HomeMy WebLinkAbout06/16/2010 00 Agenda and Packet , , CLERKS (KA)
Micah Cawley, Mayor
3 % Kathy Coffey, Assistant Mayor
• Yakima Maureen Adkison
City Council Dave Edler
Y Rick Ensey
", , "4.N.,,,,, N " _:= Agenda Dave Ettl
129 N. 2nd Street,Yakima,WA.98901 Bill Lover
Phone: (509) 575 -6000 • Fax (509) 576 -6614 City Manager
Email: ccouncil @ci.yakima.wa.us • www.ci.yakima.wa.us Richard A. Zais, Jr.
Anyone wishing to address the Council, please fill out the form found on the tables and give it to the City Clerk
YAKIMA CITY COUNCIL
ADJOURNED MEETING — STUDY SESSION
JUNE 16, 2010 — 8:00 -9:30 A.M.
COUNCIL CHAMBERS - YAKIMA CITY HALL
1. Roll Call
• 2. Yakima Fire Department Apparatus Replacement Needs Study
3. Audience Comments (9:15 — 9:30 a.m.)
4. Adjournment
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Yakima
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City of Yakima Vision Statement: To create a culturally diverse, economically vibrant, safe, and strongYakima community. I I e
1994
Adopted March 2008
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Jp(1M
Administration
Fire Suppression . 401 North Front Street, Yakima, WA 98901 509) 575 -6060
Investigation 611144,
8 Education Fax (509) 576 -6356
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1 Taining • www. akimafire.com
Communications y
FIRE DEPT.
MEMORANDUM
June 9, 2010
To: Mayor Micah Cawley, Members of City Council, and City Manager Dick Zais
From: Charlie Hines, Fire Chief
Subject: Yakima Fire Department Apparatus Replacement Needs Study
•
During the May 19, 2010 meeting of the Council Public Safety Committee, members of
the Yakima Fire Department staff delivered a presentation outlining current and future
needs for fire apparatus replacement. From that meeting, members of the committee
unanimously agreed this issue should go forth to a study session with the full council.
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Information presented during that Public Safety Committee meetin g is included in this
packet for your review.
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At A
(10-'".4 Memorandum
May 19, 2010
TO: Council Public Safety Committee
FROM: Dick Zais, City Manager
Charlie Hines, Fire Chief
Bob Stewart, Deputy Fire Chief
Cindy Epperson, Deputy Director of Accounting and Budgeting
• SUBJECT: Fire Apparatus Needs and Proposal for Capital Replacement Levy
Replacement of Fire Apparatus is a Major Policy Issue in the 2010 budget. With
that in mind, the information contained in this packet is presented for your
review to assist you in better understanding one of the many financial challenges
faced by the fire department and this city.
A fire apparatus (and its staffing) is THE single element that enables the fire
department component of public safety to function. Fire apparatus are necessary
to accomplish the mission, yet they are also costly to purchase, have a finite life
span and require periodic replacement.
As our country, the state, and this city begin recovery from the economic
downturn, there will be no "getting back to normal." It will be up to us - our
responsibility - to develop our own "new normal." It is our sincere hope that
• together we can structure that new normal to include such factors as a planned
and sustainable funding source for replacement fire apparatus for today and into
the future.
•
Page 2
• Table of Contents
Memorandum Page 1
Table of Contents Page 2
Introduction Page 3
The Need Page 4
History... Page 4
Apparatus Page 5
What we're doing Page 6
What other fire departments are doing Page 7
Determining a replacement standard . Page 8
Replacement Schedule Recommendation Page 10
Revenue Options Page 11
Staff Recommendation Page 15
• Appendix Page 16
Page 3
•
• Introduction
The term "Fire Department" and "Firefighter" are carry -overs from the early days
when organized groups of individuals were tasked with the extinguishment of
hostile fires. Even though we still use those terms today, the reality is that they
are misnomers. All across our country and abroad, the role of fire departments
and firefighters has changed radically. Tasked with providing such assistance as
Emergency Medical Services (EMS), Hazardous Materials incident mitigation
(HazMat), technical rescue, various public services and yes, fire extinguishment,
the term "Fire Department" would be more appropriately titled, "All -Risk
Emergency Services Department ".
