inspections

26. Staffing
Role of Battalion Chiefs
o Provide Leadership, Serve As Safety Officer At An Incident
o Third In Command Of District
o Assist With General District Operations
o Training Planning, Implementation o Disaster Preparedness
o Pre-incident Planning Planning
o Public Education, Community Outreach o District Mapping
o Fire Prevention Activities o Mentoring
o Emergency Operations Center o Succession Planning
o Technology

27. Staffing
Battalion Chiefs
4
3
2
3 3 3 3
1
0
0
Cottleville Central County O'Fallon St. Charles Wentzville

28. Staffing
Operations & Leadership
10
8
6
9
4 8 8
6
2
3
0
Central County O'Fallon St. Charles City Wentzville Cottleville

29. Staffing
How CFPD Compares
Recommended Staffing Levels
60
50
40
30
51 50
20 42 36
10
0
NFPA 1710 Standard Recommendations
ICMA Cottleville MaximumCottleville Minimum

30. Staffing
Key Findings
o CFPD does not meet ISO or NFPA staffing
recommendations
o Staffing directly impacts residential and commercial
insurance rates
o Concern for providing safe, effective emergency
response
o Limited organizational leadership positions presents
challenges

31. Training

32. Training
Certification & Education
o Cottleville Firefighters Hold:
o State Certifications In:
o Emergency Medical Care
o Fire Investigation
o Apparatus Operator
o Fire Inspection
o Fire Service Instructor
o Fire Officer
o Degrees Ranging From:
o Associates to Masters in Business Administration

33. Training
Re-Certification Requirements
Area Hours Frequency
EMT 100 5 Years
Paramedic 144 5 Years
Instructor 24 3 Years
Investigator 30 3 Years
Inspector 30 3 Years

34. Training
Annual Training Hours Comparison
30,000
25,047
25,000
20,000
15,000 ISO Recommended 12,653
10,500 Hours 10,064
10,000 7,963
5,000
0
Cottleville Central County O'Fallon Wentzville

35. Training
Training Leadership
Full-Time Training Officer
Cottleville No
Central County Yes
O’Fallon Yes
Wentzville Yes

36. Training
Area Training Budgets
$120,000
$107,000
$101,000
$100,000 $90,280
$80,000 $74,900
$60,000
$40,000
$20,000
$0
Cottleville O'Fallon Central County Wentzville

37. Training
Key Findings
o Do not meet NFPA training standards
o Officer training does not meet standards
o Driver training is short 12-hours per year
o Do not currently conduct recommended two night drills
o Currently lack annual proficiency training at all levels
o Average 5+ hours short per month per person of the 20 hrs required

38. Equipment

39. Equipment
Fleet
Number Equipment Age Target Replacement
of Pieces Date
4 2004 Rescue Pumpers 7 years 2014 (phased)
1 2006 100’ Aerial Platform 5 years 2018
1 1997 Brush Truck 14 years
1 2009 International POD Urban Search 2 years
and Rescue Truck
(Paid for by federal government as a federal resource)
1 2001 Utility Pick-up 10 years
3 Staff - Command Vehicles (2003, 2005, 3–9
2008) years
1 2003 Inspection vehicle 8 years
o Recommended Replacement Every 10-12 Years
o NFPA, OSHA, Apparatus Manufacturers Association Generational
Cycle, 5 Years

40. Equipment
Annual Maintenance & Fuel Cost
$45,000
$39,000
$40,000
$35,000
$30,000
$25,000 $20,000
$20,000
$15,000
$10,000 $7,967
$5,000
$0
Average Car Rescue Pumper Ladder Truck

41. Equipment
Fleet Maintenance Cost Reduction Measures
o Purchase batteries and lights direct
o Install batteries and lights in house
o Purchase brake parts direct, and keep in stock
o Mobile service comes to the station
o Cuts down time from two days to 3 hours

42. Equipment
Additional Equipment
Replacement NFPA Life Age of CFPD’s
Cost Span Equipment
Jaws of Life $30,000 10 years 6 years
Self Contained Breathing $250,000 10 years 14 Years
Apparatuses and Associated
Equipment
Thermal Imaging Cameras $8,000 5 years 5 years
Computer Servers $18,000 5 years 2 years
o Aging Equipment More Costly To Repair
o Difficult If Not Impossible To Find Parts To Make Repairs
o Keep Up With Changing Standards And Technology

43. Equipment
Basic Firefighter Gear
Equipment Cost
Standard Issue Helmet $255
Nomex Hood $38
Bunker Coat and Pants $2,100
Boots $300
Gloves $50
S.C.B.A. Face Piece $225
TOTAL $2,968

