Agenda — Fire Council - Central Marin Fire Authority, November 10, 2022 (part 1 of 2)

CENTRAL MARIN FIRE COUNCIL
Eli Beckman, Corte Madera– Chair Kevin Haroff, Larkspur Catherine Way, Larkspur – Vice Chair Bob Ravasio, Corte Madera

REGULAR MEETING

TO BE HELD
ON
THURSDAY, NOVEMBER 10, 2022
AT 6:30 P.M.
or upon conclusion of the CMPA Police Council meeting, whichever is later

VIA VIDEOCONFERENCE ONLY
Pursuant to Government code section 54953(e) the November 10, 2022 Regular Fire Council meeting will be conducted telephonically through Zoom. Please be advised that pursuant to Government Code section 54953(e), the Authority will not provide a physical location from which the public may attend or comment.

Members of the public may view and participate in the meeting remotely through the following Zoom link:
https://us06web.zoom.us/j/99034310040
(No Pre-Registration Needed- Click on Link at Meeting Start Time) You may call in using: 1 (408) 638-0968 (Zoom webinar ID: 990 3431 0040) Or iPhone one-tap: +14086380968,,99034310040#
How to submit public comment remotely:

1. Email [email protected] prior to 4:00 P.M. on the day of the meeting.

2. Email [email protected] during the meeting.

3. Join the meeting using the link above and select the “Raise Hand” icon during the meeting, or press *9 to add yourself to the speaker queue if calling in to the meeting.

Anyone with a disability needing further assistance with public comment should contact the Clerk at least 2 business days before the beginning of the meeting to make alternative arrangements at [email protected] or 415-927-5050. Click here to view or download the full agenda packet.

AGENDA
I. CALL TO ORDER, ROLL CALL
II. URGENCY ACTION
A. Resolution No. 2022/06 – Authorizing remote teleconference meetings of the Central Marin Fire Authority Council pursuant to Brown Act provisions Recommendation: that Council adopt the Resolution as presented III. OPEN TIME FOR PUBLIC EXPRESSION
Please Note: Please confine your comments during this portion of the agenda to matters not already on this agenda. The public will be given an opportunity to speak on each agenda item at the time it is called.

IV. PRESENTATIONS: None
V. REPORTS AND COMMENTS
A. COUNCIL MEMBERS
B. MANAGEMENT COMMITTEE
C. CHIEF’S COMMENTS
VI. CONSENT CALENDAR
A. Accept General Fund Revenue and Expenditure Report for October 2022 B. Acknowledge and File Accounts Payable Checks, July 21, 2022 through October 31, 2022 and Transfers to Payroll Account, August through October 2022 C. Approve Minutes of August 11, 2022 Regular Fire Council Meeting VII. BUSINESS ITEMS
A. Consideration and Possible Direction to Staff Regarding the Central Marin Fire Authority Facilities Needs Assessment Report Prepared by Jeff Kats Architecture (JKA)
Recommendation: that Council review and discuss the report and provide direction as needed
B. Discussion and Possible Direction to Staff Regarding the Report on the Termination of the Dispatch Agreement with the Marin County Sheriff’s Office Recommendation: that Council receive report, discuss and provide direction as needed C. Consideration and Possible Action to Authorize the Executive Management Team to Execute a 3-Year Professional Consulting Agreement with Heather Price-Fair, R.N. for Emergency Medical Services Continued Quality Improvement (CQI) Services Recommendation: that Council approve item as requested
D. Consideration and Possible Action to Authorize the Purchase of a New Type III Wildland Fire Engine from Hi-Tech Emergency Vehicle Services, Inc.

Recommendation: that Council approve item as requested
E. Discussion and Possible Action to 1.) Authorize the Executive Management Team to Execute an Employment Agreement with the Existing Central Marin Fire Authority’s Administrative Assistant and 2.) Adopt Resolution No. 2022/07 Establishing a Salary and Benefits for the Administrative Assistant for Fiscal Years 2022-2023 and 2023- 2024
Recommendation: that Council approve item and adopt the resolution as requested F. Consideration and Possible Adoption of Resolution No. 2022/08, Establishing Dates and Times for the Regular Meetings of the Fire Council of the Central Marin Fire Authority for 2023
Recommendation: that Council adopt the resolution as requested G. Consideration and Possible Authorization to Staff to Request Additional Contributions in the Amount of $257,485 from Each Member Agency to Eliminate the Current Deficit in the General Fund and Insurance Fund
Recommendation: that Council approve the item as requested VIII. ADJOURNMENT
The next regular meeting of the Central Marin Fire Council is scheduled for Thursday, February 9, 2023
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Clerk of the Central Marin Fire Authority at (415) 927-5050. Notification at least 48 hours prior to the meeting will enable the Authority to make reasonable accommodations to help ensure accessibility to this meeting.

Any writings or documents provided to a majority of the Central Marin Fire Council regarding any item on this Agenda are available during normal business hours, for public inspection at Corte Madera Town Hall, 240 Tamal Vista Boulevard, Suite 110, Corte Madera, CA. Any reports that are provided after the posting of this Agenda and prior to the meeting will be made available at this same location simultaneously as it is provided to the Fire Council.

I certify that this agenda was posted on or before November 7, 2022, in full public view and access at least 72 hours prior to the Fire Council meeting time in accordance with the Brown Act.

Lorena Barrera, Authority Clerk
Central Marin Fire Authority
II.A.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
REPORT DATE: November 3, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Management Committee
Ruben Martin, Fire Chief
SUBJECT: Resolution No. 2022/06 Pursuant to Assembly Bill 361 Authorizing Remote Teleconference Meetings of the Central Marin Fire Authority Council Pursuant to Brown Act Provisions        
STAFF RECOMMENDATION:

That Council adopt the proposed resolution.

FISCAL IMPACT:

There is no fiscal impact to the Fire Authority.

BACKGROUND/DISCUSSION:

Staff recommends that Council adopt the proposed resolution, pursuant to Assembly Bill 361, making findings pursuant to Government Code section 54953(e) to support continued use of teleconferencing to hold public meetings of the Central Marin Fire Authority Council pursuant to Brown Act Provisions during the continuing statewide state of emergency proclaimed by Governor Newsom on March 4, 2020.

The findings, as outlined in the Resolution, must continue to be made, and a new Resolution must be adopted, every 30 days, in order for a legislative body to continue to hold remote teleconference meetings per AB361.

AB 361 modified the Brown Act’s requirements for holding teleconferenced meetings during states of emergencies. AB 361 was signed into law as an urgency measure on September 16, 2021. The changes to the law are now in effect and all Brown Act bodies holding remote meetings after September 30, 2021, must comply with these provisions.

ATTACHMENTS:

1. Proposed Resolution No. 2022/06
RESOLUTION NO. 2022/06

A RESOLUTION OF THE CENTRAL MARIN FIRE COUNCIL OF THE CENTRAL MARIN

FIRE AUTHORITY AUTHORIZING REMOTE TELECONFERENCE MEETINGS OF THE

FIRE COUNCIL PURSUANT TO BROWN ACT PROVISIONS
WHEREAS, the Central Marin Fire Authority is committed to preserving public access and participation in meetings of the Fire Council; and
WHEREAS, all meetings of the Central Marin Fire Authority Council are open and public, as required by the Ralph M. Brown Act (Cal. Gov. Code §§ 54950 – 54963), so that any member of the public may attend, participate, and watch the Authority’s legislative body conduct its business; and WHEREAS, Government Code section 54953(e) of the Brown Act, allows a legislative body to hold a teleconference meeting, without compliance with the requirements of Government Code section 54953(b)(3), subject to the existence of certain conditions; and WHEREAS, in order to meet by teleconference under Government Code section 54953(e), the Governor must have proclaimed a state of emergency under the California Emergency Services Act (Govt.

Code §8625 et. seq.); the legislative body must reconsider the circumstances of the state of emergency; and the legislative body must find that the state of emergency continues to directly impact the ability of the members to meet safely in person and/or state or local officials continue to impose or recommend measures to promote social distancing; and
WHEREAS, On March 4, 2020, Governor Newsom proclaimed a State of Emergency declared by Governor Newsom under the California Emergency Services Act due to COVID-19, which is still in existence; and
WHEREAS, on November 1, 2021, the Marin County Public Health Officer issued a Public Health Order recommending the wearing of face coverings in workplaces and indoor public settings due to the rise of the SARS-CoV-2 Delta Variant, which is still in effect; and WHEREAS, the Town and City Councils of the member agencies of the Central Marin Fire Authority, which include Larkspur and Corte Madera, directed all legislative bodies of the their jurisdictions to meet by teleconference under the standards permitted under Government Code section 54953, until further notice; and
WHEREAS, the Fire Council provides in the public notices and agendas for all public meetings the online and telephone options for participation in public meetings, protecting the right of the public to address their local officials and to participate in public meetings, and posts this information on the Authority’s website, including instructions on how to access the public meeting remotely; and NOW, THEREFORE BE IT RESOLVED, that the Fire Council has reconsidered the circumstances of the state of emergency; and
BE IT FURTHER RESOLVED, that the Fire Council finds that State or local officials continue to impose or recommend measures to promote social distancing and that State of Emergency declared by Governor Newsom on March 4, 2020, continues to directly impact the ability of Councilmembers, staff, and the public to meet safely indoors in person; and
BE IT FURTHER RESOLVED, that the Fire Council will meet by teleconference. *******************
IT IS HEREBY CERTIFIED that the foregoing Resolution was duly passed and adopted by the Council of the Central Marin Fire Authority at a Regular Meeting thereof this 10 th day of November,
2022 by the following vote, to wit:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_________________________________
Eli Beckman, Council Chair
Central Marin Fire Authority
ATTEST:
_________________________________
Lorena Barrera, Authority Clerk
Central Marin Fire Authority
1 VI.A.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
REPORT DATE: October 31, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Daria Carrillo, Finance Director
SUBJECT: October 2022 General Fund Revenue and Expenditure Report        
RECOMMENDED ACTION:

That the Fire Council accept the Revenue and Expenditure Report for the period ending October 31, 2022.

BACKGROUND/DISCUSSION:

The attached revenue and expenditure report is as of April 30, 2022, and reflects financial activity transacted during 33% of the budget year. This report includes the General Fund and the Measure C Fire Tax Fund.

This reports shows revenue and expenditures by major category. Total activity for the previous year and the activity through October 2021 as well as the budget and activity through October 2022. The numbers for the previous year are the audited actuals for 2020-2021, although the final audit report has not been issued as of the date of this report.

GENERAL FUND
Revenue:

The General Fund receives nearly all of its revenue from contributions from the two member agencies, the City of Larkspur and the Town of Corte Madera. Each member agency pays 50% of the member contributions and makes payments on a quarterly basis. Payments are made in advance of each quarter. As expected, revenue from member contributions is at 50%, the same percentage as last year 2 at this time.

Total revenue is $238,772 more than last year at this time, an increase of 5%. Total revenue is at 49% of budgeted, compared to 45% last year at this time. Please note the following:
 State revenue is $29,474 less than last year at this time. The State reimburses the Fire Authority for out of county response. The Fire Authority expects to be reimbursed for all eligible out of county response.
 Permits and Fee revenue is $18,912 greater than last year at this time. Permit revenue is collected as permits are issued.
 Member contributions are $315,852 or 6.4%, greater than the amount received last year at the same time due to the increase in the required member contributions.  Other revenue is $70,323, or 52%, less than last year at this time, due mainly to a timing difference in revenue received from Ross Valley Paramedic Authority for engine reimbursement.

Expenditures:

Total expenditures are $445,844 less than last year at this time, and are at 31% of the budgeted amount. Please notice the following:

Salaries are $321,210, or 11.7%, less than last year at this time and are at 37% of the budgeted amount.

Included in this total is overtime pay, which is $422,380, or 35.9%, less than at the same time last year. Also included in the total are regular salaries, which are $85,931, or 5.9%, greater than last year at this time, an increase that is mainly the result of previously approved salary schedule increases, as well as scheduled step increases. Additionally, there are two additional employees on the payroll in the current year as compared to the previous year at this time, including a Fire Inspector hired in December 2021, and an additional Firefighter/Paramedic hired in anticipation of a retirement.

Retirement expenditures are $77,736, or 31% more than the amount at the same time last year. The majority of the increase is for a payment for Two Additional Years of CalPERS Service Credit granted to an employee in the 2019/2020 fiscal year. The current fiscal year is the first year that payments for the Two Years Additional Years of Service Credit was required. The remainder of the increase is due to increased salaries. Overtime costs are not subject to CalPERS retirement payments.

Outside Services are $215,202 or 64.7% less than last year at this time. This is due to a timing difference in payment of the County dispatch services costs. Additionally, the total for last fiscal year includes vegetation management expenditures which were ultimately paid for through a Fire Safe Marin grant.

Overall, expenditures are as expected.

MEASURE C FIRE TAX
Revenue:

The Measure C Fire Tax Fund was established to record revenue and expenditures associated with the Marin Wildfire Prevention Authority parcel tax approved by the voters in 2020.

No revenue has been received for the current fiscal year as of October 31, 2022. Nearly all of this 3 fund’s revenue is Measure C tax revenue, which is collected through property tax payments. The County distributes 55% of the revenue in December, 40% in April and the remaining 5% in June and July.

Expenditures:

Total expenditures to date are $501,647, or 79%, less than last year at this time and are at 16% of the annual budget. In the previous year, the Fire Authority received an additional $474,353 from Measure C revenue for additional Evaluation Route expenditures. These expenditures account for nearly all of the difference in expenditures from last year to the current year at this time.

FISCAL IMPACT:

There is no fiscal impact associated with this report.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

OPTIONS:

1. Accept the report as presented.

2. Take no action at this time and provide further direction to staff ATTACHMENTS:

1. Budget Comparison Report For the Period Ending October 31, 2022, Fund 70, General Fund

2. Budget Comparison Report For The Period Ending October 31, 2022, Fund 75, Measure C Fund THIS ITEM HAS BEEN REVIEWED AND APPROVED BY THE EXECUTIVE MANAGER. 4 ATTACHMENT 1
Budget Comparison Report for the Period Ending October 31, 2022, Fund 70, General Fund
Budget Comparison Report
Central Marin Fire Authority
2021‐2022
Total
Activity
2022‐2023
Total
Activity as
of October
31, 2021
Percentage
Used /
Expended
2022‐2023
Adopted
Budget
2022‐2023
YTD
Activity
Through
October 31,
Percentage
Used /
Expended
Fund: 70 ‐ CENTRAL MARIN FIRE AUTHORITY GENERAL FUND
Revenue
430 ‐ PERMITS AND FEES 160,611 16,430 10.23% 162,000 35,342 21.82% 431 ‐ COST RECOVERY 0 1,226 0 1,882
452 ‐ INTEREST 0 0 0 5,793
460 ‐ STATE REVENUE 1,102,240 36,917 3.35% 0 7,443
7,613 2,734 35.91% 0 0 0.00%
481 ‐ MEMBER CONTRIBUTIONS 9,767,720 4,868,159 49.84% 10,398,022 5,184,011 49.86% 490 ‐ OTHER REVENUE 327,249 135,670 41.46% 187,121 65,437 34.97% Total Revenue: 11,365,434 5,061,136 44.53% 10,747,143 5,299,908 49.31% Expense
600 ‐ SALARIES 7,933,833 2,736,333 34.49% 6,552,002 2,415,123 36.86% 601 ‐ RETIREMENT 838,968 250,186 29.82% 942,842 327,922 34.78% 602 ‐ OTHER BENEFITS 1,002,388 321,304 32.05% 1,104,711 338,350 30.63% 603 ‐ RETIREE BENEFITS 38,231 15,415 40.32% 40,320 16,843 41.77% 611 ‐ OUTSIDE SERVICES 677,684 331,080 48.85% 658,705 116,585 17.70% 20,648 2,205 10.68% 45,000 3,258 7.24%
613 ‐ DUES AND SUBSCRIPTIONS 7,426 1,870 25.18% 9,000 3,671 40.78% 614 ‐ EQUIPMENT MAINTENANCE 31,256 10,905 34.89% 40,944 3,497 8.54% 5,393 950 17.61% 25,000 4,102 16.41%
616 ‐ VEHICLE MAINTENANCE 95,275 31,853 33.43% 75,000 11,036 14.72% 620 ‐ UTILITIES 95,236 24,537 25.76% 88,180 33,046 37.48% 630 ‐ SUPPLIES 347,317 95,989 27.64% 355,125 103,221 29.07% 651 ‐ EQUIPMENT 0 0 0.00% 7,000 105 1.49%
670 ‐ TRANSFERS OUT 603,314 0 0.00% 803,314 0 0.00%
680 ‐ OTHER EXPENDITURES 668 0 0.00% 0 0 0.00%
Total Expense: 11,697,636 3,822,626 32.68% 10,747,143 3,376,760 31.42% ‐332,202 1,238,510 0 1,923,148
615 ‐ BUILDING AND GROUNDS

MAINTENANCE
612 ‐ TRAINING, EDUCATION,

MEETINGS
Total Fund: 70 ‐ CENTRAL MARIN FIRE
AUTHORITY GENERAL FUND:
480 ‐ OTHER LOCAL AGENCY REVENUE
6 ATTACHMENT 2
Budget Comparison Report for The Period Ending October 31, 2022, Fund 75, Measure C Fund
Budget Comparison Report
Central Marin Fire Authority
Fund: 75 ‐ MEASURE C FIRE TAX FUND
2021‐2022
Total
Activity
2022‐2023
Total
Activity
October 31,
2021
Percentage
Received /
Expended
2022‐2023
Adopted
Budget
2022‐2023
YTD
Activity
Through
October 31,
2022
Percentage
Received /
Expended
Revenue
400 ‐ PROPERTY TAX 748,520 3,124 0.42% 751,597 0 0.00%
480 ‐ OTHER LOCAL AGENCY REVENUE 474,353 0 0.00% 0 0 0.00% 481 ‐ MEMBER CONTRIBUTIONS 89,651 0 0.00% 89,707 0 0.00% 490 ‐ OTHER REVENUE 20,000 20,000 100.00% 0 0 0.00%
Total Revenue: 1,332,523 23,124 1.74% 841,304 0 0.00%
SubCatego
Expense
600 ‐ SALARIES 153,114 45,331 29.61% 158,124 47,690 30.16% 601 ‐ RETIREMENT 12,047 3,461 28.73% 12,270 2,741 22.34% 602 ‐ OTHER BENEFITS 22,294 7,444 33.39% 33,345 7,861 23.58% 611 ‐ OUTSIDE SERVICES 1,055,800 572,949 54.27% 630,000 73,260 11.63% 630 ‐ SUPPLIES 10,468 4,014 38.35% 7,565 0 0.00%
652 ‐ VEHICLES 63,024 0 0.00% 0 0 0.00%
Total Expense: 1,316,747 633,199 48.09% 841,304 131,552 15.64% Total Fund: 75 ‐ MEASURE C FIRE TAX FUND: 15,776 ‐610,075 0 ‐131,552 1 VI.B.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
REPORT DATE: October 28, 2022
MEETING DATE: November 1, 2022
TO: Central Marin Fire Authority Council
FROM: Daria Carrillo, Finance Director
SUBJECT: Accounts Payable Checks, July 21, 2022 through October 31, 2022 and Transfers to Payroll Account, August through October 2022
       
RECOMMENDED ACTION:

Acknowledge and file: 1) checks numbers 22153 to 22342 for a total of $983,300.10, 2) voided check 22176 in the amount of $759.88, 3) transfers to the payroll account in the amount of $2,415,718.01 and 4) electronic payments to CalPERS for health benefits in the amount of $1,636.56.

BACKGROUND/DISCUSSION:

The attached Check Report was produced from the Town of Corte Madera’s financial system. It includes all checks issued from the Town’s Bank of Marin operating account during the period July 21, 2022 through October 31, 2022 on behalf of Central Marin Fire Authority.

The Bank of Marin operating account is a pooled account for the day to day operations of both the Town of Corte Madera and the Central Marin Fire Authority. The finances of the two separate entities are segregated within the Town’s financial system. Checks issued on behalf of Central Marin Fire Authority include the Central Marin Fire Authority’s name and logo and have a separate numbering system from that of the Town. On occasion, a check will be written for services or goods incurred by both the Town and Central Marin Fire Authority on the Town’s check stock, resulting in checks with a different numbering system appearing on the check report.

In addition to the operating account, the Town maintains a payroll account at Bank of Marin. This account is for payroll transactions only. All payroll items are paid through the payroll account, including direct deposit payments to employees, state and federal tax payments, CalPERS payments for retirement and medical insurance and other payroll related items. Many of the payments are made 2 electronically.

For the period August through October 2022, $2,415,718.01 was transferred from the operating account to the payroll account for payroll related expenditures.

FISCAL IMPACT:

There is no fiscal impact associated with this report.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

OPTIONS:

1. Accept the check listing as presented.

2. Take no action at this time and provide further direction to staff ATTACHMENTS:

1. Check Report, July 21, 2022 through October 31, 2022 THIS ITEM HAS BEEN REVIEWED AND APPROVED BY THE EXECUTIVE MANAGER. 3 ATTACHMENT 1
Check Report, July 21, 2022 through October 31, 2022
10/28/2022 11:06:52 AM Page 1 of 11
Check Report
Corte Madera, CA By Check Number
Date Range: 07/21/2022 - 10/31/2022
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Bank Code: AP Bank-AP Bank
ai560cm AIRGAS 07/21/2022 Regular 0.00 433.70 22153
9989828519 Invoice 06/30/2022 MEDICAL SUPPLIES 0.00 433.70 al006cm ALAMEDA COUNTY FIRE DEPARTMENT 07/21/2022 Regular 0.00 5,851.52 22154 2021-22-455 Invoice 06/30/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 5,851.52 al002cm ALL STARS TREE SERVICE 07/21/2022 Regular 0.00 20,000.00 22155 1702 Invoice 06/30/2022 VEGETATION MGMT SPECALISTS 0.00 2,800.00 1703 Invoice 06/30/2022 VEGETATION MGMT SPECALISTS 0.00 13,600.00 1704 Invoice 06/30/2022 VEGETATION MGMT SPECALISTS 0.00 3,600.00 at004cm AT&T MOBILITY - 287293876016 07/21/2022 Regular 0.00 820.94 22156 93876016X07102… Invoice 06/30/2022 UTILITIES - TELEPHONE 0.00 820.94 bo105cm BOUND TREE MEDICAL, LLC 07/21/2022 Regular 0.00 256.77 22157 84562335 Invoice 06/30/2022 MEDICAL SUPPLIES 0.00 31.10 84569361 Invoice 06/30/2022 MEDICAL SUPPLIES 0.00 75.85 84575693 Invoice 06/30/2022 MEDICAL SUPPLIES 0.00 42.74 84583275 Invoice 06/30/2022 MEDICAL SUPPLIES 0.00 107.08 di001cm DIEGO TRUCK REPAIR, INC. 07/21/2022 Regular 0.00 42.77 22158 64846 Invoice 06/30/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 42.77 em121cm EMERGENCY EQUIPMENT 07/21/2022 Regular 0.00 347.32 22159 65125 Invoice 06/30/2022 CLOTHING/DAILY UNIFORMS 0.00 347.32 ji101cm JIM CORBET'S ACE HARDWARE 07/21/2022 Regular 0.00 65.83 22160 695542 Invoice 06/30/2022 BUILDING SUPPLIES 0.00 65.83
ln075cm L.N. CURTIS & SONS 07/21/2022 Regular 0.00 31,313.98 22161 INV605387 Invoice 06/30/2022 PROTECTIVE UNIFORMS AND EQUIPMENT 0.00 283.25 INV607018 Invoice 06/30/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 92.44 PINV719363 Invoice 06/30/2022 PROTECTIVE UNIFORMS AND EQUIPMENT 0.00 30,938.29 ma550cm MARIN MUNICIPAL WATER DISTRICT 07/21/2022 Regular 0.00 227.32 22162 179110 061322 Invoice 06/30/2022 UTILITIES - WATER 0.00 227.32 mu070c MUNICIPAL EMERGENCY SERVICES 07/21/2022 Regular 0.00 2,540.37 22163 IN1732771 Invoice 06/30/2022 FIRE DEPT FUEL 0.00 2,540.37 of029c OFFICE DEPOT-FIRE-89507905 FILE #81901 07/21/2022 Regular 0.00 286.44 22164 249798475001 Invoice 06/30/2022 OFFICE SUPPLIES 0.00 116.94 249835232001 Invoice 06/30/2022 OFFICE SUPPLIES 0.00 169.50 ra002cm RACHEL KERTZ CONSULTING, LLC 07/21/2022 Regular 0.00 4,200.00 22165 062022 Invoice 06/30/2022 Name, Type, Description 0.00 4,200.00 ve002cm VERIZON WIRELESS - 670722771-00004 07/21/2022 Regular 0.00 684.38 22166 9910377701 Invoice 06/30/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 684.38 be001cm BENEFIT TRUST COMPANY 07/21/2022 Regular 0.00 636.87 22167 INV071222 Invoice 07/12/2022 FIRE DEPT OPEB 0.00 636.87 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406707/21/2022 Regular 0.00 200.93 22168 0304067 071222 Invoice 07/12/2022 UTILITIES - INTENET 0.00 200.93 ji101cm JIM CORBET'S ACE HARDWARE 07/21/2022 Regular 0.00 44.33 22169 Check Report Date Range: 07/21/2022 - 10/31/2022
10/28/2022 11:06:52 AM Page 2 of 11
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 695767 Invoice 07/10/2022 BUILDING SUPPLIES 0.00 44.33
ke110c MARIN COUNTY FIRE CHIEFS 07/21/2022 Regular 0.00 1,370.00 22170 338 Invoice 07/05/2022 DUES AND MEMBERSHIPS 0.00 1,370.00 of029c OFFICE DEPOT-FIRE-89507905 FILE #81901 07/21/2022 Regular 0.00 555.02 22171 254094420001 Invoice 07/06/2022 OFFICE SUPPLIES 0.00 555.02 ms001cm MSA DENTAL POOL 07/27/2022 Regular 0.00 300.94 22172 CMFA DENTAL 08… Invoice 07/27/2022 CMFA DENTAL 08/2022 0.00 300.94 vi099cm VISION SERVICE PLAN (CA) 07/27/2022 Regular 0.00 18.05 22173 CMFA VISION 08/… Invoice 07/27/2022 CMFA VISION 08/2022 0.00 18.05 at110cm AT & T MOBILITY-287245897656 07/28/2022 Regular 0.00 175.43 22174 5897656X071720… Invoice 06/30/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 175.43 ba002cm BAY CITIES JOINT POWER INSURANCE AUTHORITY 07/28/2022 Regular 0.00 88,249.37 22175 BCJPIA-2022-258 Invoice 06/30/2022 WORKERS COMPENSATION CLAIMS 0.00 3,821.70 BCJPIA-2022-283 Invoice 06/30/2022 WORKERS COMPENSATION CLAIMS 0.00 4,613.80 BCJPIA-2022-288 Invoice 06/30/2022 WORKERS COMPENSATION CLAIMS 0.00 79,813.87 CA067CM CA DEPT OF TAX AND FEE ADMIN #217-018496 07/28/2022 Regular 0.00 759.88 22176 0-027-116-313 Invoice 06/30/2022 MISCELLANEOUS SUPPLIES 0.00 759.88 CA067CM CA DEPT OF TAX AND FEE ADMIN #217-018496 09/01/2022 Regular 0.00 -759.88 22176 co001cm CORPORATE PAYMENT SYSTEMS 07/28/2022 Regular 0.00 2,579.17 22177 07/14/2022 STMT Invoice 06/30/2022 07/14/2022 STMT 0.00 2,579.17 mu856cm MUNICIPALEMERGENCY SERVICES, INC 07/28/2022 Regular 0.00 57.15 22178 IN1717065 Invoice 06/30/2022 FIRE DEPT FUEL 0.00 57.15
ba002cm BAY CITIES JOINT POWER INSURANCE AUTHORITY 07/28/2022 Regular 0.00 517,127.00 22179 BCJPIA-2023-0004 Invoice 07/05/2022 WORKERS COMPENSATION INSURANCE 0.00 517,127.00 be001cm BENEFIT TRUST COMPANY 07/28/2022 Regular 0.00 636.87 22180 INV072522 Invoice 07/25/2022 FIRE DEPT OPEB 0.00 636.87 co001cm CORPORATE PAYMENT SYSTEMS 07/28/2022 Regular 0.00 13,330.70 22181 STMT 07/14/2022 Invoice 07/14/2022 STMT 07/14/2022 0.00 13,330.70 co992c EMS AGENCY COUNTY OF MARIN 07/28/2022 Regular 0.00 500.00 22182 INV071922 Invoice 07/19/2022 DUES AND MEMBERSHIPS 0.00 500.00 jo001cm JONES GARAGE DOOR CO., INC. 07/28/2022 Regular 0.00 425.00 22183 50040 Invoice 07/20/2022 BUILDING MAINTENANCE - OTHER 0.00 425.00 ri003cm RICOH USA, INC. 07/28/2022 Regular 0.00 211.69 22184 106352660 Invoice 07/15/2022 PRIVATE CONTRACTUAL SERVICES 0.00 211.69 si101c SILVERADO AVIONICS INC. 07/28/2022 Regular 0.00 1,311.41 22185 2337 Invoice 07/18/2022 RADIO MAINTENANCE/REPAIR 0.00 1,311.41 al007cm ALEX WINTER 08/04/2022 Regular 0.00 32.50 22186 NRG2022-02 Invoice 06/30/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 32.50 ma550cm MARIN MUNICIPAL WATER DISTRICT 08/04/2022 Regular 0.00 183.11 22187 169024 071922 Invoice 06/30/2022 UTILITIES - WATER 0.00 183.11 pa176cm PACIFIC GAS & ELECTRIC 08/04/2022 Regular 0.00 2,338.87 22188 1939277301-6 07… Invoice 06/30/2022 UTILITIES - ELECTRICITY 0.00 2,338.87 al002cm ALL STARS TREE SERVICE 08/04/2022 Regular 0.00 13,600.00 22189 1713 Invoice 07/01/2022 VEGETATION MGMT SPECALISTS 0.00 2,800.00 1727 Invoice 07/19/2022 VEGETATION MGMT SPECALISTS 0.00 10,800.00 al200cm ALLSTAR FIRE EQUIPMENT, INC. 08/04/2022 Regular 0.00 320.00 22190 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 241308 Invoice 07/18/2022 OTHER EQUIPMENT/MAINTENANCE REPAIRS 0.00 320.00 bo105cm BOUND TREE MEDICAL, LLC 08/04/2022 Regular 0.00 2,414.61 22191 84587986 Invoice 07/06/2022 MEDICAL SUPPLIES 0.00 116.75 84589886 Invoice 07/07/2022 MEDICAL SUPPLIES 0.00 116.75 84589887 Invoice 07/07/2022 MEDICAL SUPPLIES 0.00 801.42 84591989 Invoice 07/08/2022 MEDICAL SUPPLIES 0.00 57.90 84591990 Invoice 07/08/2022 MEDICAL SUPPLIES 0.00 281.90 84596624 Invoice 07/12/2022 MEDICAL SUPPLIES 0.00 27.39 84608803 Invoice 07/20/2022 MEDICAL SUPPLIES 0.00 675.00 84611044 Invoice 07/21/2022 MEDICAL SUPPLIES 0.00 337.50 da025cm D & K AUTO SERVICE 08/04/2022 Regular 0.00 196.00 22192 72001 Invoice 07/20/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 196.00 di001cm DIEGO TRUCK REPAIR, INC. 08/04/2022 Regular 0.00 482.95 22193 64987 Invoice 07/18/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 482.95 mi001cm MICHAEL DANG 08/04/2022 Regular 0.00 87.84 22194 16132 Invoice 07/31/2022 COMPUTER SUPPLIES AND SOFTWARE 0.00 87.84 ch250cm WEX BANK 08/04/2022 Regular 0.00 3,248.76 22196 82482927 Invoice 07/23/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 3,248.76 al001cm ALPINE SPRINGS WATER DISTRIBUTION 08/11/2022 Regular 0.00 12.00 22197 13611 Invoice 08/01/2022 BUILDING SUPPLIES 0.00 12.00
at075cm AT & T -CALNET3 08/11/2022 Regular 0.00 1,077.22 22198 000018503948 Invoice 07/17/2022 UTILITIES - TELEPHONE 0.00 1,077.22 at006cm AT&T MOBILITY - SEI PROCESSING 08/11/2022 Regular 0.00 5,812.32 22199 650362250 Invoice 07/25/2022 UTILITIES - TELEPHONE 0.00 5,812.32 bo105cm BOUND TREE MEDICAL, LLC 08/11/2022 Regular 0.00 1,475.41 22200 84612890 Invoice 07/22/2022 MEDICAL SUPPLIES 0.00 1,475.41 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406708/11/2022 Regular 0.00 118.60 22201 0055313 080322 Invoice 08/03/2022 UTILITIES - INTENET 0.00 118.60 da025cm D & K AUTO SERVICE 08/11/2022 Regular 0.00 633.60 22202 72093 Invoice 07/29/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 633.60 ji101cm JIM CORBET'S ACE HARDWARE 08/11/2022 Regular 0.00 41.15 22203 695933 Invoice 07/28/2022 BUILDING SUPPLIES 0.00 41.15
mu856cm MUNICIPALEMERGENCY SERVICES, INC 08/11/2022 Regular 0.00 173.04 22204 IN1744039 Invoice 07/28/2022 FIRE DEPT FUEL 0.00 173.04 ni002cm NICK BARBIERI TRUCKING, LLC 08/11/2022 Regular 0.00 3,014.01 22205 3237224 Invoice 07/20/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 3,014.01 sc001cm SCOTT'S PPE RECON, INC. 08/11/2022 Regular 0.00 166.40 22206 38099 Invoice 07/27/2022 FIRE DEPT FUEL 0.00 166.40
te056cm TELEFLEX 08/11/2022 Regular 0.00 1,461.88 22207 9505773435 Invoice 07/22/2022 MEDICAL SUPPLIES 0.00 1,461.88 th002cm THE KNOX COMPANY 08/11/2022 Regular 0.00 3,667.05 22208 INV-KA-109041 Invoice 07/26/2022 MEDICAL SUPPLIES 0.00 3,667.05 ti001cm TIREHUB, LLC 08/11/2022 Regular 0.00 1,018.38 22209 28620626 Invoice 07/27/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 254.60 28644592 Invoice 07/28/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 763.78 us001cm US BEHAVIORAL HEALTH PLAN, CA 08/11/2022 Regular 0.00 415.00 22210 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount AUG 2022 Invoice 08/10/2022 OTHER EMPLOYEE BENEFITS 0.00 415.00 at075cm AT & T -CALNET3 08/18/2022 Regular 0.00 1,638.38 22211 000018579209 Invoice 08/02/2022 UTILITIES - TELEPHONE 0.00 361.52 000018579557 Invoice 08/02/2022 UTILITIES - TELEPHONE 0.00 1,077.82 000018580652 Invoice 08/03/2022 UTILITIES - TELEPHONE 0.00 24.65 000018582973 Invoice 08/04/2022 UTILITIES - TELEPHONE 0.00 24.70 0018579203 Invoice 08/02/2022 UTILITIES - TELEPHONE 0.00 149.69 at004cm AT&T MOBILITY - 287293876016 08/18/2022 Regular 0.00 852.13 22212 3876016X081020… Invoice 08/02/2022 UTILITIES - TELEPHONE 0.00 852.13 em121cm EMERGENCY EQUIPMENT 08/18/2022 Regular 0.00 72.57 22213 65279 Invoice 08/12/2022 CLOTHING/DAILY UNIFORMS 0.00 72.57 ji101cm JIM CORBET'S ACE HARDWARE 08/18/2022 Regular 0.00 154.52 22214 695959 Invoice 08/01/2022 JANITORIAL SUPPLIES 0.00 95.85 695973 Invoice 08/02/2022 JANITORIAL SUPPLIES 0.00 29.33 696033 Invoice 08/07/2022 BUILDING SUPPLIES 0.00 29.34
ma345cm MARIN COUNTY TAX COLLECTOR- 08/18/2022 Regular 0.00 275.00 22215 1024707 080322 Invoice 08/03/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 275.00 ma550cm MARIN MUNICIPAL WATER DISTRICT 08/18/2022 Regular 0.00 716.66 22216 131645 072122 Invoice 07/21/2022 UTILITIES - WATER 0.00 522.12 443790 072122 Invoice 07/21/2022 UTILITIES - WATER 0.00 194.54 ri003cm RICOH USA, INC. 08/18/2022 Regular 0.00 10.50 22217 5065216585 Invoice 08/01/2022 PRIVATE CONTRACTUAL SERVICES 0.00 10.50 sa003cm SAN RAFAEL FIRE DEPARTMENT 08/18/2022 Regular 0.00 400.00 22218 2934 Invoice 07/18/2022 TRAINING AND EDUCATION 0.00 400.00 ve002cm VERIZON WIRELESS - 670722771-00004 08/18/2022 Regular 0.00 2,805.11 22219 9912705670 Invoice 08/04/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 2,805.11 ms001cm MSA DENTAL POOL 08/24/2022 Regular 0.00 234.54 22220 CMFA DENTAL 09… Invoice 08/24/2022 CMFA DENTAL 09/2022 0.00 234.54 vi099cm VISION SERVICE PLAN (CA) 08/24/2022 Regular 0.00 18.05 22221 CMFA VISION 09/… Invoice 08/24/2022 CMFA VISION 09/2022 0.00 18.05 ai560cm AIRGAS 08/25/2022 Regular 0.00 1,091.26 22222
9128687923 Invoice 08/05/2022 MEDICAL SUPPLIES 0.00 644.02 9990532817 Invoice 07/31/2022 MEDICAL SUPPLIES 0.00 447.24 at075cm AT & T -CALNET3 08/25/2022 Regular 0.00 1,314.04 22223 000018651403 Invoice 08/17/2022 UTILITIES - TELEPHONE 0.00 1,314.04 at110cm AT & T MOBILITY-287245897656 08/25/2022 Regular 0.00 144.47 22224 245897656X0817… Invoice 08/17/2022 UTILITIES - INTENET 0.00 144.47 ba002cm BAY CITIES JOINT POWER INSURANCE AUTHORITY 08/25/2022 Regular 0.00 3,389.78 22225 BCJPIA-2023-0042 Invoice 08/17/2022 WORKERS COMPENSATION CLAIMS 0.00 3,389.78 be001cm BENEFIT TRUST COMPANY 08/25/2022 Regular 0.00 1,273.74 22226 INV082322 Invoice 08/23/2022 FIRE DEPT OPEB 0.00 1,273.74 bo105cm BOUND TREE MEDICAL, LLC 08/25/2022 Regular 0.00 3,061.50 22227 84621905 Invoice 07/29/2022 MEDICAL SUPPLIES 0.00 2,924.90 84626971 Invoice 08/03/2022 MEDICAL SUPPLIES 0.00 51.84 84631305 Invoice 08/05/2022 MEDICAL SUPPLIES 0.00 84.76 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406708/25/2022 Regular 0.00 190.93 22228 0304067 081222 Invoice 08/12/2022 UTILITIES - INTENET 0.00 190.93 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount co001cm CORPORATE PAYMENT SYSTEMS 08/25/2022 Regular 0.00 18,645.71 22229 081222 STMT Invoice 08/12/2022 081222 STMT 0.00 18,645.71 da025cm D & K AUTO SERVICE 08/25/2022 Regular 0.00 950.00 22230 72238 Invoice 08/18/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 310.00 72245 Invoice 08/18/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 640.00 di001cm DIEGO TRUCK REPAIR, INC. 08/25/2022 Regular 0.00 4,119.25 22231 65060 Invoice 07/30/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 4,119.25 go031cm GOLDEN STATE EMERGENCY 08/25/2022 Regular 0.00 388.06 22232 CI035181 Invoice 08/11/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 388.06 ln075cm L.N. CURTIS & SONS 08/25/2022 Regular 0.00 145.84 22233 INV619514 Invoice 08/03/2022 MISCELLANEOUS SUPPLIES 0.00 145.84 ri003cm RICOH USA, INC. 08/25/2022 Regular 0.00 211.69 22235 106441400 Invoice 08/16/2022 PRIVATE CONTRACTUAL SERVICES 0.00 211.69 ta001cm TARGETSOLUTIONS 08/25/2022 Regular 0.00 368.65 22236 INV56202 Invoice 08/16/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 368.65 ma550cm MARIN MUNICIPAL WATER DISTRICT 09/01/2022 Regular 0.00 1,238.29 22237 107103 080922 Invoice 08/09/2022 UTILITIES - WATER 0.00 384.58 146154 081022 Invoice 08/10/2022 UTILITIES - WATER 0.00 342.76 177547 081122 Invoice 08/11/2022 UTILITIES - WATER 0.00 194.54 179110 081122 Invoice 08/11/2022 UTILITIES - WATER 0.00 218.44 347913 081022 Invoice 08/10/2022 UTILITIES - WATER 0.00 97.97 ch250cm WEX BANK 09/01/2022 Regular 0.00 2,651.86 22238 83126664 Invoice 08/23/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 2,651.86 CA067CM CA DEPT OF TAX AND FEE ADMIN #217-018496 09/01/2022 Regular 0.00 763.60 22239 0027116313 Invoice 09/01/2022 MISCELLANEOUS SUPPLIES 0.00 763.60 be001cm BENEFIT TRUST COMPANY 09/08/2022 Regular 0.00 636.87 22240 INV090722 Invoice 09/07/2022 FIRE DEPT OPEB 0.00 636.87 pa176cm PACIFIC GAS & ELECTRIC 09/08/2022 Regular 0.00 2,129.62 22242 1939277301-6 08… Invoice 09/08/2022 UTILITIES - ELECTRICITY 0.00 2,129.62 us001cm US BEHAVIORAL HEALTH PLAN, CA 09/08/2022 Regular 0.00 415.00 22243 SEPT 2022 Invoice 09/01/2022 OTHER EMPLOYEE BENEFITS 0.00 415.00 al001cm ALPINE SPRINGS WATER DISTRIBUTION 09/15/2022 Regular 0.00 12.00 22244 14202 Invoice 09/01/2022 BUILDING SUPPLIES 0.00 12.00
as101c ASTRO JUMP OF NORTHBAY 09/15/2022 Regular 0.00 389.00 22245 11018427 Invoice 09/14/2022 FIRE PREVENTION SUPPLIES 0.00 389.00 at075cm AT & T -CALNET3 09/15/2022 Regular 0.00 1,997.97 22246 000018725773 Invoice 09/02/2022 UTILITIES - TELEPHONE 0.00 175.49 000018725779 Invoice 09/02/2022 UTILITIES - TELEPHONE 0.00 388.95 000018726127 Invoice 09/02/2022 UTILITIES - TELEPHONE 0.00 1,406.98 000018727118 Invoice 09/03/2022 UTILITIES - TELEPHONE 0.00 26.55 at007cm AT&T MOBILITY 09/15/2022 Regular 0.00 862.44 22247 3876016X091020… Invoice 09/02/2022 UTILITIES - TELEPHONE 0.00 862.44 be053cm BERTRAND, FOX, ELLIOT, OSMAN & WENZEL 09/15/2022 Regular 0.00 1,451.25 22248 39003 Invoice 09/14/2022 GENERAL LEGAL COUNSEL 0.00 1,451.25 bi101cm BILLY BALDWIN 09/15/2022 Regular 0.00 44.70 22249 R39920 Invoice 09/13/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 44.70 bo105cm BOUND TREE MEDICAL, LLC 09/15/2022 Regular 0.00 3,409.39 22250 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 84651286 Invoice 09/14/2022 MEDICAL SUPPLIES 0.00 3,279.70 84657164 Invoice 09/14/2022 MEDICAL SUPPLIES 0.00 79.98 84659148 Invoice 09/14/2022 MEDICAL SUPPLIES 0.00 49.71 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406709/15/2022 Regular 0.00 118.60 22251 0055313 090222 Invoice 09/02/2022 UTILITIES - INTENET 0.00 118.60 di001cm DIEGO TRUCK REPAIR, INC. 09/15/2022 Regular 0.00 1,563.37 22252 65096 Invoice 09/14/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 637.14 65195 Invoice 09/14/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 926.23 fi045c FISHMAN SUPPLY CO. (FIRE-7762) 09/15/2022 Regular 0.00 1,109.14 22253 1360187 Invoice 09/14/2022 JANITORIAL SUPPLIES 0.00 1,109.14 ji101cm JIM CORBET'S ACE HARDWARE 09/15/2022 Regular 0.00 71.92 22254 696198 Invoice 09/14/2022 BUILDING SUPPLIES 0.00 30.62
696326 Invoice 09/07/2022 BUILDING SUPPLIES 0.00 41.30
fa056cm JUSTIN HILL 09/15/2022 Regular 0.00 1,391.02 22255 12379 Invoice 09/14/2022 OTHER EQUIPMENT/MAINTENANCE REPAIRS 0.00 1,391.02 ln075cm L.N. CURTIS & SONS 09/15/2022 Regular 0.00 474.22 22256 INV626800 Invoice 09/14/2022 PROTECTIVE UNIFORMS AND EQUIPMENT 0.00 225.16 INV627287 Invoice 09/14/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 249.06 ni002cm NICK BARBIERI TRUCKING, LLC 09/15/2022 Regular 0.00 3,977.45 22257 3230196 Invoice 09/14/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 3,977.45 ri003cm RICOH USA, INC. 09/15/2022 Regular 0.00 140.71 22258 5065448213 Invoice 09/01/2022 PRIVATE CONTRACTUAL SERVICES 0.00 10.50 5065514751 Invoice 09/04/2022 PRIVATE CONTRACTUAL SERVICES 0.00 130.21 ve002cm VERIZON WIRELESS - 670722771-00004 09/15/2022 Regular 0.00 786.89 22259 9915040279 Invoice 09/04/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 786.89 ai560cm AIRGAS 09/22/2022 Regular 0.00 447.24 22260
9991257299 Invoice 09/22/2022 MEDICAL SUPPLIES 0.00 447.24 al006cm ALAMEDA COUNTY FIRE DEPARTMENT 09/22/2022 Regular 0.00 2,829.38 22261 2022-23-040 Invoice 09/02/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 2,829.38 at075cm AT & T -CALNET3 09/22/2022 Regular 0.00 26.59 22262 000018729520 Invoice 09/04/2022 UTILITIES - TELEPHONE 0.00 26.59 at110cm AT & T MOBILITY-287245897656 09/22/2022 Regular 0.00 83.94 22263 45897656X09172… Invoice 09/09/2022 UTILITIES - TELEPHONE 0.00 83.94 be001cm BENEFIT TRUST COMPANY 09/22/2022 Regular 0.00 636.87 22264 INV092022 Invoice 09/20/2022 FIRE DEPT OPEB 0.00 636.87 bo105cm BOUND TREE MEDICAL, LLC 09/22/2022 Regular 0.00 138.13 22265 84667588 Invoice 09/22/2022 MEDICAL SUPPLIES 0.00 116.75 84669462 Invoice 09/01/2022 MEDICAL SUPPLIES 0.00 21.38 ca895c CASCADE FIRE EQUIPMENT 09/22/2022 Regular 0.00 384.21 22266 126459 Invoice 09/22/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 24.51 126670 Invoice 09/08/2022 OTHER CAPITAL EQUIPMENT 0.00 359.70 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406709/22/2022 Regular 0.00 1,017.76 22267 0304067 091222 Invoice 09/12/2022 UTILITIES - INTENET 0.00 282.80 0324040 091222 Invoice 09/12/2022 UTILITIES - INTENET 0.00 367.48 0424806 091222 Invoice 09/12/2022 UTILITIES - INTENET 0.00 367.48 da025cm D & K AUTO SERVICE 09/22/2022 Regular 0.00 254.25 22268 72388 Invoice 09/02/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 254.25 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount go300cm DAVID E GOODMAN MD, MSE, A PROFESSIONAL MEDICAL CORP 09/22/2022 Regular 0.00 213.78 22269 392230 Invoice 09/20/2022 YEARLY PHYSICALS 0.00 213.78
go031cm GOLDEN STATE EMERGENCY 09/22/2022 Regular 0.00 1,414.88 22270 CI035526 Invoice 09/01/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 81.04 CI035672 Invoice 09/12/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 1,333.84 pa026c MEAGHAN PANG 09/22/2022 Regular 0.00 46.69 22271 R39921 Invoice 09/20/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 46.69 ri003cm RICOH USA, INC. 09/22/2022 Regular 0.00 211.69 22272 106528251 Invoice 09/15/2022 PRIVATE CONTRACTUAL SERVICES 0.00 211.69 si101c SILVERADO AVIONICS INC. 09/22/2022 Regular 0.00 401.72 22273 2442 Invoice 09/16/2022 RADIO MAINTENANCE/REPAIR 0.00 401.72 st039cm STRYKER SALES CORPORATION 09/22/2022 Regular 0.00 3,274.20 22274 3876310 Invoice 09/01/2022 OTHER CONTRACT SERVICES 0.00 3,274.20 ms001cm MSA DENTAL POOL 09/27/2022 Regular 0.00 234.54 22275 10/2022 BENEFITS Invoice 09/27/2022 10/2022 BENEFITS 0.00 234.54 vi099cm VISION SERVICE PLAN (CA) 09/27/2022 Regular 0.00 18.05 22276 10/2022 BENEFITS Invoice 09/27/2022 10/2022 BENEFITS 0.00 18.05 al002cm ALL STARS TREE SERVICE 09/29/2022 Regular 0.00 13,850.00 22277 1757 Invoice 09/29/2022 VEGETATION MGMT SPECALISTS 0.00 1,000.00 1765 Invoice 09/29/2022 VEGETATION MGMT SPECALISTS 0.00 3,200.00 1771 Invoice 09/29/2022 VEGETATION MGMT SPECALISTS 0.00 3,800.00 1794 Invoice 09/08/2022 VEGETATION MGMT SPECALISTS 0.00 1,950.00 1798 Invoice 09/08/2022 VEGETATION MGMT SPECALISTS 0.00 1,400.00 1806 Invoice 09/21/2022 VEGETATION MGMT SPECALISTS 0.00 2,500.00 ba002cm BAY CITIES JOINT POWER INSURANCE AUTHORITY 09/29/2022 Regular 0.00 2,702.82 22278 BCJPIA-2023-0065 Invoice 09/15/2022 WORKERS COMPENSATION CLAIMS 0.00 2,702.82 co001cm CORPORATE PAYMENT SYSTEMS 09/29/2022 Regular 0.00 18,378.96 22279 09/2022 STMT Invoice 09/14/2022 09/2022 ST 0.00 18,378.96 fi0011cm FIRE ASIDE, INC. 09/29/2022 Regular 0.00 9,263.42 22280 INV-0053 Invoice 09/29/2022 VEGETATION MGMT SPECALISTS 0.00 381.50 INV-0054 Invoice 09/29/2022 VEGETATION MGMT SPECALISTS 0.00 8,881.92 ma345cm MARIN COUNTY TAX COLLECTOR- 09/29/2022 Regular 0.00 12.00 22281 2022-8852 Invoice 09/16/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 12.00 ra002cm RACHEL KERTZ CONSULTING, LLC 09/29/2022 Regular 0.00 6,300.00 22283 092022 Invoice 09/20/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 6,300.00 bw025c B.W.S. DISTRIBUTORS, INC. 10/06/2022 Regular 0.00 270.75 22284 278407 Invoice 10/04/2022 FIRE DEPT FUEL 0.00 270.75
be001cm BENEFIT TRUST COMPANY 10/06/2022 Regular 0.00 636.87 22285 INV100422 Invoice 10/04/2022 FIRE DEPT OPEB 0.00 636.87 bo105cm BOUND TREE MEDICAL, LLC 10/06/2022 Regular 0.00 3,122.14 22286 84674887 Invoice 10/04/2022 MEDICAL SUPPLIES 0.00 53.99 84676820 Invoice 10/04/2022 MEDICAL SUPPLIES 0.00 2,512.08 84684600 Invoice 10/04/2022 MEDICAL SUPPLIES 0.00 556.07 fi0011cm FIRE ASIDE, INC. 10/06/2022 Regular 0.00 1,912.00 22287 INV-0078 Invoice 10/05/2022 VEGETATION MGMT SPECALISTS 0.00 1,912.00 fi003cm FIRE INNOVATIONS 10/06/2022 Regular 0.00 354.60 22288 22-62677 Invoice 10/04/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 354.60 Check Report Date Range: 07/21/2022 - 10/31/2022
10/28/2022 11:06:52 AM Page 8 of 11
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount im218cm JUSTICE FAMILY ENTERPRISES INC 10/06/2022 Regular 0.00 15.60 22289 22-2614 Invoice 10/06/2022 BUILDING SUPPLIES 0.00 15.60 ln075cm L.N. CURTIS & SONS 10/06/2022 Regular 0.00 1,431.24 22290 751365 Invoice 10/04/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 1,196.25 752505 Invoice 10/04/2022 CLOTHING/DAILY UNIFORMS 0.00 234.99 pa176cm PACIFIC GAS & ELECTRIC 10/06/2022 Regular 0.00 2,511.35 22292 1939277301-6 09… Invoice 10/04/2022 UTILITIES - ELECTRICITY 0.00 2,511.35 us001cm US BEHAVIORAL HEALTH PLAN, CA 10/06/2022 Regular 0.00 415.00 22293 OCT 2022 Invoice 10/06/2022 OTHER EMPLOYEE BENEFITS 0.00 415.00 ch250cm WEX BANK 10/06/2022 Regular 0.00 3,061.98 22294 83769792 Invoice 10/05/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 3,061.98 al001cm ALPINE SPRINGS WATER DISTRIBUTION 10/13/2022 Regular 0.00 12.00 22295 14602 Invoice 10/01/2022 BUILDING SUPPLIES 0.00 12.00
be053cm BERTRAND, FOX, ELLIOT, OSMAN & WENZEL 10/13/2022 Regular 0.00 4,230.00 22296 39518 Invoice 10/03/2022 GENERAL LEGAL COUNSEL 0.00 4,230.00 bo105cm BOUND TREE MEDICAL, LLC 10/13/2022 Regular 0.00 3,813.97 22297 84572659 Invoice 10/11/2022 MEDICAL SUPPLIES 0.00 3,227.79 84695695 Invoice 10/11/2022 MEDICAL SUPPLIES 0.00 51.71 84697400 Invoice 10/11/2022 MEDICAL SUPPLIES 0.00 159.49 84704885 Invoice 10/11/2022 MEDICAL SUPPLIES 0.00 374.98 bu005cm BUCK'S SAW SERVICE, INC. 10/13/2022 Regular 0.00 325.48 22298 70732 Invoice 10/03/2022 TOOLS 0.00 325.48
co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406710/13/2022 Regular 0.00 118.65 22299 0055313 100222 Invoice 10/02/2022 UTILITIES - INTENET 0.00 118.65 da025cm D & K AUTO SERVICE 10/13/2022 Regular 0.00 393.41 22300 72588 Invoice 10/11/2022 VEHICLE MAINTENANCE AND REPAIRS 0.00 393.41 fi045c FISHMAN SUPPLY CO. (FIRE-7762) 10/13/2022 Regular 0.00 793.69 22301 1351983.1 Invoice 10/11/2022 JANITORIAL SUPPLIES 0.00 69.55 1370393 Invoice 10/11/2022 JANITORIAL SUPPLIES 0.00 724.14 fo002cm FORSTER & KROEGER LANDSCAPE MAINTENANCE 10/13/2022 Regular 0.00 850.00 22302 8321 Invoice 10/11/2022 VEGETATION MGMT SPECALISTS 0.00 850.00 go031cm GOLDEN STATE EMERGENCY 10/13/2022 Regular 0.00 344.76 22303 CI035890 Invoice 10/11/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 344.76 ji101cm JIM CORBET'S ACE HARDWARE 10/13/2022 Regular 0.00 184.96 22304 696549 Invoice 10/11/2022 VEHICLE SUPPLIES, PARTS/ EQUIP, FUEL/OIL,… 0.00 184.96 ln075cm L.N. CURTIS & SONS 10/13/2022 Regular 0.00 2,621.43 22305 INV632890 Invoice 10/11/2022 HYDRANTS/HOSES 0.00 1,948.80 INV635509 Invoice 10/11/2022 CLOTHING/DAILY UNIFORMS 0.00 235.63 INV636498 Invoice 10/11/2022 CLOTHING/DAILY UNIFORMS 0.00 437.00 le115c LEHR AUTO ELECTRIC 10/13/2022 Regular 0.00 1,683.17 22306 SI78971 Invoice 10/11/2022 TOOLS 0.00 1,683.17
le002cm LEXIPOL, LLC 10/13/2022 Regular 0.00 10,363.36 22307 INVLEX11606 Invoice 10/11/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 10,363.36 ma550cm MARIN MUNICIPAL WATER DISTRICT 10/13/2022 Regular 0.00 1,005.23 22308 131645 092222 Invoice 10/13/2022 UTILITIES - WATER 0.00 607.80 169024 092022 Invoice 10/12/2022 UTILITIES - WATER 0.00 195.10 443790 092222 Invoice 10/13/2022 UTILITIES - WATER 0.00 202.33 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount mu856cm MUNICIPALEMERGENCY SERVICES, INC 10/13/2022 Regular 0.00 4,588.34 22309 IN1769640 Invoice 10/11/2022 PROTECTIVE UNIFORMS AND EQUIPMENT 0.00 4,588.34 at075cm AT & T -CALNET3 10/20/2022 Regular 0.00 2,941.46 22310 000018793678 Invoice 10/20/2022 UTILITIES - TELEPHONE 0.00 1,291.55 000018871843 Invoice 10/02/2022 UTILITIES - TELEPHONE 0.00 358.36 000018872191 Invoice 10/02/2022 UTILITIES - TELEPHONE 0.00 1,291.55 at004cm AT&T MOBILITY - 287293876016 10/20/2022 Regular 0.00 1,041.10 22311 293876016X1010… Invoice 10/02/2022 UTILITIES - TELEPHONE 0.00 1,041.10 be001cm BENEFIT TRUST COMPANY 10/20/2022 Regular 0.00 636.87 22312 INV101722 Invoice 10/17/2022 FIRE DEPT OPEB 0.00 636.87 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406710/20/2022 Regular 0.00 217.60 22313 0324040 100722 Invoice 10/07/2022 UTILITIES - INTENET 0.00 217.60 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406710/20/2022 Regular 0.00 217.60 22314 0424806 100722 Invoice 10/07/2022 UTILITIES - INTENET 0.00 217.60 da002cm DAVIS SIGN COMPANY, INC. 10/20/2022 Regular 0.00 6,100.00 22315 35538 Invoice 10/20/2022 OTHER CONTRACT SERVICES 0.00 6,100.00 ni002cm NICK BARBIERI TRUCKING, LLC 10/20/2022 Regular 0.00 2,887.34 22316 3220933 Invoice 10/10/2022 FIRE DEPT FUEL 0.00 2,887.34 of029c OFFICE DEPOT-FIRE-89507905 FILE #81901 10/20/2022 Regular 0.00 455.40 22317 267548430001 Invoice 10/20/2022 OFFICE SUPPLIES 0.00 455.40 re024c RESOLVE INSURANCE SYSTEMS 10/20/2022 Regular 0.00 906.25 22318 SEPT 2022 Invoice 10/01/2022 OTHER CONTRACT SERVICES 0.00 906.25 ri003cm RICOH USA, INC. 10/20/2022 Regular 0.00 10.50 22319 5065666181 Invoice 10/01/2022 PRIVATE CONTRACTUAL SERVICES 0.00 10.50 st120cm STC, INC. 10/20/2022 Regular 0.00 104.50 22320
040043 Invoice 10/20/2022 TECHNOLOGY EQUIPMENT 0.00 104.50 ve002cm VERIZON WIRELESS - 670722771-00004 10/20/2022 Regular 0.00 811.33 22322 9917402524 Invoice 10/04/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 811.33 ms001cm MSA DENTAL POOL 10/26/2022 Regular 0.00 234.54 22323 11/2022 BENEFITS Invoice 10/26/2022 11/2022 BENEFITS 0.00 234.54 vi099cm VISION SERVICE PLAN (CA) 10/26/2022 Regular 0.00 18.05 22324 11/2022 BENEFITS Invoice 10/26/2022 11/2022 BENEFITS 0.00 18.05 ai560cm AIRGAS 10/27/2022 Regular 0.00 433.70 22325
9991972115 Invoice 10/27/2022 MEDICAL SUPPLIES 0.00 433.70 al002cm ALL STARS TREE SERVICE 10/27/2022 Regular 0.00 18,100.00 22326 1803 Invoice 10/27/2022 VEGETATION MGMT SPECALISTS 0.00 2,800.00 1804 Invoice 10/27/2022 VEGETATION MGMT SPECALISTS 0.00 1,500.00 1805 Invoice 10/27/2022 VEGETATION MGMT SPECALISTS 0.00 1,900.00 1817 Invoice 10/05/2022 VEGETATION MGMT SPECALISTS 0.00 2,900.00 1832 Invoice 10/11/2022 VEGETATION MGMT SPECALISTS 0.00 9,000.00 at075cm AT & T -CALNET3 10/27/2022 Regular 0.00 1,290.92 22327 000018941807 Invoice 10/17/2022 UTILITIES - TELEPHONE 0.00 1,290.92 at007cm AT&T MOBILITY 10/27/2022 Regular 0.00 175.43 22328 45897656X10172… Invoice 10/09/2022 MANANGEMENT INFO SYSTEMS/COMPUTER… 0.00 175.43 bo105cm BOUND TREE MEDICAL, LLC 10/27/2022 Regular 0.00 3,838.31 22329 84706705 Invoice 10/27/2022 MEDICAL SUPPLIES 0.00 952.35 84719615 Invoice 10/11/2022 MEDICAL SUPPLIES 0.00 1,710.33 Check Report Date Range: 07/21/2022 - 10/31/2022
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 84723093 Invoice 10/13/2022 MEDICAL SUPPLIES 0.00 20.79 84731864 Invoice 10/20/2022 MEDICAL SUPPLIES 0.00 1,154.84 ge425cm CHRISTOPHER GEUL 10/27/2022 Regular 0.00 181.96 22330 R39924 Invoice 10/12/2022 FIRE PREVENTION SUPPLIES 0.00 181.96 co165cm COMCAST - FIRE DEPT 0208565, 0055313, 030406710/27/2022 Regular 0.00 251.41 22331 0304067 101222 Invoice 10/12/2022 UTILITIES - INTENET 0.00 251.41 co001cm CORPORATE PAYMENT SYSTEMS 10/27/2022 Regular 0.00 16,794.59 22332 10/2022 STMT Invoice 10/27/2022 10/2022 STMT 0.00 16,794.59 fi0011cm FIRE ASIDE, INC. 10/27/2022 Regular 0.00 915.00 22333 INV-0084 Invoice 10/11/2022 VEGETATION MGMT SPECALISTS 0.00 915.00 fo001cm FOURTH STREET PRESS 10/27/2022 Regular 0.00 259.97 22334 27685 Invoice 10/19/2022 HIRING AND RECRUITMENT EXPENSES 0.00 259.97 jo001cm JONES GARAGE DOOR CO., INC. 10/27/2022 Regular 0.00 310.00 22335 50085 Invoice 10/04/2022 BUILDING MAINTENANCE - OTHER 0.00 310.00 ln075cm L.N. CURTIS & SONS 10/27/2022 Regular 0.00 587.84 22336 INV639905 Invoice 10/11/2022 CLOTHING/DAILY UNIFORMS 0.00 386.19 INV640255 Invoice 10/12/2022 CLOTHING/DAILY UNIFORMS 0.00 201.65 ma345cm MARIN COUNTY TAX COLLECTOR- 10/27/2022 Regular 0.00 460.00 22337 1026403 2022-88… Invoice 10/27/2022 TRAINING AND EDUCATION 0.00 222.00 1026417 2022-90… Invoice 10/07/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 150.00 1026513 2022-90… Invoice 10/14/2022 TRAINING AND EDUCATION 0.00 88.00 de021cm MICHELLE DETRICK 10/27/2022 Regular 0.00 2,429.79 22338 R37306 Invoice 10/14/2022 ADVANCE DISABILITY PAYMENTS 0.00 2,429.79 of029c OFFICE DEPOT-FIRE-89507905 FILE #81901 10/27/2022 Regular 0.00 65.82 22339 267847612001 Invoice 10/27/2022 OFFICE SUPPLIES 0.00 65.82 pa290cm PACON INTERIORS, INC 10/27/2022 Regular 0.00 3,350.00 22340 7442 Invoice 10/27/2022 BUILDING MAINTENANCE - OTHER 0.00 3,350.00 ra002cm RACHEL KERTZ CONSULTING, LLC 10/27/2022 Regular 0.00 4,200.00 22341 102022 Invoice 10/27/2022 NEIGHBORHOOD RESPONSE GROUP 0.00 4,200.00 ri042c RICOH USA, INC. (FIRE) 10/27/2022 Regular 0.00 212.18 22342 106616672 Invoice 10/14/2022 PRIVATE CONTRACTUAL SERVICES 0.00 212.18 Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code AP Bank Summary
Bank Drafts
EFT's
184
0 1
0 0