Whether it is termed Fire Department or All -Risk Emergency Services Department,
the core mission is to mobilize trained personnel and specialized equipment to
the scene of an incident to safeguard lives and to protect property and the
environment. The very foundation of providing these services revolves around
• the fire apparatus. Fire apparatus — Fire Engine or Ladder Truck — are very much
like a Swiss Army Knife. With their highly - trained crew and array of equipment,
they are self- contained and mobile units specifically designed to cope with all -risk
emergencies.
By the nature of their intended use, fire apparatus are quite simply severe duty
tools that have a limited life span. Even under the very best of conditions with
minimal emergency call volume and regular care and maintenance, fire apparatus
become "used up ".. When fire apparatus reach the end of their useful life span
they transform from asset to liability — becoming less reliable, maintenance and
cost- intensive and less safe for those who use and are served by them.
A fire department lacking reliable fire apparatus is no different than a carpenter
without a saw and hammer. In either case, the mission cannot be fulfilled
without tools vital to the job.
i
Page 4
The Need
The Yakima Fire Department has a critical need for sustainable funding that will
enable the replacement of fire apparatus that are presently beyond their service
life as well as a modest apparatus replacement financial plan for the future of this
city.
History
Funding for fire apparatus acquired within the past 25 years have been through a
combination of bonds, cash reserves and a transfer of assets from the
annexations of Fruitvale Fire District in 1990 and a portion of West Valley Fire
District in 2004.
In more favorable economic times, funds were allocated in a capital account that
was dedicated for fire apparatus replacement needs. The source of these funds
included: •
➢ EMS Levy contributions
➢ Motor Vehicle Excise Tax
➢ Voted Bond —1995 (Ladder Truck, Station 93, Nob Hill Training Facility)
➢ Non -Voted Bond — 2009 (Ladder Truck)
➢ Asset Transfer from West Valley and Fruitvale Fire Districts
Of those funding sources:
• A substantial portion of the EMS Levy contributions have been redirected
to fund staffing needs over the past 10 years
➢ The Motor Vehicle Excise Tax was voted out (this revenue was dedicated to
Public Safety and represents a loss of $1.5M dollars annually)
Additional restrictions /setbacks on funding sources are:
➢ Real Estate Excise Tax (REST) revenues are applicable to facilities, but
cannot be used for fire apparatus
Page 5
• ➢ Although there are Federal Grants available such as the SAFER Grant for
staffing, there are no grants available for fire apparatus
➢ A failed attempt in 2009 for a citywide EMS Levy — which would- have
dedicated 10% toward fire apparatus replacement
Interestingly, over the past two decades the backbone of our emergency response
has been from a trio of 1991 Darley engines. One of these engines was purchased
by the City — with the other two identical engines being purchased by Yakima
County Fire Protection District 10 (Fruitvale). The City of Yakima took ownership
of these two engines in a transfer of assets when the bulk of that fire district was
annexed.
Approximately six years ago, former Fire Chief Dennis Mayo urged the Public
Safety Committee (PSC) to help define and support a sustainable and realistic
apparatus replacement program. Again in October 2009, Deputy Chief Bob
Stewart provided information to the PSC focused upon YFD's aging fleet of fire
apparatus and the need to identify funding for current and future replacement.
Competing priorities have continued to place this need on the back burner. The
time is now for us to implement a plan that that will facilitate timely replacement
of fire apparatus.
The Apparatus
YFD serves the citizens of Yakima with 8 fire engines and 2 ladder trucks. Of those
10 fire apparatus, 5 engines and 1 ladder truck provide the primary responses for
Yakima's 10,000 - annual calls for service. 3 engines and 1 ladder truck remain in a
reserve status. In the event of a mechanical malfunction with one of the primary
or "front line" apparatus, one of the reserve apparatus is placed in that primary
response role. Additionally, during emergency incidents when our primary
•
Page 6
response apparatus are engaged, off -duty firefighters are called in to staff reserve
•
apparatus to provide protection for the City.