44. Equipment
Firefighter Gear Standards
o Firefighter Gear Must Meet NFPA 1971 and
1500 Standards
o Gear Must Be Replaced Every 10 Years
o Average Cottleville Gear 2 Years Old
o Developing phased replacement plan

45. Equipment
Key Information
o Maintenance must be paid from general revenue
and is increasingly expensive
o CFPD does not have the equipment to respond
to water or all terrain emergencies
o Equipment is rapidly aging
o Some equipment does not meet national
standards

46. Facilties

47. Facilities
Challenges
o Station #1
o Entrance from Highway N not possible due to safety concerns
o Driveway needs to be reengineered
o Structural cracking
o Station #2
o Back ramp and retaining wall need to be updated
o Station #3
o Basement flooding

48. Facilities
Maintenance Costs
o Funding for general maintenance not available
o General maintenance must come from general revenue,
not bond funding

49. Programs

50. Programs
Community Outreach
Residents
Reached
Residents NOT 4%
Reached
96%
Total Residents: 40,000
Residents Reached: 1,579

51. Programs
Public Safety Education
o Fire extinguisher training program
o Limited due to staff shortages
o In school programs
o No longer have a presence due to staffing shortages and in
school requirements
o Station tours provided on a regular basis
o School fire drills every October

52. Finance

53. Finance
Operating Fund History
o $0.75 initially approved by voters in 1986
o Measures taken to continue service level
o Staff reductions
o Wage freezes
o Program eliminations
o Maintenance and equipment cuts

54. Finance
CFPD Financial History
o 2002 • 5-Year Balanced Budget Plan
o Pay cuts
o Elimination of all non-essential spending
o Training, public safety education, staff, capital expenditures
o New budget procedures
o Cuts and programs have not been restored

55. Finance
CFPD Financial History
o Results of 2002 Budget Plan
o Improved fiscal responsibility
o Spending controls
o Reserve fund implemented
o Inclusive budget planning
o Multi-year firefighter agreements

56. Finance
Expenses
Equipment
5%
Training/Professional
Development
Personnel Related 1%
Administrative
89%
5%

57. Finance
Expenses
% of Budget Utilized for Personnel Costs
90%
90%
90%
89%
89% 89% 89%
89%
*St. Charles County **FH School ***St. Charles Cottleville FPD
Sheriff's Dept. District County Ambulance
Dist.
Source:
*County Finance Director
**FHSD 2011-2012 Budget
*** SCCAD Finance Director

58. Finance
Revenue
Interest Income
Local Property 0.2%
Tax Fire Prevention
96% & Code
Enforcement
Fees 2%

59. Finance
2011 Tax Rate $0.6275
Debt
Service
14%
Pension
General Operating 6%
80%

60. Finance
Funds
o General Operating o Debt Service
o $0.5048 o $0.0342
o Pays for day-to-day activities o New construction, building
o Salaries & Benefits renovations, apparatus, equipment
o Fuel o Principal and interest
o Maintenance payments are made each year
o Professional Development & o Money must remain in debt service
Training fund
o Utilities
o Insurance o Pension
o $0.0885
o Revenue used to fund employees
pension fund
o Money must remain in pension
fund

61. Finance
Impact of Hancock On Operating Tax Rate
$0.80 $0.75
$0.70
$0.60
$0.51
$0.50
$0.40
$0.30
$0.20
$0.10
$0.00
1986 Rate 2011 Rate

62. Finance
Tax on a $100,000 Home
$160.00
$142.50
$140.00
$120.00
$96.90
$100.00
$80.00 Rate
$0.75
$60.00 Rate
$40.00 $0.51
$20.00
$0.00
1986 2011
Calculating The Annual Tax Amount
Assessed Valuationx Tax Rate
100
Assessed Value = 19% x Home Value

63. Finance
Assessed Valuation And Revenue
20.0%
15.0%
Percentag Growth
10.0%
5.0% Assessed Valuation
0.0% Growth
-5.0% Revenue Growth
-10.0%
2004 2005 2006 2007 2008 2009 2010
Despite changes in assessed valuation, and area
growth, revenue remains flat

64. Finance
Property Tax Revenue
Real Estate and Personal Property Tax Represent
the Majority of Budgeted Revenue
$8,000,000
$7,306,718
$7,000,000
$5,625,510 $5,757,251 $5,657,587
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
2008 2009 2010 2011