0.00 0.00

0.00 185 0.00
Payment
983,300.10

0.00 -759.88

0.00 0.00
982,540.22
Payable
Count
261
0 0
0 0
261
Check Report Date Range: 07/21/2022 - 10/31/2022
10/28/2022 11:06:52 AM Page 11 of 11
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
184
0 1
0 0

0.00 0.00

0.00 185 0.00
983,300.10

0.00 -759.88

0.00 0.00
982,540.22
261
0 0
0 0
261
Fund Name Period Amount
Fund Summary
99 POOLED CASH - OPERATING 7/2022 695,561.15
99 POOLED CASH - OPERATING 8/2022 84,463.08
99 POOLED CASH - OPERATING 9/2022 87,016.55
99 POOLED CASH - OPERATING 10/2022 115,499.44
982,540.22
1 VI.C.
1 DRAFT MINUTES OF AUGUST 11, 2022
2 3 REGULAR MEETING
4 OF THE
5 FIRE COUNCIL OF THE CENTRAL MARIN FIRE AUTHORITY
6 HELD VIA ZOOM VIDEOCONFERENCE
7 ON
8 THURSDAY, AUGUST 11, 2022
9 AT 6:30 P.M.
10 Or upon conclusion of the CMPA Police Council meeting, whichever is later 11 12
13 14 I. CALL TO ORDER, ROLL CALL AND PLEDGE OF ALLEGIANCE 15 The Regular Meeting of the Fire Council of the Central Marin Fire Authority was called to order at 6:30 p.m. 16 via Zoom videoconference.
17 18 COUNCIL MEMBERS PRESENT:
19 Eli Beckman, Council Chair, Town of Corte Madera
20 Fred Casissa, Alternate Council Member, Town of Corte Madera 21 Catherine Way, Council Member, City of Larkspur
22 Scot Candell, Alternate Council Member, City of Larkspur 23 24 COUNCIL MEMBERS ABSENT:
25 Kevin Haroff, Larkspur (Scot Candell attended as Alternate) 26 Bob Ravasio, Corte Madera (Fred Casissa attended as Alternate) 27 28 STAFF PRESENT:
29 Todd Cusimano, Corte Madera Town Manager
30 Dan Schwarz, Larkspur City Manager
31 Ruben Martin, Fire Chief
32 Daria Carrillo, Finance Manager
33 Nick Gabbard, Association Representative
34 Tom Bertrand, Authority Counsel
35 Rebecca Vaughn, Authority Clerk
36 37
38 II. URGENCY ACTION
39 40 A. Resolution No. 2022/05 – Authorizing remote teleconference meetings of the Central Marin Fire 41 Authority Council pursuant to Brown Act provisions
42 43 Authority Clerk Rebecca Vaughn introduced the item and presented the staff report. There were no 44 questions from the Council members or public comment. 45 46 ACTION: It was M/S/C (Casissa/Candell) to approve Resolution No. 2022/05 – Authorizing remote 47 teleconference meetings of the Central Marin Fire Authority Council pursuant to Brown Act provisions, 48 which carried by the following vote: Roll call vote: 4-0 in favor of the motion. (Ayes: Beckman, 2 1 Candell, Casissa, Way; Noes: None).
2 3 III. OPEN TIME FOR PUBLIC EXPRESSION
4 5 Emailed public comment was received from Dr. Bob Bundy and read into the record by Authority Clerk 6 Vaughn. The emailed correspondence can be viewed here. 7 8 IV. PRESENTATIONS:
9 10 A. Update On Recent Fire Academy
11 Presentation provided by Ruben Martin, Fire Chief
12 13 Chief Martin provided the following introduction: The Fire Department is frequently recruiting and he 14 wanted to provide an opportunity for the Fire Council and Executive Management team to learn more 15 about what they do at the Fire Department to onboard new members. Firefighter Paramedic Mike Zita 16 will provide the presentation. He is the lead Cadre member with the regional Marin County Fire 17 Academy, which works with all of the departments throughout the County and is the most efficient and 18 effective away to train all of the new firefighters. 19 20 Firefighter Paramedic Mike Zita introduced his presentation on the Marin County Regional Fire 21 Academy, where he discussed the purpose of the Academy, introduced the Central Marin Fire Authority’s 22 three new recruits: Ian Van Metre, Spencer Giansante, and Alex Miller, discussed the agencies involved 23 in the Academy, and the structure of the Academy throughout the 12 weeks of training. The presentation 24 concluded with photos and video of the Academy participants in action throughout their training. 25 26 The presentation slides provided by Firefighter Paramedic Zita can be viewed here. 27 28 Firefighter/Paramedic Zita and Chief Martin answered questions from Council. 29 No public comments were received from online attendees or via email. 30 31
32 33 V. REPORTS AND COMMENTS
34 35 A. COUNCIL MEMBERS:
36 No reports
37 38 B. MANAGEMENT COMMITTEE
39 Outgoing Corte Madera Town Manager Todd Cusimano introduced Interim Corte Madera Town 40 Manager, Adam Wolff.
41 42 C. CHIEF’S COMMENTS
43 Chief Martin provided the following updates:
44 • Provided an update on what has been going on around the State during wildfire season. There 45 are currently 8 active fires throughout the State. Cal Fire reports that around 180,000 acres have burned, and they have recorded approximately 5,000 that have ignited, since January 1st 46 . 47 • We have six members assigned to out of county incidents 48 • On the fire prevention side, regarding the Marin Wildfire Prevention Authority (MWPA):
49 inspections are still continuing. Staff are focusing on re-inspections, which are second and third 50 follow-ups. Then they will move on to voluntary abatements or enforcement, if needed. 3 • Regarding the Greater Ross Valley Shaded Fuel Break: that work began on August 3rd 1 in the San 2 Rafael cemetery / San Anselmo Sleepy Hollow area, and then they will move on to the Corte 3 Madera portion of the shaded fuel break, beginning in the Horse Hill area and behind the homes 4 that divide the Scotts Valley and Meadowcrest area.
5 • The Department is continuing to look at opportunities to improve shared services. Countywide, 6 the fire agencies are looking at shared services for Battalion Chief coverage to provide a safety 7 net in the event that one of the agencies gets overtaxed through incidents, injuries or the next 8 pandemic that may happen.
9 10 No public comments were received from online attendees or via email. 11 12
13 14 VI. CONSENT CALENDAR:
15 16 Chair Beckman asked if there were public comments or requests from Council or the public for removal of 17 items from the Consent Calendar. There were no comments received from online attendees and no comments 18 received by email, and there were no requests were received from the Council or the public to remove items 19 from the Consent Calendar.
20 21 Chair Beckman then called for a vote on the Consent Calendar. 22 MOTION: It was M/S/C (Casissa/Way) to approve Consent Calendar items VI A-C. 23 24 Roll call vote: 4-0 in favor of the motion. (Ayes: Beckman, Candell, Casissa, Way; Noes: None). 25 26 The approved Consent Calendar consisted of the following items:
27 28 A. Acknowledge and Accept Report on Preliminary Revenues and Expenditures for Fiscal Year 29 2021-2022
30 31 B. Acknowledge and File Accounts Payable Checks, May through July, 2022 and Transfers to 32 Payroll Account, May through July, 2022
33 34 C. Approve Minutes of May 12, 2022 Regular Fire Council Meeting 35 36
37 VII. BUSINESS ITEMS: None
38 39
40 41 VIII. ADJOURNMENT
42 Chair Beckman adjourned the Council meeting at 7:52 p.m. to the next regular meeting scheduled for 43 November 10, 2022.
44 45
46 ___________________________
47 Rebecca Vaughn, Authority Clerk
48 Central Marin Fire Council
1 VII.A.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
REPORT DATE: October 17, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Ruben Martin, Fire Chief
Dan Schwarz and Adam Wolff, Executive Management Team
Jeff Katz, COAR Design Group (Formerly JKA)
SUBJECT: Central Marin Fire Authority Facilities Needs Assessment Report ☼ ☼ ☼ ☼ ☼ ☼ ☼ ☼
RECOMMENDED ACTION:

Receive the Central Marin Fire Authority (CMFA) “Facilities Assessment” Report prepared by Jeff Katz Architecture (JKA). Council to discuss the report, ask questions, and provide feedback and/or direction.

INTRODUCTION:

In March 2021 CMFA contracted with JKA to perform a condition and needs assessments of all four of the CMFA fire stations (Corte Madera Station 13 and 14, Larkspur Station 15 and 16). The assessment included the general observations of each site, exterior and interior building conditions such as windows, doors, interior layouts, mechanical, plumbing, and ADA accessibility. The conclusions and/or findings of the assessment are included in the attached JKA Report.

BACKGROUND:

Fire stations are part of the critical infrastructure for the community and must be able to support the current and anticipated needs of the fire department along with the needs of our community in which they are located. The four Central Marin Fire Authority stations (two in Corte Madera and two in Larkspur) were constructed in various times throughout the history, beginning in the early 1900’s through 1998, to meet the growth and needs of both communities. 2 The following is a brief history and evolution of each of the buildings along with the essential emergency functions that they provide the community.

Fire Station 13 ~ 5600 Paradise Drive, Corte Madera
Fire Station 13 came into existence in the 1960’s as a garage(shed) to store a reserve fire engine as additional support equipment for the Corte Madera Fire Department, which was primarily made up of volunteer firefighters. As the community continued to grow in east Corte Madera and call volume increased; in 1966 Corte Madera built a public safety building that was staffed full time by a company officer (paid firefighter) and supplemented by volunteers. This building has been described as having 2 apparatus bays and a great room that accommodated a small kitchen, a dining room, and sleeping quarters.