As a direct result of reliability issues associated with our aging fleet, the frequency
with which one or more fire apparatus are out of service for repair is startling. On
several occasions in 2010 alone, while front line apparatus were operating at the
scene of structure fires, only one functional fire engine remained in the City for
response to potential secondary incidents. It's important to note that while we
have a reliance on a mutual aid agreement in these types of situations, a difficulty
with recruitment and retention of our neighboring volunteer firefighters often
times creates a hardship for those departments to send resources out of their
jurisdictions.
• What we're doing to maximize the lifespan of our apparatus
When YFD writes specifications for a new fire engine, a custom chassis is specified
versus a commercial chassis. The lighter -duty commercial chassis is less
expensive to purchase initially than the more robust custom chassis, but the
commercial chassis apparatus do not hold up to hard use and high emergency
response volume and in the long run are more expensive because of maintenance
issues and a decreased service life. Commercial chassis apparatus are much
better suited for slower rural fire departments.
The intensive maintenance needs and decreased reliability of our apparatus has
caused the role of YFD's sole mechanic to be focused entirely on crisis
management. A significant backlog of pending maintenance needs precluded any
form of preventative maintenance program. These circumstances set in motion a
vicious cycle that serves only to compound the issue.
Page 7
In February 2010, YFD began hosting a program through Goodwill Industries
called Senior Community Service Employment Program. This program places
able- bodied senior citizens back into the workforce for 20 hours per week and at
no cost to the employer. A gentleman has been put to work in our maintenance
facility and is proving to be an asset for general cleanup, parts- chasing and a
number of other tasks not requiring the expertise of a mechanic.
In March 2010 YFD hired a temporary part -time employee who possesses
certifications and experience to perform maintenance on fire apparatus. Hiring
this employee is a stop -gap method to assist with bringing the backlog of repair
requests current — enabling a quantifiable preventative apparatus maintenance
program.
Fire apparatus use is constantly monitored and apparatus are periodically
reassigned from stations with high call volumes to slower stations in an effort to
help equalize mileage, hours and use.
110
Repair work has been frequently outsourced to local private business when the
scope of work exceeds our shop's time and equipment capability, or when
multiple apparatus are out of service.
Each year YFD's Automotive Maintenance and Operation budget has been funded
at $50,000. This account also funds maintenance and repair of staff vehicles.
Each year this budget has been exceeded. For 2010 the funding for this account
has been increased to $70,000.
We continue to do all that we can to extend the life of our fleet of apparatus;
however, the 4 oldest engines are past -due for surplus and replacement.
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Page 8
What are other fire departments doing?
•
Olympia Engines serve in a front line capacity for 13 years. Some apparatus
replacement has been accomplished through bonds. Other funding
for apparatus replacement has been through capital. In the past 2
years since the economy downturn, no capital funding has been
available for this purpose.
Bellingham Engines serve in a front line capacity for 15 years (ladder trucks for
20 years). Last year Bellingham's entire front line apparatus fleet
was replaced using funding from a city -wide fleet services budget
that receives annual contributions.
Spokane Valley - Engines serve in a front line capacity for 15 years (ladder trucks
for 20 years). Replacement funding is through Maintenance and
Operations Levies that have been successfully held every 3 years.
Richland Engines serve in a front line capacity for 12 years and in a reserve
capacity for 4 years before being replaced. Funding is through a fleet
services account — which is part of the city's general fund.
Kennewick Engines serve in a front line capacity for 18 years. Replacement
funding is through a near equal combination of general fund monies
and an ambulance service enterprise fund.
West Valley Engines serve in a front line capacity for 10 years or 50,000 miles and
in a reserve capacity until 20 years or 80,000 miles. Because
suburban and rural departments similar to West Valley are
predominantly volunteer, the cost for staffing is much less — allowing
for structured apparatus replacement using cash reserves.
