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Fiscal Projections
In the 1993 Long Range Plan, specific growth projections were made based on the existing growth trends of the communities served by the District. These projections were calculated using historical data. Those projections assumed continued growth at the rates realized from 1990 to 1992. Had this growth continued, the District would have seen an increase of 60% in population. Due to brief economic downturns and continued restrictions of development, this projected growth was not realized. The District made projections in 1995, 1999 and 2000 utilizing similar data. We then applied call volume and workload factors as a means to validate these projections. Retrospectively these projections have proven out to be more accurate.
An assessment of growth data collected from the U.S. Census and the Sacramento Area Council of Governments supports the following demographic assessment of the District:
1990 actual population 21,006
1999 actual
population 28,745
Total population growth
38% (an average growth of 4% annually)
2003 estimated population 33,304
1990 community work force 5579
1998 community
work force 7868
Total work force growth 41%
(an average growth of 5% annually)
1990 total call volume 1159
2001 total
call volume 2045
2002 total call volume
2061
Total call volume growth 77% (an average
increase of 6% annually) Largest increases
in 99-01 of 12-18%
Annual call volume increase 10% (Monthly fire and ambulance trends are consistently 11.1%)
1998 District Revenue $1,716,114.00
2002
District Revenue $2,113,655.00
2003 District
Revenue $2,286,567.00
Total Revenue increase 33% (an
average increase of 6% annually)
The growth of the District, as related to development, has been occurring at a conservative pace and has been concentrated with the construction of residential projects. This leisurely rate of development has recently increased. This was manifested in the completion of a Wal Mart Store and the initiation of several other large projects. It has become clear that we underestimated the effects of these types of development on our agencies service ability. This combined with a significant spike in that last two years call volumes would indicate the potential for significant development impacts.
The District has, over the last two calendar years, felt the impact from development in the areas surrounding our community. This has caused a major increase in request for mutual aid services and a corresponding increase in the necessity to request aid from other agencies to handle "normal" request for emergency services. For the first time in the history of the District, we have been unable to respond to calls due to increases in call volume.
TAX RATE AREA CODES
2003 - 2004
AREA 053 Diamond Springs / El Dorado Fire District "Industrial Fire Agency SP"
078-036 078-037 078-039 078-041 078-042 078-057 078-070
AREA 054 Diamond Springs / El Dorado Fire Protection District
054-085 054-086 054-087 054-150 054-151 072-009 072-067 072-068 072-069 078-001 078-003 078-008
078-009 078-010 078-019 078-023 078-025 078-036 078-037 078-039 078-041 078-042 078-057 078-065
078-070 078-074 078-079 078-082 078-084 078-086 078-088 078-089 078-093 078-094 078-095 078-098
078-100 078-101 078-102 078-103 078-104 078-105 078-105 078-107 078-108 078-109 078-110 078-111
078-112 078-114 078-115 078-116 078-117 078-118 078-119 093-006 100-048 100-095 100-096 100-161
072-081 072-082 078-106
Summary of Plan 2003 Goals
Bases on annual
and onetime cost
Apparatus and Equipment
Goal |
Priority |
Development % |
Status |
Cost |
Engine 244 (replacement) |
H |
50% |
50% |
250,000 |
Water Tender 44 (addition) |
M |
100% |
0% |
150,000 |
Patrol 42 |
L |
50% |
0% |
150,000 |
Engine 349 (Refurbish) |
M |
50% |
0% |
100,000 |
Engine 249 (Refurbish) |
M |
50% |
5% |
100,000 |
Additional Type 1 |
L |
50% |
0% |
300,000 |
Engine 47 (replacement) |
H |
50% |
50% |
250,000 |
Engine 349 (replacement) |
M |
50% |
5% |
300,000 |
Transport 49 (replacement) |
M |
50% |
5% |
75,000 |
Engine 46 (replacement) |
L |
50% |
5% |
300,000 |
Truck 48 (replacement) |
H |
50% |
5% |
680,000 |
Automatic defibrillators (addition) |
M |
25% |
80% |
15,000 |
Communications (upgrade) |
M |
25% |
0% |
15,000 |
Data / information management |
M |
20% |
0% |
25,000 |
Protective clothing (maintenance) |
L |
0% |
75% |
10,000 |
Utility vehicle (replacement) |
L |
33% |
0 |
30,000 |
Utility vehicle (replacement) |
L |
33% |
0% |
30,000 |
Misc. fire protection (hose etc.) |
L |
10% |
NA |
25,000 |
Personnel
Goal |
Priority |
Development % |
Status |
Cost |
Firefighters (addition of three to six) |
H |
0% |
33% |
210,000 to 420,000 |
Facilities
Goal |
Priority |
Development % |
Status |
Cost |
Station 48 (replacement) |
H |
50% |
0% |
1,500,000 |
Station 44 (modification) |
M |
100% |
0% |
30,000 |
Station 47 (modification |
H |
50% |
0% |
20,000 |
Training facility (addition) |
H |
25% |
80% |
250,000 |
South area station |
L |
50% |
0% |
1,500,000 |
Total long range cost (five year) $6,525,000.00
Total five year development impact $3,040,000.00
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