In 1998 the Corte Madera Fire Department realized that paramedic services were needed, put a paramedic transport ambulance into service that was staffed by 2 firefighter-paramedics. Needing to improve both working and living conditions for a fully staffed 24 hours a day, 7-day a week functioning fire station, the Corte Madera Fire Department (Town of Corte Madera) demolished the 1966 building and constructed a new 3,045 square foot on-story, 2-apparatus bay fire station that housed a reserve fire engine (cross staffed by the paramedics), a paramedic transport ambulance, and 2 firefighter paramedics. The cross staffing of equipment model would place a vital piece of equipment (engine or ambulance) out of service. This model was in place until the beginning of consolidation talks and shared services with Larkspur Fire began in 2015.

Station 13 currently staffed full time with 3 persons per day (Fire Captain, Engineer, FirefighterParamedic), and houses Engine 13 and Engine 613 (Type 3 wildland engine), which is cross staffed during fire season.

Fire Station 14 ~ Central Marin Fire Headquarters ~ 342 Tamalpais Drive, Corte Madera The Corte Madera Fire Department Headquarters station was in various buildings from its inception in 1908. Some of the locations included the 1916 original fire station in Menke Square, adjacent to the Episcopal Church, and a new station that was built in 1931 at the corner of Willow and First Street (Tamalpais Drive), which is the current building housing Corte Madera Town Hall.

In 1966, The Corte Madera Fire Department moved into the new 7,100 square foot station located at 342 Tamalpais Drive, which served as a Public Safety Building providing facilities for both fire and law Enforcement. This building housed a variety of equipment throughout the years, such as a 2-person engine company, hose tender, reserve apparatus, and the administrative command staff.

Twin Cities Police (Central Marin Police Authority) officially moved out of the building in 2012.

In 2014, the paramedic ambulance that was located at Station 13 was relocated to Station 14 to be centrally located and to provide paramedic better service coverage within Corte Madera and portions of the Ross Valley. Station 14 facilities also served as office space for the Corte Madera Public Works Department from 2012-2019.
3 Corte Madera and Larkspur Fire Departments began shared services with the goal to consolidate fire and emergency services into one agency in 2015, which began the creation of Central Marin Fire Authority. Station 14 is the current headquarters for the Central Marin Fire Authority and is staffed full time by 2 Firefighter Paramedics on a rescue ambulance, 1 Battalion Chief (shift supervisor), 1 40-hour per week Administrative Battalion Chief, 1 Wildfire Hazard Mitigation Specialist, 1 Fire Inspector-Fire Investigator, 1 Administrative Assistant, 1 part-time paramedic quality improvement/nurse educator (CQI), and the Fire Chief.

Fire Station 15 ~ 420 Magnolia Ave, Larkspur, CA
The Larkspur Fire Department has a long-rooted history since its formation around 1908 as the Larkspur Association of Volunteer Firemen (LAVF). In the early days the only equipment the volunteers had was a hose cart, a bucket brigade, and no actual fire station. Around 1910 or so the volunteers were able to store their firefighting equipment at a small storage building located near the Larkspur Lumber yard. In researching the history of the Larkspur Fire Department, it was discovered that several locations served as the LAVF stations such as the old black smiths building (Silver Peso), and a building behind the current Larkspur City Hall in 2013 (home of the current Larkspur Library) with proceeds collected from dances at the “Rose Bowl”.

Station 15 was built in 1939 with proceeds also collected from the dances held at the “Rose Bowl”.

The building was designed to be architecturally compatible with City Hall, and originally contained an upstairs dorm and showers for up to six firefighters, a kitchen, a volunteer firefighters meeting room, and an apartment that housed the fire chief and his family. The downstairs had two fire apparatus bays and two jail holding cells, which were most likely used to contain inebriated Rose Bowl patrons. This station was the home Larkspur Fire Department Headquarters and Administration until the merger with the Corte Madera Fire Department creating CMFA.

Station 15 is currently staffed full time with 3 persons per day (Fire Captain, Engineer, FirefighterParamedic), and houses utility 15, Engine 15, and Water Tender 15 (cross staffed).

Fire Station 16 ~ 15 Barry Way, Greenbrae
Prior to the Greenbrae Hills being developed and before Larkspur operated a fire station in the area, there are documents showing that the areas fire protection was provided by the Green Brae Volunteer Fire Department. We believe that the volunteer company was housed out of the Green Brae Dairy, which is where most of the buildings were located aside from San Quentin Prison and the floating homes or arks along Corte Madera Creek.

Larkspur Fire Department built the original Station 2 located at 15 Barry Way in 1960 on a piece of property was donated to the City by the Shultz family. This station housed 1 fire engine and up to 2 firefighters daily. This station and personnel provided protection to the Greenbrae area until it was demolished and rebuilt with Station 16, which sits on the same parcel as the original station. 4 Construction for the new and modern station for its time began in 1989 and was completed in 1991.

Station 16 is currently staffed full time with 3 persons per day (Fire Captain, Engineer, FirefighterParamedic), and houses utility 16, Engine 16, Engine 616 (Type 3 Wildland Engine), which is cross staffed during fire season, Reserve Type I Engine, and the original Larkspur Ford Model T fire engine.

DISCUSSION:

Central Marin Fire Authority (CMFA) currently conducts all the emergency, fire prevention, support functions, and administrative operations from four (4) existing buildings located in both Corte Madera (2) and Larkspur (2). As an all-risk fire department, CMFA responds to approximately 3,700 calls for service annually, which include structure fires, vegetation fires, hazardous materials incidents, water rescue incidents, technical rescue (trail calls), vehicle accidents, storm related incidents, and medical aid calls. CMFA also operates a robust fire prevention bureau that provides the following services to the community: wildfire hazard mitigation, community disaster preparedness, assists the community development department with the project development review process, and public education programs on fire safety.

The intent of the facilities assessment study was to evaluate the current condition of all the facilities, what deficiencies are present, and make recommendations to what will be needed to bring all the facilities up to current critical infrastructure, seismic, and firefighter safety standards.

The study also evaluated what emergency services are provided from each station, type of apparatus being housed, and number of personnel working at the stations.

CONCLUSION:

During the facilities needs assessments there were several building code and functionality issues that were discovered in all four (4) of the buildings that will need to be addressed when the buildings are either renovated and/or rebuilt.

The first major issue is accessibility. Fire Stations, just as any non-residential type of building, need to be universally accessible in the public facing areas and for employees that require accommodation. Current federal and state codes require that space requirements in common areas such as restrooms, locker rooms, clear floor space at doorways and pathways around the station be fully accessible unless the local building official says otherwise.

Fire stations are unique in nature in that they are also utilized as living spaces for firefighters while on duty, which are comprised of a minimum of a 48-hour shift schedule. As living spaces or Roccupancies there were code deficiencies that were identified, such as non-operable windows in the dorms/sleeping areas that are required by code for means of egress during a fire event/incident, proper separations between the living areas and fire apparatus bays or the office spaces. Poor circulation and inefficient layouts plagued all the stations, with apparatus bays utilized as fitness 5 areas, laundry rooms, workshops, storage areas, and for the daily storage of firefighting personal protective equipment, which increases the exposure and cross contamination of cancer-causing particulates endangering the health and wellness of our first responders. The National Fire Protection Association (NFPA), industry standards, and best practices require the separation of these spaces.

Fire Stations are also considered to be “Essential Facilities” and are expected to withstand earthquakes and similar natural disasters so that they can continue to function as gathering spaces in an emergency. As such, seismically, they are built to a higher standard. Based on when the buildings were constructed, the assumption was made that they were not built to current seismic codes and would either require upgrades or a completely new structural frame to comply.

In general, it was determined that several upgrades and/or replacement of all of the facilities will be required in order for the fire stations to be functional and available to be utilized to provide emergency services to the community for the next 50 years.

FISCAL IMPACT:

Estimated cost - $56-$88 million.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

OPTIONS:

1. Accept the facilities assessment report.

2. Direct staff to reevaluate the report and provide other options.

3. Reject the report and findings.

ATTACHMENTS:

1. JKA Facilities Assessment Report

2. Preliminary Project Budget Projection
THIS ITEM HAS BEEN REVIEWED AND APPROVED BY THE EXECUTIVE MANAGER. 6 ATTACHMENT 1
JKA Facilities Assessment Report
1 Table of Contents
Tab 1 - General
Executive Summary
Purpose
Approach
Tab 2 - Fire Station 13
Conditions Narrative
Observations / Deficiencies
Conclusions
Tab 3 - Fire Station 14
Conditions Narrative
Observations / Deficiencies
Conclusions
Tab 4 - Fire Station 15
Conditions Narrative
Observations / Deficiencies
Conclusions
Tab 5 - Fire Station 16
Conditions Narrative
Observations / Deficiencies
Conclusions
Tab 6 - General Deficiencies
Revised: 10-27-21
2 Executive Summary
General
Station 14:

The age and condition of Station 14 does not
lend itself to a successful renovation. This is
largely due to its original design and use as
a joint Public Safety Building with both fire
and police functions with built-in security/
privacy separation. Our recommendation for
this building is to demolish and rebuild taking
into consideration future growth, better site
orientation and providing a complete station
designed to accommodate an engine or truck
company, ambulance and administration
functions.

Station 15:

The age and condition of Station 15 does not lend
itself to a successful renovation. Built in 1939, this
station is beyond its useful life as a modern fire
station. Our recommendation for this building is to
re-purpose the building, maintaining its historical
character and significance. The building could be
reimagined as a combination community space,
and museum featuring the rich history of fire
service in the community. The functional aspects
of the station could be combined with either
Station 14 or Station 13, most likely Station 14 as a
new headquarters facility.

Station 13:

Station 13 is currently marginally functional and
has staff safety concerns with no separation
between apparatus hot zone and the living
quarters. This, coupled with an awkward
site layout, proximity to a tidal wetlands and
flood zone, and lack of growth potential,
suggests this station should be planned for
future replacement. A replacement building
designed to today’s standards with flexibility for
future fire service trends on a more suitable site
will better serve the needs of the Central Marin
Fire Department and the community it serves.

Station 16:

Station 16 is reasonably functional with adequately sized apparatus bays and support spaces. There are several code and functional issues that could be addressed by renovation and could extend the useful life of this station for another ten-plus years, or perhaps longer. Ultimately there will come a time that this station too will require replacement whether on the same site or an alternate site, and the soils conditions will need to be addressed more robustly.

Introduction:

JKA was contracted to perform a conditions
assessment for each of the Central Marin Fire
Stations, Station 13 (Paradise Drive), Station
14 (Corte Madera), Station 15 (Downtown
Larkspur) and Station 16 (Greenbrae). The Site
assessments were performed on March 31st
and April 9th 2021. Additionally, we reviewed
the documents provided by City staff. The
station reviews included general observation of
site, exterior skin, windows, doors, interior walls,
doors, finishes, brief review of easily observable
mechanical, plumbing, and electrical, and
obvious ADA accessibility issues.

The conclusions for each fire station are listed
in summary on this page, and in further depth
in the balance of this report. A discussion of the
General Deficiencies is also included at the end
of this report.
3 Purpose
JKA was contracted by the Town of Corte
Madera to prepare a report which addresses
the current condition and operational
effectiveness of the Central Marin Fire
Department Fire Stations 13, 14, 15, and 16.

The intent of this report is to assess the current
conditions, operational deficiencies and
potential for improvements to the existing
stations. The goal of the report is to develop a
high-level overview to determine how best to
modify the existing stations to bring them into
compliance with current code and operational
requirements, meet today’s department needs
and extend the useful life of the stations for
30-50 years (if possible), or to recommend new
facilities to replace existing where warranted.

Additionally, if it is determined to not be feasible
to modify existing facilities, establish what the
program should be for a replacement station
at the current (or more likely another) location.

Actually identifying alternate site locations
and determining their feasibility for use as a fire
station site is not a part of this study.
4 Approach
Our team met on site with department
representatives on March 31, 2021. On this
day we discussed the department’s goals
for the study and long-term vision for the
stations. We then toured Stations 14 (Corte
Madera - headquarters) and 13 (Paradise
Drive) to evaluate the as-built conditions, take
photographic documentation, and complete
an evaluation of the condition of the building
elements and systems. Items reviewed
included, but are not limited to, site paving and
drainage, landscape and irrigation, structural
systems, exterior skin, windows, doors, interior
walls, finishes, mechanical, plumbing, and
electrical, and obvious ADA accessibility issues.

We met again on site with department
representatives on April 9, 2021. On this day
we toured Stations 16 (Greenbrae) and 15
(Downtown Larkspur) to evaluate the as-built
conditions, take photographic documentation,
and complete an evaluation of the condition
of the building elements and systems. Items
reviewed included, but are not limited to, site
paving and drainage, landscape, structural
systems, exterior skin, windows, doors, interior
walls, finishes, mechanical, plumbing, and
electrical, and obvious ADA accessibility issues.

During our site visits, no destructive testing
or probing was performed. The assessment
was visual and made from the ground, no
observation of roofs or roof conditions was
included. All internal areas of the building
were reviewed, but no furniture or other fixtures
on the interior were moved. The following
categories were considered in the condition
assessments:

Life Safety - Items requiring immediate attention
that could be dangerous or life threatening,
equipment or finishes that are past their useful
life and should be replaced immediately and
significant operational constraints.

Necessary Repair - Items requiring attention
relative to stabilization and protection of the
building elements, i.e., failure to undertake a
task could lead to accelerated deterioration
of other building components. These finishes
or equipment should be replaced within the
next 2-4 years, or sooner, if funding becomes
available.

Non-Critical Repairs - Functional considerations
and aesthetics. These are items requiring
attention relative to restoration or improvement
of building elements as well as landscaping.

Bringing the Mechanical, Plumbing, and
Electrical components up to current code
will not only extend the life of the buildings
an additional 30-50 years, it will help them to
function more effectively and efficiently. This
translates into reduced energy costs for the
Department and healthier living conditions for
the inhabitants and employees.
5 Fire Station 13: Conditions Narrative
6 Conditions Narrative
Fire Station 13, built in 1999, is a singlestory, wood framed structure, consisting of approximately 3,045 sf. The Apparatus Bay has
two drive-thru bays and currently houses 1 Type
3 Engine, electrical room, decontamination
area, laundry closet and a restroom with
shower area. The station also houses living
quarters to support a 3-shift squad of 3 people,
in 48-hour shifts. There is little storage in the
station and an 8’ by 30’ storage container
adjacent to the station provides storage for
hoses, flammable liquids cabinet, equipment
and supplies. The existing facility consists of
a variety of spaces with approximate square
footages shown below:

First Floor:

Apparatus Bay 1,400 SF
Kitchen/Dining 210 SF
Day Room 180 SF
Office 90 SF
Sleeping Quarters 464 SF
Restrooms 155 SF
Decon/Electrical/Laundry 110 SF
Storage Container 240 SF
Observations / Deficiencies
• The building site is adjacent to an apparent
tidal wetlands area, and sits within FEMA
Special Flood Hazard Area AE, the base
flood or 100-year flood, giving some concern
with rising sea water levels.
• The Fire Station lacks proper separation
between the apparatus bay and the
kitchen, dining, dayroom and dormitory
sleeping quarters which is a health concern
by modern standards.
• The office area is small but functional.
• The dormitory area consists of three
bedrooms, 9 lockers in the adjacent hallway
and one restroom/shower. Two of the
bedrooms each have two bunks, three
lockers and a desk.
• Current building code requires each
sleeping quarters to have 2 means of egress.

The bedrooms all have windows that appear
to have sill heights that do not meet the
code requirement for emergency egress
windows.
• The apparatus floor contains two drive-thru
40-ft deep bays, one of the bays has a small
tool area and work bench. The bay depth
will barely accommodate current Type 1
engines.
• HVAC systems & Lighting throughout the
station are serviceable although not up to
current energy efficiency standards.
• In general, the current layout of spaces,
while tight, does function fairly efficiently.
• Although the Fire Station has 3 shifts of
personnel, the kitchen layout does not
provide adequate cabinet/pantry space for
each of the three shifts.
• The fire station’s close proximity to a main
road and odd shaped site makes the ingress
and egress from the site awkward and site
circulation poor.
• The site does not provide a secure parking
area for staff separate from the public. This
is a security concern.
• The current site and building layout cannot
accommodate any size increase or
potential for future growth.
• The current station does not accommodate
fitness equipment and workout space on
site. Although the Department has, in the
past, utilized local Fitness Clubs for this
function, having space within the station
should be a goal of a new facility.

Conclusions
This station is small and marginally functional
however the main deficiencies are lack of
separation between the hot zone (apparatus
floor) and living quarters which will be difficult if
not impossible to resolve owing to the tightness
of every space in the building. The layout
of the building on this site makes it virtually
impossible to accommodate any growth or
expansion. In the short term the station can,
with some modifications, continue to operate
relatively efficiently, but in the longer term,
replacement of the station on a more suitable
site should be planned for.

Architecture
Fire Station 13
7 Photos
Fire Station 13
Apparatus Bay
Decon
Day Room Office Space Dorm Room Restroom + Shower
Storage Tool Area / Work Bench Kitchen / Dining
Patio
Patio
Apparatus Bay / Tool Area
Apparatus Bay / Tool Area
Apparatus Bay / Lockers / Exercise Space
Apparatus Bay / Lockers / Exercise Space
8 Aerial
Fire Station 13
Fire Station 13
PARADISE DR.

N
9 National Flood Hazard Layer FIRMette
0 250 500 1,000 1,500 2,000
Feet
Ü

SEE FIS REPORT FOR DETAILED LEGEND AND INDEX MAP FOR FIRM PANEL LAYOUT

SPECIAL FLOOD

HAZARD AREAS
Without Base Flood Elevation (BFE)
Zone A, V, A99
With BFE or Depth Zone AE, AO, AH, VE, AR
Regulatory Floodway

0.2% Annual Chance Flood Hazard, Areas
of 1% annual chance flood with average
depth less than one foot or with drainage
areas of less than one square mile Zone X
Future Conditions 1% Annual
Chance Flood Hazard Zone X
Area with Reduced Flood Risk due to
Levee. See Notes. Zone X
Area with Flood Risk due to Levee Zone D
NO SCREEN Area of Minimal Flood Hazard Zone X
Area of Undetermined Flood Hazard Zone D
Channel, Culvert, or Storm Sewer
Levee, Dike, or Floodwall
Cross Sections with 1% Annual Chance

17.5 Water Surface Elevation
Coastal Transect
Coastal Transect Baseline
Profile Baseline
Hydrographic Feature
Base Flood Elevation Line (BFE)
Effective LOMRs
Limit of Study
Jurisdiction Boundary
Digital Data Available
No Digital Data Available
Unmapped
This map complies with FEMA's standards for the use of
digital flood maps if it is not void as described below.

The basemap shown complies with FEMA's basemap
accuracy standards
The flood hazard information is derived directly from the authoritative NFHL web services provided by FEMA. This map was exported on 9/3/2021 at 2:45 PM and does not
reflect changes or amendments subsequent to this date and time. The NFHL and effective information may change or
become superseded by new data over time.

This map image is void if the one or more of the following map elements do not appear: basemap imagery, flood zone labels, legend, scale bar, map creation date, community identifiers, FIRM panel number, and FIRM effective date. Map images for unmapped and unmodernized areas cannot be used for
regulatory purposes.

Legend

OTHER AREAS OF

FLOOD HAZARD

OTHER AREAS

GENERAL

STRUCTURES
OTHER

FEATURES

MAP PANELS
8 B 20.2
The pin displayed on the map is an approximate
point selected by the user and does not represent
an authoritative property location.
1:6,000
122°30'43"W 37°55'25"N
122°30'5"W 37°54'57"N
Basemap: USGS National Map: Orthoimagery: Data refreshed October, 2020 FEMA Flood Zone
Fire Station 13
10 Fire Station 14: Conditions Narrative
11 Architecture
Fire Station 14
Conditions Narrative
Originally constructed in 1965 as a combined
police and fire public safety building, Fire
Station 14 is ready for replacement. It is a
two-story, wood framed, brick-clad building
with a combination of built-up roofing and
metal mansard roofing. The building currently
houses only the fire department and is the
headquarters station for the Central Marin Fire
Department. This station supports a 4-person
crew and has three single-deep apparatus
bays.

The building is approximately 7,100 square feet
and includes the following spaces:

First Floor:

Apparatus Bay
Kitchen
Dayroom/Dining
Restrooms
Common Areas
Storage
Office Space
Second Floor:

Three Dorm Rooms
Two Restrooms
Observations / Deficiencies
• The building layout is compromised due
to its original use as a combined Public
Safety Building where the police and fire
functions were separated for privacy and
security reasons. The resulting arrangement
of spaces is inefficient for daily activities
and compromises the building’s overall
functionality.
• The upper floor is limited in area housing only
sleeping quarters and restrooms. It is served
by two stairways and a single slide pole. The
station currently lacks an elevator for ADA
access to the second floor.
• Current building code requires each
sleeping quarters to have 2 means of egress.

The existing windows do not meet the code
requirement for emergency egress windows.
• There are no accessible restrooms.
• The Apparatus Bay is shallow in depth (~42
feet) and is not sufficient for a planned
future truck company.
• One of the bays has been converted to an
exercise space as there is no actual exercise
room in the station. This is no longer allowed
by current NFPA recommendations due to
the potential for contamination.
• Turnout lockers are located on the
Apparatus Bay floor, which is also no longer
allowed by current NFPA recommendations
due to the potential for contamination.
• A residential style washer and dryer is
located in a storage room off of the
apparatus bay floor. The storage room and
adjacent tool room are undersized and
cluttered.
• There is not proper separation between the
Apparatus Bay and the living quarters which
is a health concern by modern standards.

There is no decontamination area.
• The kitchen area is small, congested and
does not provide adequate cabinet/pantry
space for each of the three shifts.
• The existing generator does not provide
proper running time per current codes for
essential facilities and needs to be replaced.
• HVAC systems & Lighting throughout the
station are old and outdated technology
leading to excessive energy consumption.

The interior spaces experience a lot of
thermal stratification, leading to excess
energy usage.
• The facility does not have fencing securing it
from the public.
• There is currently inadequate lighting in the
parking area.

Conclusions
In general, the age and condition of the current
structure and materials does not lend itself to
renovation. In this case, it makes more logical
sense to demolish the station and rebuild taking
into consideration future growth, better site
orientation and providing a complete station
designed to accommodate an engine and/or
truck company, ambulance and administration
functions.
12 Photos
Fire Station 14
Driveway
Office Space / Apparatus Bay Conference / Day Room Conference Dorm Room Dorm Room Office Space I.T.

Apparatus Bay / Lockers Apparatus Bay / Lockers Apparatus Bay / Lockers / Exercise Space Laundry / Storage
Apparatus Driveway / Emergency Bunk
13 Aerial
Fire Station 14
Fire Station 14
WILLOW AVE.

TAMALPAIS DR.

PIXLEY AVE.

N
14 Fire Station 15: Conditions Narrative
15 Architecture
Fire Station 15
Conditions Narrative
The Larkspur Fire Station, now known as Central
Marin Fire Station 15, was built in 1939 with
proceeds from the Rosebowl dances fundraisers
put on by the Volunteer Fire Department
firefighters. At that time the fire chief lived on
the second floor, consequently the building
was designed with a mix of residential and
commercial Mission style details. The station ties
in architecturally with City Hall next door with
its Mission style false red tiled roof, the stucco
exterior, and the medallion and arches.

The building is a two-story, wood framed,
stucco-clad building with a combination of
built-up roofing and red tile mansard roofing.

The station is beyond its useful life as a modern
fire station. The apparatus bay doors are
extremely narrow by today’s standards and
provide a mere inch-and-a-half clearance on
either side of the two, Type 1 Engines housed
there. The two-wide, two-deep apparatus
bays also accommodate a utility pick-up truck
in one bay and an exercise area in the other.

Adjacent to this bay is a good-sized tool and
storage room.

The building is approximately 6,100 square feet
and includes the following spaces:

First Floor:

Office Space
Apparatus Bay
Tool Room
Restrooms
Storage
Second Floor:

Kitchen
Dayroom/Dining
Dorm Rooms
Restrooms
Common Areas
Museum Space
Observations / Deficiencies
• Current building code requires each
sleeping quarters to have 2 means of egress.

The existing windows do not appear to meet
the code requirement for emergency egress
windows.
• There are no accessible restrooms.
• The Apparatus Bay doors are extremely
narrow and insufficient for today’s
apparatus. The apparatus bays are doubledeep, back-in only, compounding the clearance issues.
• One of the rear bays has been converted
to an exercise space as there is no actual
exercise room in the station. This is no longer
allowed by current NFPA recommendations
due to the potential for contamination.
• Turnout lockers are located on the
Apparatus Bay floor, which is also no longer
allowed by current NFPA recommendations
due to the potential for contamination.

There is no decontamination area.
• The existing generator is shared with the
adjacent City Hall and does not provide
proper running time per current codes for
essential facilities.
• HVAC systems & Lighting throughout the
station are old and outdated technology
leading to excessive energy consumption.