Page 9
410 Determining a standard for apparatus replacement
Researching fire department apparatus replacement plans reveals no absolute
rule. Some departments with high call volumes will literally wear out their
apparatus in 5 -8 years, whereas it is not uncommon to find a smaller rural fire
department with a 25 year old apparatus that still looks like new.
When the time comes to determine the interval at which apparatus should be
replaced, a fire department cannot simply adopt the procedures of another fire
department. Instead, that department must take into account a number of
factors and adopt a plan based upon that department's specific history and
needs. Those factors are shown in the bullet points below:
• Years of service
• Miles /hours
110 • Overall condition
• Reliability (down time and expense)
• Safety features (lacking on older models)
NFPA
The National Fire Protection Association (NFPA) is not the law for fire
departments, but serves as an industry standard recommendation. New
equipment such as ladders, breathing apparatus and fire apparatus must meet
stringent NFPA standards. As much as possible, fire department activities — both
routine and during emergency operations — adhere to NFPA recommendations.
NFPA 1901 Standard for Automotive Fire Apparatus is the reference used for fire
apparatus.
Annex D Guidelines for First -Line and Reserve Fire Apparatus
• D.1 General.
Page 10
Because the changes, upgrades, and fine tuning to NFPA 1901, Standard for
Automotive Fire Apparatus, have been truly significant, esplly n the
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safety, fires departrnents should seriously considers t value (or risk) to fire
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fighters of keeping fire apparatus older than 15 Yearsin`fi Iine
D.2 How the Standards Have Changed.
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f re apparatus wt
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conditi afte rs
Staff Recommendation for Apparatus Replacement Schedule
Based upon actual call volume, mileage, hours combined with repair and
maintenance trends specific to this agency, Yakima Fire Department staff makes
the following recommendation with regard to fire apparatus replacement:
Engines
12 years in a front line capacity
5 years in a reserve capacity
Ladder Trucks
20 years service.
Revenue Options for Fire Apparatus Replacement
In researching potential revenue sources that can be used for Fire capital, a chart
was prepared which lists a short title of the option; legal authority; purposes
authorized and limitations; how the new revenue could be established; and
estimate of yield if enacted (see attached chart.) This memo provides additional
analysis of the financing /revenue options.
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Page 11
Non -Voted General Obligation Bonds (capital): City Council is authorized to issue
non -voted General Obligation Bonds up to a maximum of 1.5% of total Assessed
Valuation (AV) within the City. As of the end of 2009, it is estimated that there is
remaining capacity of about $53 million, or two - thirds of the $80 million cap.
The practical limitation to councilmanic bond issues is a dedicated revenue
stream to provide debt service. Historically, this option has been used by the City
when a new revenue source was established (i.e. Local Option Hotel /Motel Tax
and Public Facilities District State Sales Tax Credit for the 2 expansions of the
Convention Center, Cable TV Utility Tax for the Law and Justice Center, etc.) The
option for councilmanic bonds was not presented separately on the attached list,
however, most of the possible revenue streams could be used for debt service.
Assuming three separate bond issues to purchase 2 replacement apparatus,
staggered over 10 years to be repaid over 15 years at an interest rate of 4.5 %, the
1111 annual debt service requirement is about $300,000.
In the current economic environment, we would not recommend repaying
councilmanic bonded debt from current revenues, as this option would require
deeper cuts in existing service within the Priorities of Government model. Note:
$280,000 pays for about 3.5 entry -level firefighters in the 2010 budget. Council
would need to direct what area(s) to reduce, if this option is chosen.
Property Tax -Levy Lid Lift: State Law allows for a voted levy (sometimes referred
to as an Operating and Maintenance (O &M) levy). Current law allows a multiple
year lid lift (for up to six years). This particular option requires a simple majority
to approve (vs. the 60% or super majority needed to approve a voted bond issue.)
A lid lift could be permanent, or could sunset after a defined period of time.