65. Finance
7-Year Budget Projection
$1,500,000.00
$1,000,000.00
$500,000.00
$-
2010 2011 2012 2013 2014 2015 2016 2017
$(500,000.00)
$(1,000,000.00)
$(1,500,000.00)
Budget Surplus (Deficit) Reserve Fund Balance

66. Finance
Projected Revenue vs. Expenses
$7,500,000
$7,000,000
$6,500,000
Revenue
$6,000,000 Expenses
$5,500,000
$5,000,000
2009 2010 2011 2012 2013 2014 2015 2016 2017

67. Finance
Key Information
o The District’s revenue growth is limited by the Hancock
Amendment
o The main source of District revenue is local property tax
o Revenue is remaining flat, while expenses continue to rise
o The District has not had a change in the tax-rate in 25 years
o The District’s reserve funds are rapidly being depleted

68. Statements of
Recommendation

69. Staffing

70. Staffing
o Provide for staffing a minimum of four
firefighters on the ladder truck to meet
national safety standards.
o Work toward staffing a minimum of four
firefighters on each pumper truck to meet
national safety standards.

71. Staffing
o Implement a firefighter staffing structure that includes a
battalion chief on each shift to assist with the increased
demand for service.
o In addition to being leaders in the area of incident response, battalion
chiefs should be responsible for assisting with training, technology,
equipment, facilities maintenance, homeland security planning, and
public safety education programs.
o Recruit and retain quality firefighters by providing
compensation that is comparable to local averages.

72. Training

73. Training
o Meet national training standards set by the Insurance
Services Office (ISO) and the National Fire Protection
Association (NFPA) in order to keep pace with constantly
evolving changes and demands for service.
o Acquire a full-time training officer to develop and
implement a quality training and safety program that will
directly impact the level of service provided to the
community.

74. Training
o Explore opportunities to partner in training
efforts with other emergency response
agencies to reduce costs and expand
training opportunities.
o Recruit and retain quality firefighters by
providing quality training that meets
national standards.

75. Facilities

76. Facilities
o Ensure that all facilities meet the emergency
services needs of the community.
o Create a master facility plan to guide facility
maintenance and updating.
o Restore the capital projects fund to allow for
proactive maintenance of current facilities.

77. Communications and
Community Involvement

78. Communications and
Community Involvement
o Continue to actively involve the community in planning
for the future of the Cottleville Fire Protection District.
o Remain transparent and open in communicating about
the operations, finances and state of the District to the
community.
o Create and implement a public safety education
program for students, residents and those who work
within the District.

79. Equipment

80. Equipment
o Implement, and properly fund, an equipment
maintenance and replacement schedule to
phase out aging, out-of-date equipment.
o This schedule should include all levels of equipment and gear
including trucks, emergency medical equipment and firefighter
gear.
o Work toward meeting national standards for
equipment replacement.

81. Equipment
o Ensure the District has the appropriate equipment to
meet the changing needs of the community.
o Maintain up-to-date, functioning equipment, and replace
all equipment within its life cycle to ensure it is fully
operational when needed to keep the community and
firefighters safe.
o Ensure all current equipment can safely meet the needs
of the community.

82. Finance

83. Finance
o Remain fiscally responsible and maintain a
balanced budget while continuing to
provide quality emergency services to the
community.
o Implement the CARES recommendations
over a financially responsible span of time.

84. Implementation

85. Implementation Plan
o To implement the CARES Statements of
Recommendation it is recommended that
a general fund increase be placed on the
April 2011 ballot

86. Implementation Plan
o Options for Implementation
o Option A: 24-cents
o Option B: 27-cents
o Option C: 30-cents

87. Small Group Work Activity

88. Select Recorder & Spokesperson
o Recorder Responsibilities
o Complete the requested information on your
group’s worksheet
o Spokesperson Responsibilities
o Facilitate Discussion
o Keep Group Focused/On Task
o Report Group’s Information

89. Complete the Worksheet
o Make sure the information recorded on the
worksheet reflects consensus of the group
o Monitor progress to complete the
worksheet in allotted time
o Only the group recorder’s worksheet will
be collected

90. Small Group Work Activity
o Task #1: Come to consensus on any comments or suggestions that
you believe would strengthen the recommendations
o Task #2: Come to consensus regarding any additional Statements of
Recommendation that should be included in the final report
document
o Task #3: In tonight's presentation three possible options were
presented to address the challenges facing the Cottleville Fire
Protection District. Discuss these options and come to a consensus
regarding your group's preferred option
o Task #4: What would you add, delete or modify to strengthen your
preferred option circled above in Task #3