The single pane windows appear to be
original and the building is far from energy
efficient by today’s standards.
• The upper floor houses sleeping quarters,
restrooms, kitchen, dining and dayroom,
offices and a room containing the
department’s museum collection. The
restrooms are residential in nature given the
area was originally the fire chief’s residence
and appear to be original.
• The kitchen is modest in size, contains a large
commercial 6-burner range with a flat top
and double ovens, but pantry storage seems
small for 3 shifts.
• The upper floor is served by two exterior
stairways, one interior stairway and a single
slide pole. One of the exterior wooden
stairways houses a BBQ which effectively
blocks that stairway as an exit and is a fire
hazard concern.
• The station currently lacks an elevator for
ADA access to the second floor.
• The current parking area, shared with the
adjacent City Hall, is undersized, unsecured
from the public with inadequate lighting in
the parking area.
• The current site and building layout cannot
accommodate any size increase or
potential for future growth.

Conclusions
The age and condition of Station 15 does not
lend itself to a successful renovation. Built in
1939, this station is beyond its useful life as a
modern fire station. Our recommendation
for this building is to re-purpose this building,
maintaining its historical character and
significance. The building could be reimagined
as a combination community space, and
museum featuring the rich history of fire service
in the community. The functional aspects of the
station could be combined with either Station
14 or Station 13, most likely Station 14 as a new
headquarters facility.
16 Photos
Fire Station 15
Parking Shared with City Hall
Slide Pole 2nd Floor
Entrance / Office Space Tool Area Storage / Lockers Museum Space Dorm Room Kitchen 2nd Floor Exterior Stairway
Apparatus Bay / Storage Apparatus Bay / Storage Tool Area / Slide Pole / Apparatus Bay / Exercise 17 Aerial
Fire Station 15
Fire Station 15
N
MAGNOLIA AVE.

KING ST.
18 Fire Station 16: Conditions Narrative
19 Architecture
Fire Station 16
Conditions Narrative
Originally constructed in 1992, Fire Station 16
is a two-story building. The apparatus bay is
constructed of concrete masonry units (CMU)
and steel roof trusses; the living quarters is wood
framed with CMU or plaster veneer and built-up
roofing. A steel framed, curtain walled ‘tower’
connects these two wings and houses a single
slide pole. This station supports a 4-person crew
and has two drive-thru double-deep apparatus
bays.

The building is approximately 7,100 square feet
and includes the following spaces:

First Floor: Second Floor
Apparatus Bay Three Dorm Rooms
Kitchen Two Restrooms
Dayroom/Dining Locker Room
Restroom
Common Areas
Storage
Office Space
Observations / Deficiencies
• The site paving is asphaltic concrete and is
in very poor condition.
• The facility does not have fencing securing
the rear parking area from the public.
• The existing generator does not appear
to be connected to the above ground
fuel storage and dispensing system and
consequently may not provide proper
running time per current codes for essential
facilities.
• There is a small separate modular-appearing
building that houses antique fire equipment.

This building does not appear to be
accessible.
• The station is built on concrete pilings due
to the poor soil conditions and the site is
experiencing subsidence of the adjacent
patios and walkways, causing many (most)
door thresholds to be non-compliant with
current ADA accessibility requirements.

Observations / Deficiencies
• The Apparatus Bay slab has apparent
extensive cracking that should be further
investigated.
• One of the rear bays has been converted
to an exercise space as there is no actual
exercise room in the station. This is no longer
allowed by current NFPA recommendations
due to the potential for contamination.
• Hose Racks in the Apparatus Bay reduce
clearance around equipment to less than
optimal dimensions.
• The Tool Room is small and crowded to
overflowing with tools machinery and
equipment.
• The “Safety Room” is crowded with mop
buckets equipment and supplies and is
blocking access to the emergency shower/
eyewash and intended decontamination
area.
• The Turn-Out Gear Room is open to the
Apparatus Bay which is also no longer
allowed by current NFPA recommendations
due to the potential for contamination.
• There was no apparent washer extractor for
turn-out gear, nor a gear drier or hose drier
which is inconsistent with modern fire station
design.
• The Lobby has a customer reception
counter and is open to a staff office. The
reception counter is not accessible from
either the lobby side or the office side.
• The combined Kitchen, Dining and Day
Room is adequately sized and opens out to
an adjacent patio with a BBQ and tables.

The Kitchen has two refrigerator freezers,
two pantries (not three) and a small broom
closet. The Kitchen cabinets and sink do not
meet current accessibility standards.
• The one first floor restroom appears to meet
current ADA accessibility standards however
no actual dimensions were checked.
• The upper floor is served by two stairways
and a single slide pole. The station currently
lacks an elevator for ADA access to the
second floor.
• The dorms each contain three bunks and a
desk.
• Current building code requires each
sleeping quarters to have 2 means of egress.

The existing dorm rooms have doors that
exit to a once exterior balcony that has now
been closed in. This area is now without the
requisite emergency egress window(s).
• There are no accessible restrooms at the
upper level.
• There is a residential washer and drier on the
upper floor balcony overlooking, and open
to, the Apparatus Bay which is a health
concern by modern standards.

Conclusions
In general, the current station does lend itself
to renovation for continued use. In this case,
additional study is warranted to ensure there
are no underlying major structural deficiencies.

If none are found it seems renovation could
extend the useful life of this station for another
ten-plus years, or perhaps longer. Some things,
like adding an elevator and reconfiguring the
dorm area restrooms, will be somewhat difficult
but are not insurmountable. Addressing the site
subsidence issues will also be difficult given the
site soils conditions and may only be a shortterm fix that will require ongoing maintenance and repairs. Ultimately there will come a time
that this station too will require replacement
whether on the same site or an alternate
site, and the soils conditions will need to be
addressed more robustly.
20 Photos
Fire Station 16
Generator
Apparatus Bay / Hose Racks
Safety Room Kitchen Office Space Restroom
Apparatus Bay / Turn-Out Gear Tool Area / Work Bench Laundry Fire Equipment Storage Building Apparatus Bay Apparatus Bay / Storage 21 Aerial
Fire Station 16
Fire Station 16
N

BARRY WAY
DRAKES LANDING RD.
22 In general, there are some functionality and
code issues that we observed in all four facilities
that will need to be addressed when the
buildings are remodeled or rebuilt.

The first major issue is accessibility. Fire Stations,
just as any non-residential type of building,
need to be universally accessible in the public
facing areas and for employees that require
accommodation. Current federal and state
codes require that space requirements in
common areas such as restrooms, locker rooms,
clear floor space at doorways and pathways
around the station. Current fire station design
assumes that all areas of the station are to
be fully accessible unless the local building
official says otherwise. Code requirements and
thoughtful design will drive the location and size
of the spaces in the redesign of the spaces.

Operable windows are a requirement within
R-occupancies, which are the sleeping areas
within the station. Most Dorms / sleeping areas
do not have the required exterior operable
windows for a means of egress during a fire
event.

We did not observe a fire separation between
occupancies R (dorm areas) and the
Apparatus Bay (S occupancy) or B (office
areas). This separation is required by current
fire life safety code and will need to be
incorporated into each facility by specified wall
construction details and doors that are meant
to keep a fire in progress contained within that
area without jumping to the separated area.

Generally, poor circulation and inefficient
layout plague all stations, these are easily
remedied in a newly designed station by
review of the existing program, code required
minimum dimensions, and incorporation of
desired items as described by the crew and
Fire Chief. Generally, it is preferable to keep
the dorm rooms in an area that is on the same
side as the common areas such as the kitchen,
dining room, and day room. Ancillary functions
such as laundry, workshop, fitness areas,
and the like can easily be separated by the
Apparatus Bay because of either noise, mess, or
both.

Currently at Station 16 there is no separation
between the apparatus bays/turnout room
and residential washer/dryer. Based on current
NFPA code, best practices, and to reduce the
possibility of contamination, it is best to place
these appliances in a separate room open
only to the residential areas. In addition, the
turnouts themselves should be stored in a room
separate from the Fire Apparatus to avoid
contamination with particulates.

Reducing energy usage is on everyone’s mind,
including recent changes to Title-24 California
Building Code. The mix of incandescent and
fluorescent lighting in the current stations should
be replaced with more efficient LED lighting
in order to reduce energy usage. In the same
vein, more efficient mechanical systems are
available that will further reduce the draw
on the system. Continuous rigid insulation
combined with batt insulation between studs in
the exterior walls and roof will further lessen the
need to heat and cool the spaces translating
to reduced energy bills for the stations.

Reducing water use goes hand in hand with
reduced energy use and can be addressed
with more efficient drip systems and drought
tolerant planting materials at all locations.

This could double as an educational tool
for children and adults alike, as a model for
landscaping yards efficiently.

None of the sites are secured by fencing, which
could become problematic in an emergency
situation where the apparatus would be
exiting quickly. Securing the site could be
accomplished in a variety of ways, ranging
from concrete masonry walls, to galvanized
metal fencing to the least expensive chain link
fencing. At the very minimum, the generator
and fueling areas should be secured from the
public to avoid potential injury or vandalism.

As Essential facilities, Fire Stations are expected
to withstand earthquakes and similar natural
disasters so that they can continue to function
as gathering spaces in an emergency situation.

As such, seismically, they are built to a higher
standard.

Not having complete as-builts on any of the
stations, or performing destructive testing, we
have to assume that they were not built to
current seismic codes and would either require
upgrades or a completely new structural frame
to comply.

Generator replacement would likely be
required at most, if not all, facilities. 72 hour
run time is the current requirement for essential
facilities, and none of the stations appear to
meet this requirement.

Vehicle exhaust system upgrades at all stations
are suggested for safety reasons. Obviously,
safety is of utmost concern in a fire station, and
having the latest, safest exhaust system goes
along with these values.

Station alerting was not observed but was
assumed to be working sufficiently having not
heard otherwise from the fire staff.

Size of Apparatus Bay doors seems to be
an issue at most stations. At Stations 13, 14
and 15 a ladder truck would not fit in the
existing Apparatus Bay. Station 16 might
work depending on site maneuvering space.

We suggest that the doors be replaced to
accommodate the largest size apparatus the
Fire Chief anticipates.

General Deficiencies
Standards Needing to be Addressed and
Incorporated into Station Renovations or
New Construction:
• NFPA 1500, Standard on Fire Department
Occupational Safety, Health, and Wellness
Program
• NFPA 1710, Standard for the Organization
and Deployment of Fire Suppression
Operations, Emergency Medical Operations,
and Special Operations to the Public by
Career Fire Departments
• NFPA 1851, Standard on Selection, Care,
and Maintenance of Protective Ensembles
for Structural Fire Fighting and Proximity Fire
Fighting
• NFPA 1221, Standard for the Installation,
Maintenance, and Use of Emergency
Services Communications Systems
• ADA - Americans with Disabilities Act
• California State Building Code
• Local Code and Zoning Ordinances
• Best practices for current Fire Station Design
STOR
100
PATIO
S01
STOR
137

ELECTRICAL
141
COMP
136

FITNESS PATIO
S04

GENERATOR
S03
HIGH
LOW

MODERAT
FE
FE
FE FE

JAN/LAUN
114

DAY ROOM
113
BUNK
118
BUNK
119
BUNK
120
BUNK
123
BUNK
124
BUNK
125
BUNK
126
BUNK
127
COMM
115
STOR
131

EMS STOR
130

CAPTAIN
116

CAPTAIN
117
LOBBY
101
OFFICE
102
DINING
111
RR
107
ACC. RR
122
RR
121
RR
128
RR
129 RR
138

SHOP / HOSE
135

FITNESS
134
BUNK
110
BUNK
109

KITCHEN
112
DECON
139

TURNOUT STOR
140

APP BAY
133
ROOF
132
HALL
105
HALL
106
HALL
104
HALL
103
HWH
108
Hot - High Hazard Transition - Moderate Hazard Cold - Low Hazard 29 ATTACHMENT 2
Preliminary Project Budget Projection
19-May-22

CENTRAL MARIN FIRE DEPARTMENT STATION ASSESSMENT STUDY
PRELIMINARY PROJECT BUDGET (Range)

PROJECTED STATION SIZE (REPLACEMENT)
Station 13 8,000 gsf
Station 14 12,000 gsf
Station 15 9,000 gsf
Station 16 9,000 gsf
38,000 gsf
item cost range low range high range
Construction Cost (Replacement) $1,100-$1,600/sf $41,800,000 $60,800,000 Construction Contingency 10-15% $4,180,000 $9,120,000
Furniture Cost - per station (Replacement) $125,000-$150,000 $500,000 $600,000 Arch & Eng Fees 10-12% $4,598,000 $8,390,400
Const'n Mgr Fees 10-12% $4,598,000 $8,390,400
Testing & Inspection per station $75k-$100k $300,000 $400,000 Special Inspection - ESB * $400-$500k $400,000 $500,000 Preliminary Project Budget Range $56,376,000 $88,200,800 Assumptions:

Competitive Bids by a Minimum of Five (5) Qualified Contractors Design Period of 12 Months
Escalation Included to Estimated Bid Date of March 2024 Construction Period of 24 Months
Special Inspection Assumes 1/2 Time Inspector; Double for Full-Time Contractor will have Full Access to Site During Normal Business Hours Contractor will be Required to Pay Prevailaing Wages
Project will not require LEED Certification
19-May-22

Page 2 ends

CENTRAL MARIN FIRE DEPARTMENT STATION ASSESSMENT STUDY
PRELIMINARY PROJECT BUDGET (Range)
Exclusions:

Escalation Beyond Estimated Bid Date of March 2024
Additional Escallation should be included if projects are phased over multiple years/bids Financing Costs
Bond Related Costs
Permit Fees
Utility Company Fees
Building Demolition
Hazardous Material Remediation
Unknown / Unforeseen Underground Conditions or Objects
Offsite Improvements
Traffic Signalization
Fire & All-Risk Insurance
Emergency Communications & Dispatch Equipment
Audio Visual Equipment
Computer & Telephone Equipment and Cabling
Exercise & Fitness Equipment
EOC Equipment and Supplies
Temporary Relocation Expenses
Moving Expenses

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.B.

REPORT DATE: October 10, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Ruben Martin, Fire Chief
SUBJECT: Receive Report on Termination of Dispatch Agreement with the Marin County Sheriff’s Office and Review Options to Move Forward
       
RECOMMENDED ACTION:

Receive report on termination of dispatch agreement with the Marin County Sheriff’s Office and review options to move forward. Direct staff as necessary related to next steps.

BACKGROUND/DISCUSSION:

Most Marin Fire agencies contract with the Marin County Sheriff’s Office (MCSO) for fire and Emergency Medical Services (EMS) dispatch. In September 2022, MCSO notified fire agencies of its intention to end the current agreement effective June 2023. Per the MOU, MCSO is only obligated to provide 180 days’ notice. Detailed discussions with MCSO regarding the timeline and logistics involved in separating law from fire and EMS dispatch are ongoing. During the most recent meeting the Sheriff has indicated his willingness to extend the deadline of June 2023, if progress and benchmarks are being met.

In FY 20-21, MCSO performed a true-up of its dispatch labor and technology costs. As a result, the cost of dispatch services to Fire agencies increased by about 33%1.

Fire agencies were already investigating other dispatch models including a regional arrangement with REDCOM, Sonoma County’s Fire and EMS dispatch JPA. MCFD and REDCOM jointly funded a feasibility study, performed by Federal Engineering, to assess the conditions under which Marin agencies could join the REDCOM JPA and take advantage of economies of scale such as shared administrative positions and technology.

1 Calculated using the FY 20-21 Fire agencies total cost allocation of $1,717,223 + 5% admin fee, compared with the same FY 21-22 costs of $2,251,268 + 5% admin fee.
2 One important aspect of a possible collaboration with REDCOM relates to its exclusive contract with American Medical Response (AMR) for ambulance services in Sonoma County, which includes the subsidized provision of dispatch services. In June 2021, AMR informed the working group that should Marin agencies join REDCOM and given that AMR does not have exclusive ambulance service in Marin, dispatch costs charged to Marin would reflect increased costs for overhead and profit margin2
. Given these revised budget projections, and due to legislative and physical space challenges as well increased costs, the working group decides to temporarily setaside the idea of a regional center until Marin agencies had established a sustainable dispatch model in Marin County.

Nevertheless, the Federal Engineering study provides useful information regarding the needs of a stand-alone Marin Fire & EMS dispatch, including a staffing and call volume analysis, which were used to derive the cost estimates below3.

Service Levels:

A Fire and EMS dispatch center, regardless of the governance model, would provide the following service-level enhancements, above and beyond what is currently provided by MCSO:

1. Closest Resource Concept: An independent Fire & EMS dispatch would allow geotracking of vehicles so that the closest unit is sent to an incident, for faster response. Due to security and software configuration issues, fire and EMS calls are not currently dispatched using closest resource concept.

2. Potential use of Emergency Fire Dispatch Protocol (EFD) similar to nationally adopted prearrival emergency medical dispatch programs this program provides consistent call taking and pre-arrival instructions for fire and rescue related incidents.

3. Command and Control: MCSO does not employ fire personnel, and instead calls staff as needed in the event of a fire or complex incident. With increased wildfire risk and accelerated rates of spread across the State, Command and Control would ensure faster and more appropriate response levels. Command and Control responsibilities would be added by Marin County Fire Department.

4. Technology and Analytics: The current computer-aid dispatch (CAD) does not provide the following necessary features (this list is not exhaustive):
a. Integration with CALFIRE and Sonoma County’s’ CADs, reducing reflex times for resources between Counties and the region, including air resources. b. IROC (Interagency Resource Ordering Capability) – a federal system used nationwide for resource ordering during large-scale events such as wildfires, earthquakes, floods or other major disaster.
c. Roll-out of already purchased First Watch software for EMS and Fire incident reporting. d. Support of Mobile Device Computing (MDC) and associated software integration such as Tablet Command.

5. Public Information: A Fire & EMS dispatch center would allow for better integration of early alert functions in collaboration with OES, and the ability to utilize multiple platforms 2 Under SB 438, Marin agencies are collectively or independently prohibited from contracting with a private ambulance provider. REDCOM predates SB 438 and is therefore exempt.
3 See Federal Engineering Feasibility study starting on p. 55 3 to ensure timely distribution of information to the public.

Governance:

There are two governance options currently being considered. Regardless of the selected model, SB 438 (2019) would prevent the (sub)contracting of emergency call processing with a privatesector organization. a) A new Joint Powers Authority to independently manage Fire and EMS dispatch. For comparison, Sonoma created REDCOM, a Fire and EMS dispatch JPA in 2002. Many other Fire and EMS dispatch JPAs exist across the State and the nation. Governance options will need to be developed in partnership with all member agencies. Under this option, employees would be offered a Defined Contribution Plan. b) MCFD provides fire and EMS dispatch services to the other Marin Fire agencies under a contract for services. All employees are County employees.

Cost Estimates: The figures presented here are preliminary only The cost estimates below rely on several assumptions:
 All Marin Fire agencies decide to join the new Fire and EMS dispatch  Costs are spread using CAD activity (this is the methodology currently used by MCSO  The existing CAD license is reconfigured to allow for a split configuration between Fire and law.
 The Fire & EMS dispatch is co-located to the south of the existing dispatch room at 1600 Los Gamos.
 8 dispatch stations (3 of which would serve as overflow / training)4  Several staffing models were considered5. A conservative option for budgeting purposes is 12 dispatchers and 4 Supervisors, which would provide the following 24X7 coverage:

Table 1: Fire & EMS Staffing Model
Supervisors Dispatchers Summer
(8am-8pm)
Command
& Control
Captains
Management (Office
Hours)
Day 7am-2pm 1 FTE 3 FTE 2 Clerks 1 FTE 1 Director,
1 Technical Manager
Day 2pm-7pm 1 FTE Mon-Thurs: 4 FTE
Fire-Sun: 5 FTE
2 Clerks 1 FTE 1 Director,
1 Technical Manager
Eve. 7pm-10pm 1 FTE Mon-Thurs: 3 FTE
Fri-Sun: 4 FTE
1 FTE
Night 10pm-7am 1 FTE 2 FTE 1 FTE
4 See Federal Engineering Feasibility Study p. 58
5 See Federal Engineering Feasibility study p. 59 & 60. 4 1. Estimated on-going annual cost:

Both the JPA and MCFD as contractor governance options would increase costs to all fire agencies above and beyond the current costs, by about 35% or 45% respectively. This cost increase is due to the need for a fully independently managed dispatch center (including a Director and Technical Manager) and the need to build in surge capacity. a) New JPA:

This option assumes all employees, with the exception of Command-and-Control staff which are Marin County employees, are offered a Defined Contribution Plan.

The numbers below assume a 23% benefit package.

Table 2: JPA estimated on-going (annual) cost by agency (for FY 22-23) Agencies CAD %
FY 22-23
MCSO
Costs
Fire & EMS
Dispatch Difference % Change
Central Marin FD 9.93% $254,713 $341,802 $87,089 34%
Kentfield FD 3.76% $96,248 $129,502 $33,254 35%
Mill Valley FD 5.87% $151,570 $202,002 $50,432 33%
Novato FD 22.24% $576,572 $765,206 $188,634 33%
Ross Valley FD 8.61% $225,338 $296,294 $70,956 31%
San Rafael FD 33.87% $857,735 $1,165,466 $307,731 36%
Southern Marin FD 11.30% $289,322 $388,922 $99,600 34%
Tiburon FD 4.4% $115,160 $151,554 $36,394 32%
Total: 100% $3,440,750
MCFD* $615,045 $1,071,250 $456,205 74%
Grand Total JPA: $4,512,000
*MCFD would cover Command & Control and Fire season upstaffing. Current on-going costs of $615,045 include on-going Woodacre dispatch costs and fee-for -service currently paid to MCSO. 5 b) MCFD contract for services: Under this governance option, all employees are County employees.

Table 3: MCFD contract estimated on-going (annual) cost by agency (for FY 22-23) Agencies
24M
CAD
Activity
CAD
%
FY 22-23
MCSO
Cost
County Difference % Change
Central Marin FD 6572 9.93% $254,713 $368,127 $113,414 45% Kentfield FD 2490 3.76% $96,248 $139,476 $43,288 45%
Mill Valley FD 3884 5.87% $151,570 $217,560 $65,990 44% Novato FD 14713 22.24% $576,572 $824,141 $247,569 43%
Ross Valley FD 5697 8.61% $225,338 $319,114 $93,776 42% San Rafael FD 22409 33.87% $857,735 $1,255,288 $397,493 46% Southern Marin FD 7478 11.30% $289,322 $418,876 $129,554 45% Tiburon FD 2914 4.40% $115,160 $163,226 $48,066 42%
Total: 66157 100% $3,705,750
MCFD n/a n/a $615,045 $1,071,250 $456,205 74%
Grand Total MCD
fee-for-service
$4,777,000
*MCFD would cover Command & Control and Fire season upstaffing. Current on-going costs of $615,045 include on-going Woodacre dispatch costs and fee-for-service currently paid to MCSO.

2. Estimated one-time costs: One-time implementation costs assume the new Fire & EMS dispatch center is co-located with MCSO at Los Gamos. Stand-alone one-time costs are much higher. 6-9 months of staff training time and implementation of new CAD configuration are also included here.

Table 4: Estimated one-time cost by agency
Agencies 24M CAD
Activity CAD % One-time Costs
Central Marin FD 6572 9.93% $149,009
Kentfield FD 2490 3.76% $56,457
Mill Valley FD 3884 5.87% $88,063
Novato FD 14713 22.24% $333,593
Ross Valley FD 5697 8.61% $129,170
San Rafael FD 22409 33.87% $508,087
Southern Marin FD 7478 11.30% $169,551
Tiburon FD 2914 4.40% $66,070
MCFD $1,500,000
Total: 66157 100% $3,000,000
6 SUMMARY:

In order to meet timelines associated with the Sheriffs notice, agencies will need to provide their intention to move forward with one of the two options presented above by December 1, 2022.

Currently most agencies have signaled that they would prefer a contract for services (option b).

We will return to your Board in as soon as possible with information on other agencies decisions, any developments and/or more information.

FISCAL IMPACT:

The receipt of this Staff Report does not have any associated fiscal impact. Both options for dispatch services are more expensive than the current option. Current cost estimates increase the annual cost for option A – a JPA by 34% or $87,089. The cost increase for Option B contract for services is 45% or $113,414. Both options have a one-time cost of $149,009. These increases are broken down by JPA member agencies below:

Option A - JPA
Agency Annual Cost Increase $87,089
Corte Madera $43,544.50
Larkspur $43,544.50
Option B – Contract for Services
Agency Annual Cost Increase $113,414
Corte Madera $56,707
Larkspur $56,707
ATTACHMENTS:

1. Letter from Marin County Sheriff Scardina dated 9/30/22

2. 2021 Dispatch MOU

3. Federal Engineering Feasibility Study
7 ATTACHMENT 1
Letter from Marin County Sheriff Scardina dated 9/30/22

10 ATTACHMENT 2
2021 Dispatch MOU

F'IRST AMENDMENT TO

PROFESSIONAL SERVICDS AGREEMENT
This First Amendment ("First Amendment") to Agrcement, dated as of {l}fttcg l7 ,20_41_-, is by and between the COLINTY OF MARIN (Tax I.D. Number 94-6000519), a political subdivision of the State of California (hereinafter refeued to as "COUNTY") acting by and through its Sheriffs Office and the CENTRAL MARIN FIRE DEPARTMENT for its Fire Depadment (hereinafter referrcd to as "AGENCY").