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Page 12
The maximum statutory tax rate must still be met if this option is chosen. For
2010 the City's operating levy is $2.9348 /thousand, compared to the maximum
rate of $3.60 /thousand less the Library's rate of $0.4595 or $3.14. Therefore, the
voters could approve up to an additional $0.20 /thousand and still remain within
the statutory maximum rate. For sake of illustration, $0.056 /thousand would
raise about $300,000 annually, and would translate to an additional $5.60 per
year per $100,000 of assessed valuation. This can also be designed to replace the
voted levy after it retires (in 2015) and run for 15 years (through 2029).
Voted General Obligation Bonds (capital): According to current state law, in order
for a voted bond issue for a municipal purpose to be approved by the electorate,
2 thresholds need to be met:
• There must be voter turnout of at least 40% of the prior general election; and
• The issue must be approved by a super- majority of at least 60% of the votes
cast
Additionally, there is a state law that caps the maximum amount of debt that a
municipality can have outstanding, calculated as a percentage of total assessed
valuation. The limit for most general government purposes (Including Fire capital)
is 2.5% of assessed value. Based on the 2010 Assessed Valuation of
$5,389,218,769, the "debt capacity" available to the City for this purpose is about
$100 million.
The last. Fire Department bonds approved by the voters were issued in 1995 and
will retire in 2014. When the bonds were originally approved, the levy to make
the debt service payments was about $0.142 /thousand. Today, because of
increased valuations and annexations, the current rate is approximately
$0.056 /thousand. This is the only voted bond issue outstanding. The 1995 bond
issue was for a principal amount of $3.7 million, and the proceeds were combined
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• with available reserves and used to purchase a ladder truck, construct Fire Station
#93, and improve the Fire Training facility.
In order to receive $300,000, the levy rate would need to be $0.056 /thousand, or
$5.60 per year per $100,000 of assessed valuation. The primary difference from
the levy lid lift described above is that voted debt levies are in addition to the
$3.60 /thousand limitation on operating property tax levies.
Increase In Lieu Tax on City -Owned Utilities: The current tax on city -owned
utilities is 14% on Water and Wastewater; 9% on 'City Refuse; and 10% on Yakima
Waste. Of these taxes, 3.5% is dedicated for Parks operations, and 0.5% for Police
capital. The remainder supports General Fund operations. A 1% increase would
generate about $325,000 annually.
•
For city utilities, the in lieu tax is included in the rates charged for service. Any
increase would need to be evaluated for potential rate adjustment for each of
the utilities. Nob Hill Water and Yakima Waste Systems would also be impacted
by a tax increase. However, taxes on these outside utilities are added on to the
rates charged for service.
The increase to a typical household would be about $11 per year, or just slightly
less than $1 per month. This calculation is made assuming a 96- gallon can for
Refuse; yard waste for 9 months out of the year; and 1,300 cubic foot monthly
consumption for Water /Wastewater.
Lift the "lid" on Outside Utilities: The City of Yakima currently imposes a six
• percent (6 %) utility tax on gross sales of electric, natural gas and telephone
Page 14
(landline and cellular) services provided within the City. That tax is currently
structured as follows:
• First 2% is assessed on the total gross bill (i.e.: no cap)
• The remaining 4% is applied only to the first $4,000 of gross billing, per
account, per month. (This means the amount of Utility Tax on accounts
with gross billings exceeding $4,000 per account, per month, will be a
maximum tax of $160, plus 2% of the total gross billing.) This cap affects
only major consumers of these utilities since households never reach the
$4,000 gross billing threshold.
State law restricts the total utility tax on these utilities to 6% without a vote of the
people. Council has the authority to impose /eliminate additional limitations.
The latest research on changing this cap was done in 2007 in conjunction with
revenue options to fund the proposed Safe Community Action Plan (SCAP). As we
rely on the utility companies to provide information to cost a change, this is not
updated. At that time it was estimated that an increase in the cap from $4,000 to
$5,000 would generate about $58,000 annually (120 accounts at $480); to $7,500
would generate about $178,000; and removing the cap completely would
generate about $560,000. A rough estimate is that increasing the lid to $15,000
would meet the goal of $300,000, without affecting any one account by more
than $5,280 annually. However, if this option is chosen, additional research
would be needed to verify the expected results.
