Item A: Functional Consolidation of Fire Departments

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ATTACHMENT A the respective water rescue teams. USAR Team response is managed by the coordination of on- duty team members that arrive at the scene and then function as team members or respond to Fire Station 2 to staff USAR apparatus and respond to the scene as a team. For larger emergencies, off-duty team members are called back to work. A cooperative services model would allow for focused staffing and boat response from stations that are best positioned to deploy to the launch sites in each jurisdiction. A Water Rescue Team presence at Stations 4, 6, and 11 would allow for rapid deployment to the launch sites at Hayden Bridge, Alton Baker, Armitage Park, Celeste Campbell, and “D” street, and would allow for a reserve boat launch at the unimproved launch at Beltline. Urban Search and Rescue would function by having the closest truck/tower company respond to the incident and begin size-up and initial operations with the crew and equipment on trucks. The Rescue Unit from both jurisdictions (Heavy Rescue 5 and Rescue 2) would respond with USAR staffing to the incident location to coordinate a full on-duty team response. Larger incidents nd would involve response with the Oregon State regional semi-trailer stored at the 2 & Chambers Street location. Both the Eugene and Springfield USAR teams are part of a State regional con- sortium. No personnel savings or cost is associated with consolidation in this operational area, as Special Operations services are provided by existing Shift Operations (line) personnel and managed by an existing Deputy Chief. However, the teams themselves would be larger, allowing for greater staffing flexibility on the line and a more efficient and effective Special Teams response. Under consolidation, there would be on-going review of staffing levels to see if personnel efficiencies and dollar savings could be achieved in the future. Logistics and Fleet – Eugene Fire & EMS operates a Logistics Section that provides courier; fleet management; facilities management; supply, order, and distribution; equipment manage- ment, repair, and maintenance; and uniforms. Springfield Fire & Life Safety currently has no staff dedicated to the Logistics functions, and instead utilizes a variety of line personnel (primari- ly Captains) to accomplish most tasks on overtime. The total annual staff cost for Springfield is estimated at $200,000, equating to approximately 2.0 FTE. The Logistics Section would be closely reviewed to determine whether new efficiencies could be gained to net a $200,000 saving or whether some of this saving would need to be spent on en- hancements to accommodate Springfield. Cost reductions through bulk purchases, standardiza- tion, cooperative agreements, etc., could be substantial over time. Fleet management services are also addressed differently in the two departments. For apparatus replacement, Eugene is operating under a 10-year contract (through June 2016) with Hughes Fire Equipment. Apparatus specifications are developed by the Apparatus Committee and approved by the Fire Chief or designee. The majority of service work is performed by the City’s Fleet Services Section, though some specialized work is done by outside vendors. Springfield Fire & Life Safety, meanwhile, is currently funding new fire apparatus by leasing. The current strategy is to lease apparatus when replacements are needed, to reduce cash outlay and stretch limited dollars. Ambulance replacement is fully funded through a replacement ac- 7 ATTACHMENT 1