RECITALS
WHEREAS, COIINTY and AGENCY entered into that certain Agreement, dated Mnnqt rj 204_ for COUNTY to provide normal and customary services related to the pelformance of public safety cornmunications dispatching services, including, but not limited to emergency and routine calls for service, telephone answering selices, radio communications, and computer data entry reiated to said services; and
WI{EREAS the COI.INTY is required by policy to recover costs for ploviding services to other local government agencies; and
WHEREAS, in the judgment of the CO{INTY3d AGENCY, it is necessary and desirable to amend the Agreement to extend the term to JVVE.SA , 20 e.{ , and for additional compensation for these selices.

NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which ale hereby acknowledged, the parties hereto aglee as follows:

1. Section IV. A. of Exhibit A concenring Other General Provisions is hereby deleted and replaced with the following language:

A. This agreement shall commence on the date of initial contract execution, the term of which shall continue through June 30, 2022. No later than November 1,2021, representatives of COLINTY and AGENCY shall meet to decide whether to renew this, or a modified agreement to allow this agreement to terminate on Jtne30,2022, Should COTINTY and AGENCY agree to renew or modifu this agreement, the tetm of the new conhact shall commence July 1, 2022, and end June 30,2023.

Thereafter, the agreement will automatically renew fot a one (1) year period each and evely yeat, unless terminated by COLINTY or AGENCY, as described below.

COUNTY, AGENCY, and all other CONSORTIUM agencies shall have the right to tetminate this agreement, by giving wlitten notice of that intent to the other parties in the marner stated in Section IV(I) no later than December 30 of each calendar year. Once the required notice of intent to terminate has been provided to all parties, the agreement, along with all rights and obligations attached thereto, shall terminate effective June 30 the following calendar year. However, the parties' obligations to indemnify pursuant to this

Page 1 ends

Agreement, as specified in Section J, below, shall survive the ternination of this Agreement.

Notification by AGENCY or by any other CONSORTIUM agency of its intent to terminate this agreement shall result in a re-negotiation of the cost sharing formulas established by COUNTY and agreed to by AGENCY within thirty (30) calendar days of the written notice of intent to terminate being provided to all of the parties. The tevised cost sharing formula will account for the loss of revenue heretofore collected by COUNTY fi.om the terminating agencies and shall spread that cost between the remaining agencies on a prorated basis, The total amount of revenue collected shall continue to equal the full cost to COUNTY for providing the number of full time equivalent (FTE) employees and any additional administrative fees agteed to in this contract. At the conclusion of that re-negotiation, the remaining CONSORTIUM agencies may elect to renew the agreement, subject to the telms described above, or terminate the agreement, termination of which shall occut on the same date as the termination of the agency giving notice of intent to terminate in accordance with the immediately preceding paragraph. On the date of termination, the COUNTY shall immediately cease rendering the services required by this Agreement, and the following shall apply:

L AGENCY shall pay COLINTY atthe termination of the Agreement any and all bills outstanding for the services rendered by COIINTY to the date of termination pursuant to this Agreement. COI-INTY shall ftmish to AGENCIES such financial information as, inthe judgment of the AGENCY, is necessary to determine the amount due for the services rendercd by COUNTY. The foregoing is cumulative and does not affect any right or remedy which AGENCY or COUNTY may have in law or equity,

2. COLJNTY may terrninate its services under this Agreement upon one hundred and eighty (180) calendar days wlitten notice to the AGENCY, without liability for damages, if COLINTY is not compensated according to the provisions of the Agleement or upon any other material breach of the Agreement by AGENCY, provided that COUNTY has firstprovided AGENCY with a wlitten notice of any alleged breach, specifuing the natuie of the alleged breach and providing not less than twenty (20) working days within which tirne AGENCY may cure the alleged breach.

3. AGENCY may terminate its services under this Agreement upon one hundred and eighty (180) catendar days advance wriften notice to COIINTY, upon any material breach of the Agreement by COUNTY, prrovided that AGENCY has first provided COLINTY with a wlitten notice of any alleged breach, specifring the nature of the alleged breach and ploviding not less than twenty (20) working days within which time the COUNTY may cure the alleged breach.

2. Section IV. I, of Exhibit A concerning Other Genetal Provisions is hereby deleted and replaced with the foliowing language:

I. All notices and demands of any kind which either party rnay require or desire to serve on the other in connection with this Agteement must be served in writing either by personal service or by registered or certified mail, retmn receipt requested, and Page? of 6
K.
shall be deposited in the United States Mail with postage thereon fu1ly prepaid, and addressed to the party to be seled as follows:

If to COUNTY:

Board of Supervisors, County of Marin
Civic Center, Room 315
3501 Civic Center Drive
San Rafael, CA 94903
and to:

Sheriff, County of Marin
1600 Los Gamos Dr., Ste 200
San Rafael, CA 94903
If to AGENCY:

Rubon Martin, Fire Chief
Central Marin Fire Depaltment
34?Tamalpais Dr{ve
Corte Madera, CA 94925
Bach party shall provide the other with telephone and wtitten notice of any change of addless as soon as practicable, Notices given by personal delivery shall be effective imrnediately.

3. Section IV, K. of Exhibit A concerning Other General Provisions is hereby deleted and replaced with the following language:

RESPONSIBLE PARTIES
A.

B
Robert T. Doyle Sheriff Depaftment head 499-7250 507-4126 S dovle@rnarinsheriff,org Jamie Scardina Undersheriff Assistant dept. head 499-7249 507-4t26 J [email protected] Scott Hamington Cantain Bureau Commander 499-7469 507-4126 S han'[email protected] I-Ieather Costello Communications Division Manager 473-2304 499-3636 H, [email protected] Manager
927-s788
I
Ruben Martin Fit'e Chief Department head 927^5197 [email protected]

Page 3 ends

4. Section B of Exhibit B conceming Determination of Cost of Services is hereby deleted and replaced with the following language:
.,
Dgtermination "of Cost of Services.

COUNTY provides several types of seryices to local government agencies, including emergency teiephone answering and dispatching services, as well as providing local agencies with access to the CAD systern for use by those agencies personnel.

COUNTY owns, operates and maintains a Computer Aided Dispatch (CAD) system for use by agencies directly dispatched by MARIN COMM as well as for use by other agencies that operate their own dispatch center. Using data from the CAD information system (MIS), COTINTY will determine the amount of activity handled by MARIN COMM for AGENCY within their julisdiction for a twenty* four'(24) month per{od. This infornation is displayed in Appendix A, Section 2, in the columns labeled "24M CAD Activity", This activity is exclusive of any response to mutual aid request occuuing outside AGBNCY's jurisdictional boundary,
COUNTY utilizes formulas based on CAD activity to detennine the allocation of costs for services rendered to AGENCY and others by MARIN COMM. The costs of these services will be incotporated into the annual charge to AGENCY by COUNTY for selvices desuibed in Exhibit A. Appendix A of this Exhibit (B) contains the fiscal year 2020-2021 formulas and costs for AGENCY and others contracting for dispatching and/or CAD services.

The CAD activity data displayed in Appendix A, Section 2 in the column labeled *24M CAD Activity" of this EXHIBIT B will be refi'eshed each January and will include an accounting of all the CAD activity, as described in Section B, Paragraph 3, of this Exhibit B, for the two fu1l calendar yeals preceding that calculation.

AGENCY will pay COUNTY for AGENCY'S percentage of the cost of the CAD Service Maintenance Agreement, plus a five (5) percent adrninistlative fee as determined by the overall activity on the CAD system. Appendix A, Section 2, Column A displays the percentage of use of the CAD system for all entities operating fi'om the CAD systern.
ln addition to the CAD Service Maintenance Agreement, entities contracting for fire dispatch service will pay COLINTY for the full salary and benefit cost of twelve (12) full-time Corrmunications Dispatcher II employees, fifty percent cost for one (1) Technology Support Specialist III, and one (1) full-time Assistant Communications Manager plus a five percent (5%) administrative fee. Agency will pay COIINTY for the twelve (12) Cornmunications Dispatchers' contractually mandated holidays to be paid at one and a half times the dispatchers' base rate of pay in accordance to the dispatchers' Madn Association of Public Employees (MAPE) memorandum of understanding (MOU).

B.
1 3
4 5

Page 4 ends

a) Appendix A, Section 1 displays the personnel costs for FY 202A-202L b) Appendix A, Section2, Column C displays the overall CAD activity for fire departments and distlicts, law dispatch agencies, and identifies each AGENCY's respective petcentage of use of the full time employees mentioned in this section, and each AGENCY's share of that cost. c) Forthe city of Mill Valley, the total costs for services forthe fire department and the police departnrent are incotporated into their annual cost for dispatch service.
d) For the city of Sausalito, the fire depattment costs are included into the separate agreement between COUNTY and the Southem Marin Fire Protection AGENCY fol the term of their contract to provide fir'e and EMS service to the city of Sausalito.

7. CAD Enhqfrcements.
a) COTINTY will coordinate improvements and enhancernents to the CAD periodically.
b) If AGENCY or others benefit fr'om the imprnvement or enhancement, they will share in the cost of these changes with other agencies that benefit by the change. For exarnple, an enhancement that only benefits one agency will be paid for by that agency, but if the enhancement benefits all agencies, all will pay their share, based on the formula in Appendix A, Section 2, Column A.
c) Depending on how agencies are benefited by an enhancement or change in the CAD, COUNTY may develop a special formula to pay for that particular change, such as fir'e departments only, or grouping of police departments. d) In no circumstance will COI-INTY allow improvements ot enhancements to the CAD that will be paid for by AGENCY or others without the express wlitten consent of AGENCY'S authorized representative.

5. Appendix A of Exhibit B concertring Agencies Served and Cost for Services is hereby deleted and replaced with the following language:

APPENDIK A

AGENCIES SERVED AND COST FOR SERVICES
SECTION I _ PERSOIINEL
2,220,530 r71,026 2,337,556
Communications Dispatcher II (12 positions; fulI
saiary and benefits as of FY 2021-202?)
Assistant Communications Manager (1 position; full
salary and benefits as of FY 202I-2022)
Technology Services Specialist III (1 position; full
salary and benefits as FY 2021-22)
Fire F:rctor Dcscri Item Sul, Total

Page 5 ends

SECTION 2 -AGENCY COSTS (Excel spread sheet Mwin CAD Activity 24M-v2,1)

6. Except as expressly modified by this First Amendment, all of the tems and conditions of the Agt'eement are and remain in full force and effect. iN MTNESS WHEREOF, the parties hereto have executed this Agreement on the day here first above wlitten.
..COUNTY'

COTINTY OF MARIN
"AGENCY"

CENTRAL MARIN FIRE

DEPARTMENT
t- By:

Title: Title:

By signing above, signatory warrants and represents that he/she executed this Filst Amendment in his/her authorized capacity and that by his/hel signature on this First Amendment, he/she or the entity upon behalf of which helshe acted, execnted this First Amendment. i
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Page 6 ends

17 ATTACHMENT 3
Federal Engineering Feasibility Study
Prepared by:

Federal Engineering, Inc.
10560 Arrowhead Drive
Fairfax, VA 22030
703-359-8200
Redwood Empire Dispatch
Communications Authority
Fire & EMS Consolidation
Feasibility Study Report
FINAL
July 1, 2020
Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 2 of 97
Executive Summary
The Redwood Empire Dispatch Communications Authority (REDCOM) contracted with Federal Engineering (FE) to study the feasibility of REDCOM providing dispatch services for the sixteen (16) Marin County fire agencies. The scope of this study was to gather and analyze data and information to identify any roadblocks and requirements that must be considered to significantly expand REDCOM’s operation and geographic coverage. FE provides an assessment of the feasibility of this expansion with recommendations regarding management structure, workload, staffing, space, technology needs, and highlevel cost estimates in this report.

FE reviewed both the existing REDCOM Joint Powers Agreement (JPA) (Agreement) and the new state laws enacted in 2019 related to transferring 9-1-1 calls from a public agency.

FE’s assessment is that REDCOM can modify the Agreement to allow the Marin County fire agencies’ participation and complies with California Code to receive and dispatch fire and Emergency Medical Service (EMS) calls from Marin County.

FE interviewed individual and groups of stakeholders to identify service issues experienced by the Marin County fire agencies and requirements expressed for potential future dispatch services by REDCOM. The key operational areas noted include command and control, input in operations, mapping, and Computer Aided Dispatch (CAD) reporting, with the goal of facilitating cross-county interoperability, and improving response times as well as call processing time to bring the Marin County fire agencies more in line with industry standards.

There are some operational and technical concerns or limitations that will need to be addressed should REDCOM and the Marin County fire agencies decide to move forward with a transfer of dispatch services for these agencies.

The primary operational issue is the desire and need for REDCOM to become a command and control dispatch center. Marin County Fire is a contract county for the California Department of Forestry and Fire Protection (CAL FIRE), and Marin County fire agencies are requesting REDCOM to adopt the CAL FIRE command and control model for a dispatch center, staffed by fire captains, with field experience, in supervisory roles. Since fire captains work 24-hour shifts, there is a requirement for sleeping, cooking, and personal hygiene facilities adjacent to the dispatch center. Based on FE’s research, sleeping and personal hygiene facilities are not currently available in the building that REDCOM is housed in, and there is no available space in the building to construct such facilities. The command and control model is also different than the current REDCOM management structure, which utilizes dispatch professionals in the supervisory positions. An option would be a hybrid model for command and control at REDCOM through additional training Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 3 of 97
of its supervisory staff to meet the needs of Marin County fire agencies and the CAL FIRE contract.

Another option that REDCOM and the Marin County fire agencies may want to consider is to create a REDCOM-staffed communication center in Marin County (REDCOM Marin), managed by the REDCOM JPA, dispatching only Marin fire / EMS agencies. The best location for a new Marin County fire communications center would be in open space at the Marin County building located at 1600 Los Gamos Drive in San Rafael. FE provides a preliminary staffing analysis for this option and a discussion of differences between anticipated costs for a combined REDCOM model and a separate Marin County fire communications center model in this report.

FE estimated high-level costs that will be required for REDCOM to provide dispatch services for the Marin County fire agencies. FE’s goal is to provide cost considerations that will facilitate an eventual decision by REDCOM and the Marin fire agencies on whether it is in the interests of both parties to proceed with a transfer of dispatch services from the Marin County Sheriff’s Office (MCSO) and Woodacre Emergency Communication Center (WECC) to REDCOM.

FE reviewed the technology issues that will need to be addressed and provides high-level cost estimates associated with each technology area. In some areas, such as the addition of dispatch positions at REDCOM, plans are already in place to implement these projects.

However, FE identified high-level costs for these items so that they are not overlooked.

Allocation of specific costs between REDCOM and the Marin fire agencies will need to be negotiated should the Marin fire agencies decide to proceed with a transfer of dispatch services to REDCOM.

FE also computed the estimated high-level annual operational costs for each dispatch option based on the results of the staffing analysis, MCFD-recommended command staffing, and annual facility costs, in the case of a Marin Fire Dispatch Center.

The following table summarizes the estimated capital costs for technology areas and annual operational costs for each of the two dispatch options.

Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 4 of 97
Estimated High-level Costs
Cost Type REDCOM RECOM Marin
Capital Costs (Technology) $2,000,000.00 $2,600,000.00
Annual Labor Costs $2,228,933.00 $3,186,802.00
Annual Resource Bridge
Subscription $60,000.00 $60,000.00
Annual Facility Costs $165,900.00

TOTAL ESTIMATED
ANNUAL COST $2,288,933.00 $3,412,702.00
The primary technical issue that impacts the consolidation of dispatch services is the need to connect REDCOM to the Marin Emergency Radio Authority (MERA) trunked radio system. The radio consoles that are currently in use at REDCOM are provided by ModUcom and are not capable of directly connecting to the MERA radio system.

Alternative or upgraded radio consoles would need to be purchased and installed in at least three positions, but FE recommends that all radio consoles be replaced. Other technical areas to be discussed are:
• Expanding the footprint of the Sonoma CAD system
• The need for a single combined Geographic Information System (GIS) for Sonoma and Marin Counties for use by the Sonoma CAD system • Logging recorder capabilities to record the MERA radio talk groups at REDCOM
• The impending move to Next Generation 9-1-1 statewide To demonstrate the ability for REDCOM to accommodate the anticipated workload for an expanded fire communications center serving the two counties, FE calculated:
• The projected number of positions needed to handle the workload • The number of Full Time Equivalent (FTE) employees needed to staff the positions during normal, slow, and peak periods around the clock The calculations were made using industry standard estimating tools and are based on cited industry standards and best practices.

The following table displays the current REDCOM staffing.

Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 5 of 97
Authorized Positions - REDCOM
Job Title
Authorized
Employees -
Full Time
Actual
Employees -
Full Time
Authorized
Employees -
Part Time
Actual
Employees -
Part Time
Shift Supervisors 4 4 0 0
Telecommunicators 18 16 6 4
Total 22 20 6 4
FE calculated the recommended staffing for a combined Sonoma and Marin County fire / EMS operation based on our estimate of the combined call volume, 9-1-1 and ten-digit, using industry standard manpower forecasting tools. The following table displays the recommended staffing for a combined center.

Multi-Agency ECC
Position Title Total Number of
Employees
Supervisors 4
Dispatchers 20
Call Takers 9
Total PSAP Staff 33
Based on FE’s estimate, a combined REDCOM operation will require an additional 11 staff positions.

FE also calculated the minimum number of console positions that a combined center will need based on the historical busy day of week / time of day. The minimum number of required positions is nine, named positions in the following table. An additional five positions are recommended for extended operations, overflow, or training.

Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 6 of 97
Positions
# Position Type
1 Supervisor
2 REDCOM Dispatch
3 Control 2 Dispatcher
4 Control 3/4 Dispatcher
5 Fire 13 Dispatcher
6 Fire 14 Dispatcher
7 Call Taker 1
8 Call Taker 2
9 Call Taker 3
10 Overflow/Training 1
11 Overflow/Training 2
12 Overflow/Training 3
13 Overflow/Training 4
14 Overflow/Training 5
REDCOM currently has ten positions. REDCOM is in the preliminary design stage for an expansion of the communications center that will add four positions. Based on FE’s calculations, an expanded 14-position communications center will have enough telecommunicator consoles to accommodate the estimated combined call volume and allow enough additional consoles to accommodate expanded operations.

With the above issues addressed or mitigated and the financing determined, FE considers the addition of dispatching for the 16 Marin County fire agencies by REDCOM to be feasible.

In the final section of this report, FE identifies steps that should be taken if REDCOM and the Marin County fire agencies decide it is in their collective interest to pursue transitioning dispatch services for the Marin County fire agencies from MCSO / WECC to REDCOM.

The project phases required for a transition of dispatch services include:

Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 7 of 97
• Decision to Proceed:
o Marin County fire agencies decide if it is in their interest to proceed with a transfer of dispatch services
o If the Marin County fire agencies decide to proceed with a transition of their dispatch services, then they will need to have discussions with REDCOM to identify the support model to be pursed, e.g., REDCOM dispatch or a new Marin County fire dispatch center, the scope of services, and allocation of costs
• Governance:
o Two options to consider:
 Add Marin County to the JPA
 Negotiate a contract with the Marin County fire agencies for dispatching services
• Planning:
o Timeline
o Organization
o Finance
o Expansion of Facilities
o Personnel
o Technical Support
o Vendor Contracts
• Implementation:
o Designated project manager or management team
o Identification of affected stakeholders and member agency liaisons o Identification of risks
o Schedules of all plan paths:

Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 8 of 97
 Required vendor contracts
 Required technology upgrades and transition coordination  New employee hiring and training / certification
 Required GIS updates
 Provisioning the Sonoma County CAD for Marin operations, e.g. response plans
 CAD data import
 Facility changes
 Operational acclimation, training, and transition plans  Noted milestones and determination of decision points to proceed with or abandon a plan or the project with alternate paths defined • Cutover:
o New / revised policies and procedures in place
o Completion of training for all employees on Marin operations o CAD, 9-1-1, and radio consoles installed and operational o Functional testing of Sonoma County CAD to support Marin County fire dispatch
o Coordination with MCSO and WECC on the date and time of the cutover
o Development of a detailed cutover plan with rollback decision points o Coordination with the CA 9-1-1 Branch on transition of 9-1-1 trunks and speed dials
Redwood Empire Dispatch Communications Authority
Fire & EMS Consolidation Feasibility Study Report Final July 1, 2020 Page 9 of 97
Table of Contents
Executive Summary ...................................................................................................... 2

1. Background.................................................................................................... 15

2. Methodology .................................................................................................. 16

3. Marin County Fire Chiefs Association Goals .............................................. 18

4. Existing Conditions ....................................................................................... 20

4.1 REDCOM......................................................................................................... 20

4.1.1 Description....................................................................................................... 20

4.1.2 Control and Staffing ......................................................................................... 20

4.1.3 Call Processing................................................................................................ 21

4.1.4 Operations ....................................................................................................... 22

4.1.5 Budget ............................................................................................................. 22

4.1.6 Sonoma County Public Safety Technology...................................................... 23

4.1.6.1 Computer Aided Dispatch...............................................................................................23

4.1.6.2 Radio ...............................................................................................................................24

4.1.6.3 Mobile Technology..........................................................................................................24

4.1.6.4 Geographic Information System.....................................................................................24

4.1.6.5 Emergency Medical Dispatch..........................................................................................24

4.1.6.6 Station Alerting ...............................................................................................................25

4.1.6.7 Paging..............................................................................................................................25

4.1.6.8 Reporting.........................................................................................................................25

4.2 Marin County Public Safety Communications Center ...................................... 25

4.2.1 Description....................................................................................................... 25

4.2.2 Control and Staffing ......................................................................................... 26

4.2.3 Call Processing................................................................................................ 26

4.2.4 Operations ....................................................................................................... 27

4.2.5 Budget ............................................................................................................. 27

4.2.6 Marin County Public Safety Technology .......................................................... 27

4.2.6.1 CAD..................................................................................................................................27

4.2.6.2 Radio ...............................................................................................................................28 Redwood Empire Dispatch Communications Authority
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4.2.6.3 Mobile Technology..........................................................................................................29

4.2.6.4 GIS ...................................................................................................................................29

4.2.6.5 Emergency Medical Dispatch..........................................................................................29

4.2.6.6 Station Alerting ...............................................................................................................29

4.2.6.7 Paging..............................................................................................................................30

4.2.6.8 Reporting.........................................................................................................................30

4.3 Woodacre ........................................................................................................ 30

4.3.1 Description....................................................................................................... 30

4.3.2 Control and Staffing ......................................................................................... 31

4.3.3 Call Processing................................................................................................ 32

4.3.4 Operations ....................................................................................................... 32

4.3.5 Budget ............................................................................................................. 33

5. Staffing Analysis............................................................................................ 34

5.1 REDCOM......................................................................................................... 34

5.1.1 Operational Methodology................................................................................. 34

5.1.2 Workload Analysis and Staffing Review........................................................... 34

5.1.2.1 Performance Goals / Data...............................................................................................35

5.1.2.2 Phone Call Volume..........................................................................................................35

5.1.2.3 CAD Dispatch Statistics ...................................................................................................36

5.1.2.4 Staffing / Scheduling .......................................................................................................36

5.1.3 System Furniture Positions .............................................................................. 38

5.1.4 Current Hourly Pay Ranges ............................................................................. 39

5.2 Current Marin County Fire / EMS Dispatch Services ....................................... 40

5.2.1 Marin County Public Safety Communications Center ...................................... 40

5.2.1.1 Description......................................................................................................................40

5.2.1.2 Operational Methodology...............................................................................................40

5.2.2 Woodacre Emergency Communications Center.............................................. 40

5.2.2.1 Description......................................................................................................................41

5.2.2.2 Operational Methodology...............................................................................................41

5.2.2.3 Performance Goals / Data...............................................................................................41

5.2.2.4 Phone Call Volume..........................................................................................................41

5.3 Staffing Analysis – Combined REDCOM ......................................................... 42 Redwood Empire Dispatch Communications Authority
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5.3.1 Call Volume / Call Taking Function.................................................................. 42

5.3.2 Dispatching Function ....................................................................................... 46

5.3.3 Staffing / Scheduling........................................................................................ 50

5.3.3.1 Staffing Model.................................................................................................................50

5.3.3.2 Staffing Recommendation Methodology........................................................................50

5.3.3.3 Recommended Staffing Model .......................................................................................51

5.3.3.4 Staffing / Deployment – By Hour of the Day – Recommended ......................................53

5.3.4 Ancillary Functions........................................................................................... 54

5.3.4.1 Supervision Recommendation........................................................................................54

5.4 Stand-Alone Model – Marin County Fire / EMS ECC....................................... 55

5.4.1 Call Volume / Call Taking Function.................................................................. 56

5.4.2 Dispatching Function ....................................................................................... 58

5.4.3 Staffing / Scheduling........................................................................................ 59

5.4.4 Staffing / Deployment – By Hour of the Day – Recommended ........................ 61

5.4.5 Supervision Recommendation ......................................................................... 62

5.4.6 Function Descriptions / Titles........................................................................... 62

5.4.6.1 Director or Manager .......................................................................................................62

5.4.6.2 Deputy Director / Manager - Operations........................................................................63

5.4.6.3 Technology Manager ......................................................................................................63