Other Considerations: It should be noted that the City will incur the cost of an
election for either of the two voted options. The property tax levy lid lift could be
considered for a longer period of time in order to provide a more permanent
solution for Fire capital replacement.
Page 15
• There are other options available to finance General Government operations and
capital, however, these are the most plausible for fire apparatus purposes. Even
though there are grants available for hiring additional firefighters (i.e. SAFER),
there are no grants available for apparatus replacement. Real Estate Excise Tax is
available for facility improvements, but not eligible to be used for equipment. A
voted increase in the tax on outside utilities is an available option. However, the
citizens have not approved this type of tax in prior elections, so it was not
proposed at this time.
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Page 16
Staff Recommendation:
•
Replacing apparatus is a very real need of the Fire Department. In recent years
the Department has deferred this need because of other program emphases in
the City and the downturn in the economy. However, several first -line fire
engines are well beyond their designed service lives, and the reliability of the
departmental response to emergencies is currently at risk.
Upon analysis of the options detailed above, staff's recommendation is to take
the property tax levy lid lift to the voters in November. Since the current voted
property tax for fire purposes will be done in 2014, the proposal could be to set to
replace the voted levy of $0.056 /thousand for 15 years (2015- 2029), with a
sunset provision at the end of this 15 years. This would generate about
$300,000 per year. This can then be used to make debt service payments on
councilmanic bonded debt. A possible scenario that results in the replacement of
6 apparatus follows:
• Current cost of a fire engine is approximately $500,000 each, with an
•
adjustment for inflation, the total estimated cost of the 6 pumpers is $3.55
million —about $150,000 less than the total project cost 15 years ago.
• A $1.1 million bond issue in the 1 half of 2012 to pay for the first 2
apparatus, with the first of 10 annual debt service payments of about
$155,000 starting in 2015.
• A second bond of $1.15 million could be issued in 2014 for the next 2
apparatus, with a 10 year repayment term also starting in 2015. This
structure would likely result in annual debt service payments of $145,000
(for a total of $300,000 annually through 2024).
• Toward the end of the 10 years, a third bond can be issued in the amount
of $1.3 million to obtain the last 2 apparatus, with a 5 year debt service of
about $300,000.
This option extends the replacement of the last 2 apparatus from the schedule
presented. However, its strength is that it does not result in increased taxes —it
simply extends (or replaces) a current Fire property tax levy, over a length of
time that approximates the useful life of the equipment. The average annual cost 111
• of fire related debt service on a home assessed at $150,000 at $0.056 /thousand is
$8.40 —this current assessment would be extended for another 15 years under
this proposal. The timing of the 3 rd debt issue and the purchases of the last 2 -
apparatus will depend on market conditions affecting the price of the apparatus,
the tax levy, and applicable interest rate.
Page 18 of 21
Major Sources of Revenue Authorized for Municipal Fire Capital Purposes
[This chart presents some options provided by existing state law.
No recommendation pro or con or prioritization is intended to be suggested by inclusion of or sequence of items in this chart.]
PURPOSES AUTHORIZED POTENTIAL YIELD
REVENUE OPTION AUTHORITY HOW ESTABLISHED
LIMITATIONS [2010 estimate]
Property Tax —Levy Lid General Government $0.056 /thousand raises
Lift By Voter Approval
ift $300,000 annually
84.55.050 To bring the levy to the statutory max. -2 y
options, both can be multi ear Simple Majority Election
o
p y $5.60 /yr on $100,000 AV
Property Tax -Voted $0.056 /thousand raises
General Government - Capital By Voter Approval
Bond Issue
RCW 39.36.020 $300,000 annually
Available Debt Capacity 40% Voter Turnout -60% super- majority
$5.60 /yr on $100,000 AV
In Lieu Tax on Public General Government
Utilities, i.e.Refuse,
Current rates -14% Water and Wastewater,
Water, Wastewater Ch. 7.64 YMC (No $325,000 annually
9% City Refuse, 10% Yakima Waste Ordinances Passed by City Council
cap in RCW) per each 1%
(Current Designations: Parks- 3.5 %; Police
Capital – 0.5 %)
Tax < 6.0% on Private Removal -- $580,000 annually.