5.4.6.4 GIS and Technology Support...........................................................................................63

5.4.6.5 Training Program Support...............................................................................................63

5.4.6.6 Quality Assurance Program Support...............................................................................63

5.4.6.7 Shift Supervisor...............................................................................................................64

5.4.6.8 Telecommunicators: Call Takers and / or Dispatchers ...................................................64

5.4.6.9 Administrative Support and other Ancillary Functions...................................................64

6. Potential Impacts of California State Law.................................................... 65

6.1 California Government Code Section 6500: Joint Powers Agreements........... 65

6.2 California Government Code Section 53110 (as amended by Senate Bill 438)65

7. Financial Assessment ................................................................................... 67

7.1 Reasons to Consider Transfer of Dispatch Services ....................................... 67

7.2 Types of Costs................................................................................................. 68

7.2.1 Capital Costs ................................................................................................... 68 Redwood Empire Dispatch Communications Authority
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7.2.2 Operational Costs ............................................................................................ 68

8. Capital Cost Estimate.................................................................................... 69

8.1 Combined REDCOM Emergency Communications Center ............................. 69

8.1.1 Computer Aided Dispatch................................................................................ 69

8.1.1.1 CAD Interfaces.................................................................................................................70

8.1.2 Tablet Command ............................................................................................. 71

8.1.3 Emergency Dispatch Protocols........................................................................ 71

8.1.4 Radio Dispatch Consoles................................................................................. 71

8.1.5 9-1-1 Telephone Routing ................................................................................. 73

8.1.6 9-1-1 Customer Premise Equipment................................................................ 73

8.1.7 Geographical Information Systems.................................................................. 73

8.1.8 System Furniture Positions .............................................................................. 74

8.1.9 Switched Ethernet Circuit................................................................................. 75

8.1.10 Hospital Status Reporting ................................................................................ 75

8.1.11 Historical CAD Data Import.............................................................................. 75

8.1.12 Technology Areas with No Additional Cost...................................................... 75

8.1.12.2 CAD Server Hardware and SQL Licenses.....................................................................76

8.1.12.3 Logging Recorders.......................................................................................................76

8.1.12.4 Radio System and Infrastructure ................................................................................76

8.1.12.5 Interagency Resource Ordering Capability .................................................................76

8.1.12.6 Personnel Paging and Notification..............................................................................77

8.1.12.7 Reporting.....................................................................................................................77

8.1.12.8 PulsePoint ...................................................................................................................77

8.1.12.9 CAL FIRE Microwave Intercom System .......................................................................77

8.1.13 REDCOM ECC Estimated Cost Summary....................................................... 78

8.2 New Fire Dispatch Center in Marin County...................................................... 78

8.2.1 Facility.............................................................................................................. 79

8.2.2 Computer Aided Dispatch................................................................................ 80

8.2.3 Emergency Dispatch Protocols........................................................................ 80

8.2.4 Radio Dispatch Consoles................................................................................. 80

8.2.5 9-1-1 Customer Premise Equipment................................................................ 80

8.2.6 Logging Recorders........................................................................................... 81 Redwood Empire Dispatch Communications Authority
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8.2.7 System Furniture Positions .............................................................................. 81

8.2.8 Office Furniture ................................................................................................ 81

8.2.9 CAL FIRE Microwave Intercom System........................................................... 82

8.2.10 Marin County Fire Dispatch Estimated Cost Summary.................................... 82

9. Operational Cost Estimates .......................................................................... 83

9.1 Estimated Annual Subscription Costs.............................................................. 83

9.2 Estimated Labor Costs..................................................................................... 83

9.2.1 REDCOM ECC ................................................................................................ 84

9.2.2 REDCOM Marin............................................................................................... 84

9.2.2.1 Annual Labor Cost...........................................................................................................84

9.2.2.2 Annual Facility Cost.........................................................................................................85

9.2.2.3 Total Annual Cost............................................................................................................86

9.3 Dispatch Center Funding Models..................................................................... 86

9.3.1 REDCOM......................................................................................................... 86

9.3.2 MCSO.............................................................................................................. 86

9.3.3 Comparison of Operational Costs.................................................................... 87

10. Findings.......................................................................................................... 88

10.1 Governance ..................................................................................................... 89

10.2 Staffing............................................................................................................. 90

10.3 Facility.............................................................................................................. 90

10.4 Technology ...................................................................................................... 90

11. Next Steps - Implementation Outline for Recommendations..................... 92

11.1 Decision to Proceed......................................................................................... 92

11.2 Governance Phase .......................................................................................... 92

11.2.1 Adding Marin County to the JPA...................................................................... 93

11.2.2 Developing a Contract for Service with the Marin County Fire Agencies......... 93

11.3 Planning Phase................................................................................................ 94

11.4 Implementation Phase ..................................................................................... 96

11.5 Cutover Phase ................................................................................................. 97 List of Tables
Table 1 - Total Call Volume - REDCOM........................................................................ 36 Redwood Empire Dispatch Communications Authority
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Table 2 – Total REDCOM CAD Incident Statistics ........................................................ 36 Table 3 – REDCOM Authorized Positions – PSAP Only............................................... 37 Table 4 – REDCOM Minimum Staffing.......................................................................... 38 Table 5 – REDCOM Typical Staffing............................................................................. 38 Table 6 – REDCOM System Furniture Positions........................................................... 39 Table 7 – 2020 Hourly Pay Ranges - REDCOM ........................................................... 40 Table 8 – 9-1-1 Call Volume – WECC........................................................................... 41 Table 9 – Estimated Combined Center Call Volume ..................................................... 43 Table 10 – Estimated Hourly Call Volume – Combined Center..................................... 44 Table 11 – Combined Center Fire / EMS Incidents ....................................................... 46 Table 12 – Workstation Distribution – Recommended .................................................. 48 Table 13 - Multi-Agency ECC Staffing – Recommended............................................... 52 Table 14 – Recommended Combined ECC Staffing by Hour – Recommended ........... 53 Table 15 – Estimated Marin County Fire / EMS Phone Calls........................................ 56 Table 16 – Estimated Hourly Call Volume – Marin County Fire / EMS ECC ................. 57 Table 17 – Marin Fire / EMS Positions.......................................................................... 58 Table 18 - Stand-Alone ECC Staffing – Recommended................................................ 59 Table 19 – Recommended Stand-alone ECC Staffing by Hour..................................... 61 Table 20 - High-level REDCOM Technology Budgetary Estimated Cost ...................... 78 Table 21 - High-level RECOM Marin Estimated Technology Costs .............................. 82 Table 22 – Combined REDCOM Dispatch Staffing Estimated Cost.............................. 84 Table 23 – REDCOM Marin Estimated Staffing Cost .................................................... 85 Table 24 – REDCOM Marin Estimated Annual Cost ..................................................... 86 Table 25 - Comparison of REDCOM, REDCOM Marin, and MCSO Estimated Cost per Call................................................................................................................................ 87 Redwood Empire Dispatch Communications Authority
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1. Background
The Redwood Empire Dispatch Communications Authority (REDCOM) is a Joint Powers Authority (JPA) established in 2002 under the California Joint Exercise of Powers Act to provide centralized emergency Fire and Emergency Medical Services (EMS) dispatching to emergency response agencies within Sonoma County. REDCOM is governed by a seven-member Board of Directors (BOD) and has contracted with a private company, American Medical Response (AMR) West, to provide dispatch operations. REDCOM currently provides E9-1-1 call taking and dispatching for 31 public and private agencies in Sonoma County. In October 2018, REDCOM was approached by representatives from the Marin County Fire Chiefs Association requesting to begin discussions regarding E9-1-1 call taking and dispatching services by REDCOM.

REDCOM is evaluating the possible inclusion of an additional 16 Fire and EMS agencies operating in Marin County, CA. Marin County fire and EMS agencies are currently dispatched from two centers:
• Marin County Sheriff’s Office (MCSO) on a fee schedule based on Computer Aided Dispatch (CAD) activity
• Marin County Fire Department, Woodacre Emergency Command Center (WECC). Marin County Fire is one of six Contract Counties to CAL FIRE providing state mission responsibilities, including dispatch services, in Marin County
FE was contracted by REDCOM to provide professional services to assist them in determining the capability for REDCOM to incorporate Marin County Fire and EMS agencies into its service delivery model.

In addition to determining the feasibility and capability for REDCOM to provide dispatch services to the Marin County fire and EMS agencies, the project also includes an assessment and recommendations for organizational changes that may be required, such as:
• Inclusion of Marin County fire and EMS agencies in the existing REDCOM JPA • Restructuring the REDCOM JPA and governance
• The formation of a new JPA
• Contracting of services
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2. Methodology
FE approached this project using a discovery process in which statistical, demographic, technology inventory, budgets, contracts, JPAs, and associated documents are gathered and analyzed. Observation sessions with REDCOM and the Marin County Public Safety Answering Points (PSAP) were conducted to assist FE in understanding the current operational methodologies and workflow processes. Interviews with individual decision makers and group interviews with stakeholders, and the response agencies, provided critical insight into the concerns and expectations of those affected by any change in the current organizational structures and operations.

On February 11, 2020, a project initiation meeting was held to confirm the project scope, schedule, discuss FE’s project methodology, and confirm the schedule for the interviews, focus groups and observations. REDCOM, Marin fire agency representatives, and the FE team confirmed mutual agreement regarding the expected report deliverable content, proposed review process and acceptance, and the final presentation. Following the initiation meeting the FE team began the discovery process through focus group meetings, PSAP observations, and individual interviews that took place February 11 through February 14, 2020.

The following groups and staff / positions were interviewed and / or contributed their input to this assessment:
• Focus Group Sessions:
o REDCOM Management
o Marin County Fire Chiefs
o Technology Managers
• PSAP Observations:
o REDCOM
o MCSO
o WECC
• Interviews:
o Jason Weber, Marin County Fire Chief
o K.T. McNulty, REDCOM Executive Director
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o Heather Costello, MCSO Executive Director
In addition, FE made a brief presentation of the project methodology, deliverables, and schedule to the REDCOM BOD during their regularly scheduled meeting on February 13, 2020.

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3. Marin County Fire Chiefs Association Goals
The Marin County Fire Chiefs that FE met with during focus groups and interviews expressed the following goals they wanted to assess in evaluating dispatch services from MSCO and REDCOM:
• Call processing:
o Call handling performance, e.g., call transfer time from primary to secondary PSAP
o Publish call performance measures on a monthly basis
o Meet or exceed national standards
• CAD statistical reporting:
o Monthly statistical reports
o Routine management reports
o Ad hoc queries and reports
o Management dashboards
• Establishment of a Fire Command Center:
o The communications center would follow the CAL FIRE Command Center model
o The difference between a Dispatch Center and Command Center is that a Command Center is the Incident Commander of an incident until a command structure is established at the scene and an Incident Commander is announced. This allows the Command Center to augment or amend the assignment as needed from gathered information. A qualified fire officer is always on duty o Due to the extended duty periods, e.g., 24 hours, rest and shower facilities in proximity to the dispatch center are required o Duties of the Command Center Fire Officer:
 Move up and cover
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 Preposition resources (Red Flag)
 Ability to modify responses
 Mutual aid / call backs
 Anticipate additional resource requests
 Knowledge of air assets
 Provide information, planning, and logistical support for new and emerging incidents
• Technology Support:
o Support for the implementation of Marin County fire agencies’ objectives and initiatives, e.g., Automatic Vehicle Location (AVL) location of units and proximity dispatch, full Tablet Command integration, and future integrations
o Support from a proactive technology team that will assist with the evaluation of new public safety technology that can provide enhanced responses and service levels. Support would include identification of technology hurdles for implementation, alternatives, costs, and implementations timelines
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4. Existing Conditions
FE’s first task was to evaluate the existing conditions at the three communications centers, REDCOM, WECC, and the MCSO’s Public Safety Communications Center (PSCC). Areas evaluated included:
• Organizational structures
• Existing governance models
• Contracts for service
• Physical location and infrastructure of the dispatch centers • Services currently being provided
• Cost structure
• Legal barriers
• Staffing models
• Command and control
• Technology barriers

4.1 REDCOM

4.1.1 Description
REDCOM is a JPA, established in 2002 under the California Joint Exercise of Powers Act, to provide centralized emergency Fire and EMS dispatch services to emergency response agencies within Sonoma County. REDCOM is governed by a seven-member BOD and contracts with a private company, AMR West to provide dispatch services for the participating agencies. REDCOM currently provides 9-1-1 call taking and dispatching for 31 public and private fire and EMS agencies in Sonoma County. REDCOM is located within the Sonoma County Sheriff’s facility on Ventura Avenue in Santa Rosa, CA.

4.1.2 Control and Staffing
REDCOM has ten workstations on the dispatch floor. All positions are identical, allowing telecommunicators to sit at any position to work. With a minimum staffing of five telecommunicators, this allows enough additional positions to accommodate broken Redwood Empire Dispatch Communications Authority
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equipment or maintenance. Normal assignments are three radio positions: REDCOM dispatch (Primary out bound channel), Control 2 (North and West County), Control 3 (Central County) and Control 4 (South and East County). The other two telecommunicators are assigned to call taking.

Each workstation has five monitors: three for the CAD system, one for the radio console, and one for the 9-1-1 phone console. Large screens on the wall display call processing statistics, hospital diversion status, and video feeds from mountain top fire lookout cameras.

While hospital diversion status is displayed on the wall monitor, using ImageTrend Resource Bridge software, the telecommunicators or the individual hospitals must enter hospital diversions into ImageTrend, and then reenter diversions into CAD, so that EMS units will get a warning if they try to transport to a diverted hospital. The call processing monitor displays event status, with events highlighted if they go over the 70 second call processing standard. This alerts supervisors and staff to events that exceed the 70 second standard and triggers the need to document why the event dispatch exceeded the standard. The display of the mountain-top cameras is for reference or incident locating if there are reports of smoke or fire in the areas covered by the cameras.

Average staffing is six people on duty, which includes one Supervisor. Telecommunicators and Supervisors work 12-hour shifts. Two telecommunicators are on a schedule of working four, 12-hour shifts, then off for four days. The remainder of the staff is on the prevailing schedule: work three shifts, then four days off, then work four shifts, and three days off.

This results in a 42-hour work week, calculated over the two-week pay period.

Hiring of Telecommunicators is done by AMR West Human Resources, and upper management positions report directly to the AMR Regional Director. The JPA BOD exercises oversight of the REDCOM Executive Director. Telecommunicators are under a Collective Bargaining Agreement (CBA), and are represented by AFSCME Local 4911 United EMS Workers.

Training for new hires consists of four to six months of on-the-job training with a Communications Training Officer (CTO). There is no formal classroom training. CTOs are either Association of Public Safety Communications Officials (APCO) or CA POST certified. CTOs receive an additional two dollars per hour added to their base pay.

4.1.3 Call Processing
REDCOM is the California Governor’s Office of Emergency Services (CA OES) Sonoma County Operational Area mutual aid dispatch center. Requests for in-county mutual aid are coordinated through REDCOM, as well as, requests for mutual aid outside of Sonoma Redwood Empire Dispatch Communications Authority
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County. Telecommunicators receive training to utilize the Resource Ordering and Status System (ROSS) to maintain county-wide resource status. This system will be replaced by the Interagency Resource Ordering Capability (IROC) system in 2020. IROC will be a flexible and scalable application for resource ordering for all hazard incidents. IROC is web-based and supports both PCs and mobile devices. Mutual and Automatic aid is assigned by a pre-designated list maintained on the Sonoma County Fire Chiefs Association’s web site1.

4.1.4 Operations
Calls for service are received from the Sonoma County Primary PSAPs, the law enforcement agencies such as Sonoma County Sheriff, and the City of Santa Rosa Police Department. In some cases, events are entered into the CAD system, which makes response recommendations. Ambulance response is by closest unit, fire response is by hard coded agency response plans or closest units in urban areas. Dispatch information is then sent electronically to the responding units and via radio broadcast or stations, and a voice dispatch is broadcast. Responding units are assigned radio channels as dictated by policy.

REDCOM has a web-based backup CAD, with paper tickets and manual EMD cards in case of a CAD failure or the evacuation of the dispatch center. Telecommunicators train twice a year on system down scenarios, CAD, radios, and phones.

Ambulance System Status Management (SSM) is currently done manually by the telecommunicators. They have a software product from DECCAN International called LiveMUM, but according to management staff, the software is still not yet configured to meet the needs of the Exclusive Operating Area (EOA) ambulance provider. REDCOM will be using a new software application from Genesis Pulse that will potentially perform SSM for all REDCOM resources.

Agencies can provide feedback to REDCOM using an on-line feedback form or contact a Supervisor or Manager at any time. There is a Dispatch Operations Advisory Committee that meets periodically to discuss global operational issues.

4.1.5 Budget
REDCOM receives funding from its member agencies. An annual budget is created by REDCOM management and is approved or modified by the JPA BOD. The budget costs 1sonomacountyfirechiefs.org
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are then allocated to the member agencies based on a funding model approved by the JPA BOD.

4.1.6 Sonoma County Public Safety Technology

4.1.6.1 Computer Aided Dispatch
REDCOM is a part of the Sonoma County Public Safety Consortium, which operates, maintains and improves the public safety communication and data management system comprised of CAD, Records Management System (RMS) and Mobile Data Computing (MDC) technology. The following agencies in Sonoma County are members of the Consortium:
• Cotati Police Department
• Petaluma Police Department
• REDCOM
• Rohnert Park Department of Public Safety
• Santa Rosa Junior College Police
• Santa Rosa Police Department
• Sonoma County Probation Department
• Sonoma County Sheriff’s Office
• Sonoma Police Department
• Sonoma State University Police
• Windsor Police Department
The CAD and MDC systems are Hexagon (Intergraph) systems, with a Law Enforcement Records Management System (LERMS) system from Central Square Systems. REDCOM is on Hexagon software version 9.3.4 now but will upgrade to version 9.4 after this year’s fire season, i.e., third or fourth quarter 2020. The Sonoma County CAD system is administered by the Sonoma County Sheriff’s Office (SCSO). Fire agencies use RMS systems from Firehouse (ESO), Zoll, or ImageTrend.

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4.1.6.2 Radio
REDCOM operates on a simulcast Very High Frequency (VHF) system with multiple towers throughout the county. Field units operate on a variety of brand name mobiles and portables. REDCOM utilizes ModUcom radio consoles. It was noted that the current Marin County 400MHz system and planned 700 MHz trunked radio system cannot be operated using the ModUcom consoles.

4.1.6.3 Mobile Technology
REDCOM utilizes Mobile Public Safety (MPS), which is a Windows 10 product that is specifically configured for law enforcement or fire. It tracks the units and they can status themselves.

Hexagon’s IPAD application, Mobile Responder, will be deployed with the CAD 9.4 upgrade to provide personnel with a comprehensive set of tools that can be used from within or close to their vehicles, making many control-room facilities remotely available to mobile users. Users of Mobile Dispatch can update their location and availability status, thus reducing the amount of routine radio traffic in the dispatch center.

REDCOM is moving towards a tablet-based solution called Tablet Command. Tablet Command is incident command and response software that increases situational awareness and improves firefighter accountability. With Tablet Command, an incident commander can tap and drag responding apparatus onto an emergency scene, track progress against critical checklists, and timestamp every maneuver and benchmark throughout an incident.

4.1.6.4 Geographic Information System
Geographic Information System (GIS) is a technology that combines information with maps to visualize the landscape in a variety of unique ways. Sonoma County Information Systems Division (ISD) GIS maintains the countywide base map, such as addresses, streets, and parcels, and supports programs such as the Fire Run Book, and CAD 9-1-1 system.

4.1.6.5 Emergency Medical Dispatch
REDCOM is an Emergency Medical Dispatch (EMD) Accredited Center of Excellence through the International Academies of Emergency Dispatch (IAED), they are also working on their Emergency Fire Dispatch accreditation. REDCOM uses the National Q service provided by Priority Dispatch Corporation. National Q provides an effective and structured Quality Assurance (QA) program. It includes case review, quality assurance, and Redwood Empire Dispatch Communications Authority
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accreditation services backed and supported by the IAED using certified Emergency Dispatch Quality Improvement (ED-Q) faculty. The QA goal is to review three percent of all EMD certified telecommunicators. A future goal of REDCOM management is to implement a QA program for radio as well.

4.1.6.6 Station Alerting
REDCOM sends station alerts via radio broadcast (two tone, five tone, or Dual Tone Multi Frequency (DTMF)). Each department has their own product to activate their stations.

4.1.6.7 Paging
Responding personnel receive two types of pages, text paging from CAD, and Active911.

Texts are sent containing the basic call information, location, type of call, responding units and map page. Active911 is a digital messaging system that instantly delivers alarms, maps, and other critical information to first responders while allowing response efforts to be monitored in real time by command personnel.

4.1.6.8 Reporting
Fire agencies do their own National Fire Incident Reporting System (NFIRS) and California Fire Incident Reporting System (CFIRS) reporting from within their own RMS systems.

Specialized reports are created by the REDCOM technical services team by running Structured Query Language (SQL) queries via MS Access on a county-wide data warehouse and exports data to Excel for manipulation.

4.2 Marin County Public Safety Communications Center

4.2.1 Description
The Communications Division of MCSO operates the Marin County PSCC located in San Rafael. The PSCC is the primary 9-1-1 PSAP for all unincorporated areas of Marin County, as well as the cities of:
• Belvedere
• Corte Madera
• Larkspur
• Mill Valley
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• San Anselmo
• Sausalito
• Tiburon
PSCC also provides dispatch services for six paramedic service areas, Marin County Department of Public Works, and many other city and county government service departments. The center provides EMD services for the entire county.

4.2.2 Control and Staffing
There are 15 workstations on the dispatch floor. Four of those workstations are specifically for fire dispatching, the remainder are for call taking and MCSO radio dispatching.

PSCC is budgeted for 37 telecommunicator positions, although only 26 positions are currently filled. There are eight part-time dispatchers and one full time records clerk.

Management staff includes six supervisors, one executive director, and two assistant managers.

PSCC telecommunicators work 12-hour shifts. Day shift is 0600 hours to 1800 hours, and night shift is 1800 hours to 0600 hours. Crews work four shifts, then are off three days, then work three shifts and off four days for a two-week pay period of 42 hours. Shifts rotate from day to night every four months. There are three fire telecommunicators from 0800 hours to 2400 hours, then it drops down to two fire telecommunicators.

Of the 26 telecommunicators, 14 are certified to dispatch fire calls for service, plus all six supervisors are fire certified. All fire telecommunicators are required to be signed off on law dispatching before they can begin fire dispatch training, so are effectively cross trained in both disciplines. The training program for the fire telecommunicators is 16 weeks, three to four weeks on EMD / ProQA, then 12 to 13 weeks on-the-job training with a Fire CTO and participate in classroom simulations as time allows. They normally will accept four trainees per year for fire training.

4.2.3 Call Processing
9-1-1 calls come into the PSCC law call takers, who ask if it is a law, fire, or medical emergency. The call taker will keep the call for law emergencies and transfer callers to the fire personnel, across the room, for fire calls. The fire positions have 9-1-1 trunks specifically for fire call taking. The fire positions also receive 9-1-1 transfers from other primary PSAPs in Marin County. If the call is in the areas covered by the Marin County WECC, they will transfer the call to that facility. If the call is during the time when the Redwood Empire Dispatch Communications Authority
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Woodacre telecommunicator is sleeping, they will call and wake them up. (Refer to the Woodacre section for information on the Woodacre staffing and duty shifts.)

4.2.4 Operations
Both sides of the PSCC, fire and law, appear to work seamlessly together. Joint fire / law responses are coordinated as a team. It was noted that several former REDCOM telecommunicators were recently hired by the PSCC.

There is no formal process for the fire agencies to request operational changes. There is no operations committee. Requests for changes from the fire agencies are handled on a case-by-case basis. Issues with the CAD system go to the MCSO Technical Support Unit.

There is a monitor for the ReddiNet system to check hospital availability, but PSCC does not have the responsibility for changing hospital status in that system. They will update CAD with hospital diversions.

PSCC feels that they have a good relationship with the Marin County fire crews. Battalion Chiefs will come into the center regularly (although we received comments from Marin County fire agencies that they were not allowed in the PSCC). The fire agencies will include MCSO dispatchers in post-incident analysis. PSCC will also request a chief officer to be present during unusual or extended emergencies, such as power outages and wildfires. Nurses have been deployed in expanded dispatch during power outages to assist in screening callers. There are sleeping rooms for extended events. They have a Mobile Command Center vehicle to use in case of evacuations.

4.2.5 Budget
Marin County fire agencies are charged for dispatching services on a cost per call basis, based on the previous two years of call volume. MCSO pays for any overtime created by fire events. Services received for the fee include CAD maintenance, dispatch functions, and an interface to the fire MDCs. PSCC doesn’t manage the MDCs.

4.2.6 Marin County Public Safety Technology
The public safety technology used by both PSCC and WECC is used county-wide; therefore, the following information in this section is not repeated for WECC.