Utilities, i.e. RCW 35.21.870 Ordinance by City Council to Remove or Raise lid to $15,000 --
General Government
Electricity, Telephone 5.50.050 -060 YMC Reduce $4,000 /customer /mo. lid $300,000 (affects primarily
Natural Gas larger mfg. businesses)
Tax > 6.0% on Private By Voter Approval
Utilities, i.e. RCW 35.21.870 $1,300,000 annually
General Government Simple Majority Election o
Electricity, Telephone 5.50.050– 060 YMC per each 1%
Natural Gas to exceed 6%
Page 19
411 • 411
S yakima Fire Department • 4510 Electrical Failure — Una
•
to Respond. Another Engine was
Apparatus Replacement Study Dispatched to the Emergency
Call.
Examples of Maintenance Issues causing:
Relief Valve, Emergency Lights
. Delays in Emergency Response
4511 Park Brake Failure
■ Out of Service /Downtime
. Costly Repairs 4511 Metal 4512 Pump Intake Valve, Power
Steering Failure
*Representing only a cross section of the 5 oldest Fatigue Cab Sub -
Frame Breakage
4510 Rear Steering Column
4509 Engine 4511 Pump water 4510 Broken Support Failure
Replace Gearbox
Intake Rear Leaf
$25K Replaced Broken Springs
2006 1 2007 2008 I 2009 March July August 12010 January March April May
4512
4510 4512
Siren
Pump 5504 Pump Malfunction of 4512
Failure
Impeller
Gearbox Replaced Discharge Valve
Replaced Metal Fatigue
4512 Pump and Breakage to Pump
Pump Gearbox Compartment
Replaced Structure
Page 20 of 21
• • •
Fire Apparatus Replacement Schedule
Legend
Front Line
Service
Reserve Service
Replace /Surplus
Engines
Equipment # Assignment Description 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
4509 E293 1987 Darley
4510 _ E294 1991 Darley
4511 E295 1991 Darley
4512 E91 1991 Darley
4513 E92 2000 Central States
4514 E93 2003 Central States
4515 E94 2005 Central States
4516 E95 2007 Rosenbauer
Trucks
Equipment # Assignment Description 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
5503 TK91 1995 Central States
5504 TK93 1995 LTI
5505 TK91 (New) 2009 Crimson
Page 21 of 21
• • •
Apparatus Age, Mileage and Hours
Engine
Description Equipment _ Assignment Odometer Hours Equivalent Severe -Duty Mileage * _
1987 Darley 4509 E293 92,260 8,150 326,000
1991 Darley 4510 E294 110,230 9,935 397,400
1991 Darley 4511 E295 150,040 11,370 454,800
1991 Darley 4512 E91 * *2,135 12,010 480,400
2000 Central States 4513 E92 84,445 7,845 313,800
2003 Central States 4514 E93 67,790 6,635 265,400
2005 Central States 4515 E94 45,850 3,710 148,400
2007 Rosenbauer 4516 E95 19,750 1,675 67,000
1995 LTI 102' 5503 TK93 28,350 2,412 96,480
1995 Central States
75' 5504 TK91 65,254 8,921 356,840
2009 Crimson 103' 5505 TK91* 4,000
*Severe -Duty Mileage is a calculation that provides a more accurate representation of actual mileage by taking into
account idling and pumping while the apparatus is stationary (Engine Hours X 4 X 10 = Mileage)
Page 22 of 21
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Page 23 of 21
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Page 24 of 21
Council Public Safety Committee
® CED Conference Room
City Hall
May 19, 2010
MINUTES
Council Committee Members Present: Maureen Adkison, Kathy Coffey and Bill Lover
Staff present: Dick Zais, Mike Merryman, Tom Foley, Charlie Hines, Bob Stewart, Rita
DeBord, Cindy Epperson, Terri Croft.
Coffey called the meeting to order at 3:02.
I. Gang Free Initiative Update
A study session on the GFI was held May 11, 2010 and was moved forward by the
Council as presented. On May 12, 2010 an insiders roundtable was taped and has
aired once. Ricardo Garcia commented to committee members that it would be
beneficial to get permission to air the roundtable on YPAC and have Spanish subtitles
added. GFI leaders met with the Yakima County Comprehensive Gang Youth Project,
and a later meeting will be set with the director of their Building the Bridges program.
That program may in incorporated into the GFI. There have been many calls and visits
from people interested in the coordinator position or serving on the steering committee.
110 Currently their information is being collected using the Boards and Commissions
applications.
Adkison appreciated the update and commented on the memo addressing Sonia
Rodriguez's concerns. She noted that many of the suggestions have been
implemented by the GFI, but the information is not getting out to the public of what the
GFI is accomplishing.
Coffey stated that the informational flyers are almost ready, however, she would like to
see the new gang hotline number included on the flyers. The release date of the flyers
can be coordinated with the live date on the hotline.
Zais asked the committee how they wanted to proceed with the applications for the
steering committee. Coffey advised she would still like to see specific community
members approached for their input into the appointments to the steering committee.
The Public Safety Committee would like to check back in three weeks to determine the
next steps for the steering committee selection /finalization. The committee agreed to
have the identified members get involved now to keep the steering committee selection
process moving.
II. YPAL Update
Foley provided a report on the YPAL program, which is in actuality a sub - assignment of
the Community Services division. His understanding was that there was a Council
inquiry if staff assigned to the YPAL program could be redirected to preventative patrol
for 20% of their time. Foley advised that Community Services is staffed by one full time
sergeant, one full time officer, and one full time support person. Additionally, there is a
support person attending to the Crime Free Rental Housing program, and a contract
coordinator for the Block Watch program that also work out of the YPAL building. The •
staff in Community Services work on many different projects and frequently have to
adjust their work hours and days off. Staff could be redirected to preventative patrol,
however, it would mean that other Community Services functions would not be
completed. A Block Watch update report will be provided at the next meeting.
III. IPSS Update
DeBord advised the committee of an upcoming meeting on May 24, 2010 of all members
of the IPSS consortium to review the draft interlocal agreement. She provided an update
of costs for the system, and also secured and proposed funding sources. There will be
an increase in maintenance costs for some of the smaller agencies that will be losing
their County subsidy, as well as increased costs for the fire districts.
IV. Telephone System
The current city telephone system is outdated and has serious failure issues with recent
attempts to update it. A report from Communication Manager Wayne Wantland advised
that the system is beyond making proactive corrections and the system must be
replaced. Wantland has worked with Finance staff and a lease /purchase option can be
used to purchase the new telephone system. The total cost of the purchase would need
to be appropriated up front, but the payments would be spread over three years. Staff
recommended this appropriation be put on the next Council agenda. It was MOVED by
Coffey and SECONDED by Adkison to put the appropriation for a lease /purchase of the
411)
telephone system on the next Council agenda with the committee's recommendation.
Motion PASSED unanimously.
V. Fire Apparatus Needs
Fire Chief Hines, Deputy Fire Chief Stewart, City Manager Zais and Finance Manager
Epperson provided a report on the current fire apparatus conditions and needs. They
proposed a structured plan to phase in the purchase of 6 trucks over the next 10 years
and rotating those trucks through productive service years. Several revenue options
were presented. Staff advised the most likely funding method would be to issue a bond
and repay it. A property tax levy lid lift could provide an identified revenue for
repayment, or an operations and maintenance levy could be put on the ballot. Other
options are a utility tax rate increase or a non -voted G.O. bond.
It was recommended that this report be presented to the full council in a study session.
The meeting was adjourned at 4:45 p.m.
d)(3044,11
' &
Kathy Coffey , `
Public Safety Committee
Minutes prepared by Terri Croft