4.2.6.1 CAD
PSCC uses a Hexagon (Intergraph) CAD system. This is a separate and independent system from the Sonoma County Public Safety Consortium system. They are moving to Redwood Empire Dispatch Communications Authority
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software version 9.4, along with a hardware upgrade in about a year. When that is accomplished, the old hardware will go to the Novato backup center as a backup CAD system.

Currently the PSCC backup for a CAD failure is paper and pen. If they had to evacuate their center, but if the computer systems are still running, they can send dispatchers to Woodacre, although there are only three total workstations there. Management staff and supervisors do most of the CAD configuration maintenance. They have a technical systems administrator dedicated to PSCC, but any additional technicians are provided by MCSO IT staff.

CAD is reported to be very stable. Servers are rebooted every three months. All servers are physical servers, not virtual.

CAD databases are maintained by the PSCC. Event data is available to the fire agencies via their RMS.

WECC’s three CAD workstations are also part of a hosted solution with PSCC. CAD software issues go to the technical manager at PSCC. Hardware issues go to an on-call Marin County IT person that MCFD shares with Marin County Public Works.

WECC is responsible for their response plans but have issues with the current response recommendations.

4.2.6.2 Radio
The PSCC utilizes the Marin Emergency Radio Authority (MERA) for trunked radio communications operating in the current 400 MHz and planned 700 MHz band. MERA is a JPA in Marin County, formed in 1998 to plan, implement and manage a countywide public safety and emergency radio system for the use of all member agencies. This system helps unify public safety response and facilitates communication among individual agencies and departments. The system of 17 base station radio and receiver sites provides regional or countywide radio communications among dispatch centers and mobile units throughout the county.

MERA is governed by a board comprised of representatives from Marin County, all cities, towns, and fire districts in Marin County, and other special districts such as the Marin Municipal Water District. The Executive Officer and Operations Officer serve the Governing Board via contract. MERA is currently working on a project to deploy a P25 digital trunked radio system countywide in the next two years.

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4.2.6.3 Mobile Technology
Currently some Marin fire agencies are using Hexagon Mobile Responder software. Other agencies, primarily in the Southern Marin area, as well as Marin County Fire, have adopted and deployed Tablet Command. Those agencies that adopted and deployed Mobile Responder are migrating away from that hardware and software and are moving to deploy iPads running Tablet Command.

4.2.6.4 GIS
PSCC contracts with GeoComm, a private GIS firm, to create the CAD map by first downloading the base map from MarinMap, integrating it with public safety layers using ArcView, and then converting it to the Hexagon GIS format before updating the PSCC CAD. MarinMap is a group of local governments, special districts, and other public agencies that have joined to create a county-wide map. Any additional layers are completed by GeoComm, although the Marin County fire agencies reported that it doesn’t appear that any fire-related layers are present in the system. The PSCC CAD GIS is updated quarterly.

4.2.6.5 Emergency Medical Dispatch
PSCC provides EMD services for all agencies in Marin County. All PSCC fire telecommunicators are certified in EMD by IAED. When an emergency medical call is received at the PSCC the call is transferred to the fire telecommunicators. The caller is then questioned for the basic information: location, callback, and chief complaint. If the event is in WECC’s area, the call is then transferred to WECC. For in-house responses, a pre-alert is then sent over the fire station alerting system, while the fire telecommunicator continues with call interrogation and pre-arrival instructions.

Quality Assurance for EMD is accomplished by peer or supervisor review on a random basis, or by request. All cardiac arrest and trauma events are automatically reviewed.

PSCC has not chosen to become an accredited center with the IAED.

PSCC does not use the Emergency Fire Dispatch Protocols provided by Priority Dispatch Corp.

4.2.6.6 Station Alerting
Marin County uses Motorola’s Motorola Supervisory Control And Data Acquisition (MOSCAD) for station alerting. MOSCAD operates by the PSCC CAD setting off DTMF Redwood Empire Dispatch Communications Authority
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tones for station alerting, and activating a printer, giving a printed message with the dispatch information.

4.2.6.7 Paging
Responding personnel receive text pages from CAD.

4.2.6.8 Reporting
PSCC does not use the report features provided with the CAD due to difficulty of use issues. The PSCC technical system administrator uses Crystal Reports and SQL scripts to extract data directly from CAD. The fire agencies report that PSCC has not been forthcoming with requested reports.

Marin fire agencies have event data access through their RMS.

4.3 Woodacre

4.3.1 Description
The WECC is owned and managed by Marin County Fire Department (MCFD), which is a CAL FIRE Contract County. There are six CAL FIRE contract counties in California, five counties in Southern California, and Marin County being the only one in Northern California. The WECC dispatchers and clerks are included in the CAL FIRE contract.

WECC is a secondary 9-1-1 PSAP for fire agencies in unincorporated Marin County providing fire dispatching services. WECC is also the California Governor’s Office of Emergency Services Operational Area Dispatch Center, coordinating mutual aid inside Marin County and sending resources throughout California when requested. Agencies served by WECC are:
• Bolinas FD
• Inverness FPD
• Marin County Fire Department
• Muir Beach Volunteer Fire Department (VFD)
• Nicasio VFD
• Skywalker Fire Brigade
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• Stinson Beach FPD
WECC is located in Woodacre (Marin County), CA.

4.3.2 Control and Staffing
There are three full time dispatchers at WECC. They act as the initial attack dispatcher, as well as handling some command and control functions. Dispatchers are included in the Marin County Fire Department Firefighters Association (MCFDFA) contract.

WECC has three workstations, all identical in configuration. Each position has CAD (remote consoles from the MCSO Hexagon CAD), Vesta 9-1-1 (remote consoles from the MCSO Vesta system), and Motorola Gold Elite Radio consoles.

Staffing the WECC depends on the time of year. The start and end of fire season is dependent on rainfall and fuel moisture levels and is determined by CAL FIRE. Fire season typically starts around May and will usually last six to nine months. During the summer fire season, there is one dispatcher who works a 24-hour shift, and two dispatch clerks each working a ten-hour shift. Clerks come on one month before fire season to get updated training and are laid off when fire season is over. Some clerks return season after season, which gives WECC an experienced work staff. During the winter, staffing is one 24-hour dispatcher working a 48 to 96-hour schedule, which equates to a 56-hour work week.

Dispatchers also have the authority to call back other dispatchers for high volume periods.

During large working events, either the on-duty MCFD Battalion Chief, or the on-call Duty Chief will respond to the dispatch center to assist with command and control duties.

Due to the extended shift, dispatchers are allowed to sleep at night, in provided facilities, if there are no ongoing incidents. After the WECC dispatcher has gone to bed, PSCC calls the WECC dispatcher to notify them of pending events.

California Peace Officer Standards and Training Basic Telecommunicator certification is a desirable requirement for hiring full time dispatchers, but not a requirement. Training for WECC dispatchers is a minimum of eight weeks, plus time learning aircraft dispatching procedures. They are required to attend the four-week Initial Attack Dispatcher training at the CAL FIRE Training Center in Ione, CA.

Other duties performed by the full-time dispatchers:
• Updating Telestaff for MCFD
• Processing payroll documentation for MCFD
• MCFD Business lines
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• Taking weather readings (Burn Indexes)
• Making Red Flag warning notifications
• Notifying hazardous materials teams for response
• Activating Urban Search and Rescue responders
• Notifying Fire Investigation Teams
• Making Swift Water Rescue personnel notifications
• Other special projects for MCFD administrators
There is no expectation of passing on extra duties as part of a REDCOM transfer, MCFD will absorb the non-dispatch responsibilities into their administrative staff.

4.3.3 Call Processing
When there is an event, WECC will tone out on the Dispatch Channel, then move the response to one of two Command Channels. They will assign a tactical channel as needed.

PSCC performs EMD for all calls within Marin County; therefore, when there is a report of a medical event in the WECC area of responsibility, PSCC enters the call into the CAD system and does EMD. An automated notification is sent to WECC via the CAD system of the pending event that they then pull up and dispatch fire resources. WECC dispatchers report that while they do get the call before the EMD determinant is available, sometimes it takes a long time to get the determinant from PSCC via CAD.

4.3.4 Operations
WECC is a part of the statewide CAL FIRE microwave system, linking with the site on Mt.

Tamalpais via local microwave. This system is connected at all of the CAL FIRE ECCs in the state, allowing for resource and response coordination.

There are two fire lookouts in the County, staffed by volunteers. Lookouts will report smoke and give weather reports two times a day. If a lookout reports smoke, the WECC dispatchers can reference a large display with multiple remote cameras in the county to verify lookout reports and gauge the progress of a fire.

Woodacre does their own CAD response plans and resource updates. MCFD uses Emergency Reporting for RMS
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4.3.5 Budget
WECC’s funding is a part of the CAL FIRE Contract for Marin County, which totals just over $6 million. WECC is funded for fire captains and seasonal dispatch clerks. CAL FIRE provides funding based on what they interpret as the staffing required, and associated salaries, at a similar sized center.

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5. Staffing Analysis

5.1 REDCOM

5.1.1 Operational Methodology
Incoming 9-1-1 calls are routed to one of the primary law enforcement PSAPs for Sonoma County based on the caller’s location. REDCOM is a secondary PSAP, so if the incident is either fire or emergency medical in nature then the caller is manually transferred to REDCOM for processing and dispatch.

Incoming ten-digit phone lines are also answered and processed by REDCOM to determine the following:
• If a public safety response is needed
• If the caller needs to be routed, transferred, or referred to another department, municipal service, or to another PSAP
• If information is needed by the caller that the answering PSAP can provide Dispatched events are those events documented in CAD from calls received from 9-1-1, emergency and non-emergency lines, or conveyed via unit-initiated activities. These events are documented to track workload and maintain a record of the service provided.

Generally, an event record in CAD contains the following at a minimum:
• Event type
• Location
• Complainant's name and phone number
• Description of the event to include what occurred, patient information, current conditions, etc.

5.1.2 Workload Analysis and Staffing Review
The information in this section covers those public safety agencies dispatched by the REDCOM ECC. It also includes statistical information for incoming telephone calls and CAD events processed by REDCOM.

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5.1.2.1 Performance Goals / Data
REDCOM provided the following call processing time performance goals:
• Answer 90 percent of all 9-1-1 calls within ten (10) seconds or less • Answer 95 percent of all calls within twenty (20) seconds or less • Maintain call processing times (9-1-1 call pick-up to tone out of resources) of seventy (70) seconds or less 90 percent of the time
Based on data provided for the past four years REDCOM consistently exceeded each of the above performance goals.

REDCOM reported the following additional information regarding telephone answering performance:
• Sixty-one seconds (1:01) to process an incoming phone call • Not able to provide a wrap-up time (after call work) [industry average is 45 seconds]
• The busiest month of the year in 2019 was October
• The busiest day is Thursday
• The busy hour is 09:00 (9:00AM)

5.1.2.2 Phone Call Volume
Table 1 displays the telephone statistics, provided by REDCOM, for the years 2016 through 2019.

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Table 1 - Total Call Volume - REDCOM
REDCOM
2016 2017 2018 2019 Average
Total Wireline 9-1-1 Calls 18,683 18,841 17,943 16,238 17,926 Total Wireless 9-1-1 Calls 18,605 22,839 21,836 23,258 21,635 Total Ten-Digit Calls 96,014 95,935 91,090 93,817 94,214 Outgoing Phone Calls 50,385 45,019 38,839 41,625 43,967 Total 183,687 182,634 169,708 174,938 177,742

5.1.2.3 CAD Dispatch Statistics
Table 2 displays CAD statistics, provided by REDCOM, showing the breakdown of fire and EMS incidents for the years 2016 through 2019.

Table 2 – Total REDCOM CAD Incident Statistics
REDCOM
2016 2017 2018 2019 Average
Fire Incidents Dispatched 11,256 13,428 11,506 13,848 12,510 EMS Incidents Dispatched 53,986 53,246 54,121 56,404 54,439 Total 65,242 66,674 65,627 70,252 66,949

5.1.2.4 Staffing / Scheduling
The following sections provide current information regarding ECC supervision, staffing, employees, and scheduling environment.

5.1.2.4.1 Current Employees
Table 3 displays the number of authorized communication center employees that have been assigned supervisory, dispatching and call taking responsibilities at REDCOM.

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Table 3 – REDCOM Authorized Positions – PSAP Only
Authorized Positions - REDCOM
Job Title
Authorized
Employees -
Full Time
Actual
Employees -
Full Time
Authorized
Employees -
Part Time
Actual
Employees -
Part Time
Shift Supervisors 4 4 0 0
Telecommunicators 18 16 6 4
Total 22 20 6 4
REDCOM also has the following management and support positions:
• Executive Director (1)
• Manager (2): Operations and Communication
• Administrative / Clerical (1)
• Technical Support (1)
This brings the total number of REDCOM employees to twenty-seven, of which twentytwo positions staff the communications center daily. Also, there are currently four part-time telecommunicator positions.

5.1.2.4.2 Staffing / Shifts
The typical staffing in the communications center is six people on duty, which includes one Supervisor. Telecommunicators, call takers and dispatchers, and Supervisors each work 12-hour shifts. Two telecommunicators are on a schedule working four, 12-hour shifts, then off for four days. The remainder of the staff is on the prevailing schedule, working three 12-hour shifts, then four days off, then work four 12-hour shifts, and three days off.

This results in a 42-hour work week, calculated over the two-week pay period.

5.1.2.4.3 Minimum / Typical Staffing Numbers
Table 4 displays the number of positions in the communications center that must be staffed (minimum) at any given time. Table 5 displays the typical staffing that is attained in the center daily. Telecommunicators in a dispatch center are assigned to perform one of three roles:
• Call Taker: Answer incoming phone calls, including 9-1-1, emergency, and nonemergency ten-digit calls. Collect all pertinent information, such as, but not limited to, the type of event, location, involved parties, and enter that Redwood Empire Dispatch Communications Authority
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information into the CAD system. Call takers may use dispatch protocol software that guides them through specific questions to ask and the pre-arrival instructions to give to the caller
• Primary Dispatcher: Reviews and assigns recommended units to respond to CAD events and alerts the required stations, apparatus, and field personnel via a radio broadcast and other notification systems. The primary dispatcher staffs the primary outbound radio channel
• Control Dispatcher: Monitor units that have been dispatched and are assigned to operate on a radio control channel. The control dispatcher updates the CAD event with unit status changes and other details specific to the event response.

They staff the operational radio channels that cover defined geographical areas Depending on the volume of calls processed by a communications center and time of day one or more personnel may be assigned to each role or roles may be combined.

Table 4 – REDCOM Minimum Staffing
REDCOM - Minimum Staffing
Days Shifts Supervisor Call Taker
REDCOM
Dispatcher
Control
Dispatcher Total
All Days All Hours 1 1 1 2 5
Table 5 – REDCOM Typical Staffing
REDCOM - Typical Staffing
Days Shifts Supervisor Call Taker
REDCOM
Dispatcher
Control
Dispatcher Total
All Days 00:00 to 12:00 1 1 1 2 5
All Days 12:00 to 24:00 1 1 1 3 6

5.1.3 System Furniture Positions
Table 6 displays the current ten positions in the communications center. Each position has Watson system console furniture that was originally installed in 2014. The furniture is ergonomically friendly in that it is sit-to-stand and has installed environmental features.

REDCOM is following best practices in that they have all the critical technology such as Redwood Empire Dispatch Communications Authority
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CAD, radio dispatch consoles and telephone answering equipment installed at each position.

Table 6 – REDCOM System Furniture Positions
System Furniture
# Position Type 9-1-1 CPE CAD
Radio
Dispatch
Console
1 Supervisor Yes Yes Yes
2 Dispatcher Yes Yes Yes
3 Dispatcher Yes Yes Yes
4 Dispatcher Yes Yes Yes
5 Dispatcher Yes Yes Yes
6 Call Taker 1 Yes Yes Yes
7 Call Taker 2 Yes Yes Yes
8 Overflow/Back-up 1 Yes Yes Yes
9 Overflow/Back-up 2 Yes Yes Yes
10 Overflow/Back-up 3 Yes Yes Yes
Each workstation has five monitors: three for the CAD system, one for the radio console, and one for the 9-1-1 phone console.

5.1.4 Current Hourly Pay Ranges
Table 7 displays the current pay steps and associated hourly ranges for the REDCOM employees working twelve-hour shifts.

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Table 7 – 2020 Hourly Pay Ranges - REDCOM
Current Hourly Pay Ranges - REDCOM
Steps Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Shift Type
Less
than 6
Months
6 months
to 1
Year
1-3
Years
3-5
Years
5-7
Years
7+
Years
Twelve / 42 $29.80 $30.72 $33.57 $35.87 $38.08 $40.54

5.2 Current Marin County Fire / EMS Dispatch Services
Dispatch services for Marin County fire and EMS agencies are currently provided by the MSCO’s PSCC, or Marin County Fire’s WECC.

5.2.1 Marin County Public Safety Communications Center
The following is a brief description and call processing flow for the Marin County PSCC.

5.2.1.1 Description
The Communications Division of the Marin County Sheriff’s Office operates the PSCC located in San Rafael.

The center provides EMD services for the entire county.

5.2.1.2 Operational Methodology
9-1-1 calls come into the PSCC law call takers who ask the caller if their emergency is law, fire, or medical. The call taker will keep the call for law emergencies and transfer callers to the fire personnel, across the room, for fire / EMS calls. The fire / EMS positions have 9-1-1 trunks specifically for fire call taking. The fire positions also receive 9-1-1 transfers from other primary PSAPs in Marin County. If the call is for fire in the areas covered by the Marin County Fire Woodacre ECC, they will transfer the call to that facility. If the call is for medical in the Woodacre response area, the PSCC will perform EMD and enter the call into CAD for dispatch by the WECC.

5.2.2 Woodacre Emergency Communications Center
The following is a brief description and call processing for the Woodacre ECC.

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5.2.2.1 Description
WECC is owned and managed by the MCFD, which is a CAL FIRE Contract County. The WECC dispatchers and clerks are included in the CAL FIRE contract.

5.2.2.2 Operational Methodology
WECC is a secondary 9-1-1 PSAP for fire agencies in unincorporated Marin County providing fire dispatching services. WECC is also the California Governor’s Office of Emergency Services Operational Area Dispatch Center, coordinating mutual aid inside Marin County and sending Marin County resources throughout California when requested.

When there is an event, WECC will tone out on the dispatch channel, then move the response to one of two command channels based on the location of the event. They will assign a tactical channel as needed or requested.

5.2.2.3 Performance Goals / Data
WECC provided the following call processing time performance goals:
• Answer 90 percent of all 9-1-1 calls within ten (10) seconds or less • Answer 95 percent of all calls within twenty (20) seconds or less Based on data provided for the past three years WECC consistently exceeded each of the above performance goals.

WECC reported the following additional information regarding telephone answering performance:
• Ninety-eight seconds (1:38) to process an incoming phone call • Not able to provide a wrap-up time (after call work) [industry average is 45 seconds]

5.2.2.4 Phone Call Volume
Table 8 displays telephone statistics, provided by WECC, for the years 2016 through 2019.

Table 8 – 9-1-1 Call Volume – WECC
WECC
2017 2018 2019 Average
Total 9-1-1 Calls 470 536 703 570
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5.3 Staffing Analysis – Combined REDCOM

5.3.1 Call Volume / Call Taking Function
The first step in calculating staffing levels for a combined REDCOM and Marin County fire agencies is to estimate the total call volume the combined ECC will handle, including both 9-1-1 and ten-digit emergency and non-emergency phone calls. To determine these statistics, we used the following:
• 2019 Monthly Average Phone Calls per Hour, REDCOM
• 2019 Annual CAD Events per Hour, Marin County fire agencies • 2019 November Phone Calls per Hour, MCSO
MCSO was not able to provide specific fire / EMS 9-1-1 and ten-digit emergency and nonemergency phone call statistics for the fire agencies for which they dispatch or transfer calls to the WECC for the agencies they dispatch. The statistics they provided were for all three disciplines, police, fire and EMS.

WECC was able to provide total 9-1-1 call volume for the years 2017 through 2019. The WECC could not provide the specific phone reports on the number of ten-digit emergency and non-emergency phone calls they received. In the absence of these phone reports and to review hour by day activity, FE used the hourly CAD incident data provided by those respective agencies. These reports were generated using their Emergency Reporting FRMS applications.

To utilize the standard tools to determine call taking staffing for a combined center FE needs to establish the expected number of phone calls, 9-1-1, ten digit emergency and non-emergency, that will be used per hour and the estimated number of total phone calls that the combined center, REDCOM for both Sonoma and Marin Counties, is anticipated to receive. During our review of available hourly reports, it was evident that the REDCOM 2019 Monthly Average Phone Calls per hour and the Marin County 2019 Annual CAD Events per hour times were very comparable. So, for this report, FE used the actual hourly phone reports provided by REDCOM.

The next estimate that FE made was the total number of phone calls that would be processed by the combined center. REDCOM was able to provide detailed phone statistics; however, an estimate had to be determined for the number of additional calls that would be received by adding the Marin County fire agencies. Based on our past experience with similar sized projects and in reviewing various call volume statistics that were available, the number and size of agencies, and the number of incidents handled, Redwood Empire Dispatch Communications Authority
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FE estimates that the combined center would receive an additional 19,780 9-1-1 calls and 39,496 ten-digit emergency and non-emergency phone calls for a total of 59,276.

Basically, this is half the number of 9-1-1 calls REDCOM received in 2019 and the number of ten-digit calls were estimated at double the number of 9-1-1 calls. Table 9 displays the estimated combined call volume.

Table 9 – Estimated Combined Center Call Volume
Estimated Combined Call Volume
2019
Total 9-1-1 Calls 59,344
Total Ten-Digit Calls 133,313
Total 192,657
The next step is to calculate the number of call taker positions required to manage the estimated call volume. The following table reflects the monthly and per-hour estimated call volume determined from the annual statistics provided and the assumptions made above.

As indicated, the REDCOM annual hourly report provided hourly and monthly call volumes for a one-year period and we used that data to determine the combined busy hour estimates based on the hourly averages for the year.

Table 10 highlights the slowest and busiest hours in the hourly table. We arrived at the number of call taker positions listed in the hourly table by using an Erlang C calculator methodology with the following best practice call performance standards.

The Erlang C formula is a mathematical equation for calculating the number of telecommunicators needed in a communications center for call taking, given the call volume and the service level that you want to achieve.

The Erlang C formula allows you to work out the probability that a call waits to be answered, given the call volume and the number of call takers available.

These averages consider the time necessary to operate effectively, using any adopted dispatch protocol programs such as EMD, Emergency Fire Dispatch (EFD), or similar protocol guide program(s). Management of a combined ECC must consider that any protocol programs used are accompanied by a robust quality assurance program. The service level parameters that FE used in its analysis are:
• Service level objective of 90 percent calls answered within 10 seconds or less Redwood Empire Dispatch Communications Authority
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• Average talk time of 61 seconds
• Average after-call wrap up time of 45 seconds
Table 10 – Estimated Hourly Call Volume – Combined Center Estimated Combined Center Phone Calls
Hour
% per
Hour
Per
Hour
Call
Takers
Needed
0:00 2.24% 15.2 1
1:00 1.88% 12.8 1
2:00 1.60% 10.9 1
3:00 1.51% 10.3 1
4:00 1.53% 10.4 1
5:00 1.79% 12.2 1
6:00 2.50% 17.0 1
7:00 4.02% 27.4 2
8:00 5.81% 39.5 3
9:00 6.93% 47.1 3
10:00 6.81% 46.3 3
11:00 6.41% 43.6 3
12:00 6.15% 41.8 3
13:00 6.10% 41.5 3
14:00 5.81% 39.5 3
15:00 5.60% 38.1 3
16:00 5.40% 36.7 2
17:00 5.22% 35.5 2
18:00 4.88% 33.2 2
19:00 4.62% 31.4 2
20:00 3.94% 26.8 2
21:00 3.61% 24.5 2
22:00 3.12% 21.2 2
23:00 2.53% 17.2 1
Average 100.00% 679.90 2.00
Note - There are several limitations to be aware of when using the industry standard Erlang-C calculator tool. First, the Erlang-C calculator was designed to be used to estimate call taking staffing levels in call centers that function in a fully horizonal operational model.

This simply means that the calculator assumes that all incoming phone calls will be answered and processed by the call takers and no other on-duty staff. If there are Redwood Empire Dispatch Communications Authority
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additional staff in the communications center who will answer and process phone calls then this must be taken into consideration when estimating the final number of call takers needed.

Second, the Erlang-C calculator will never recommend less than two call takers. That said, when looking at the slow hours (midnight shift), it is hard to recommend two call takers when the incoming call volume is ten calls or less per hour and there is a call taker, four dispatchers and a supervisor in the room monitoring the radio channels.

Finally, the Erlang-C calculator is not designed to use multiple performance goals, for example:
a. 90 percent of 9-1-1 calls answered in ten seconds or less b. A separate answering time goal for incoming ten-digit / non-emergency calls
This simply means the staffing recommendation should be enough to allow for all calls to be answered within ten seconds or less.

For this project, several steps were taken in consideration of or to mitigate the above issues. Based on the estimated size and anticipated operational configuration of the combined center it is anticipated that the control or operational dispatchers would be capable and required to answer some phone calls. When possible, these calls should be limited to the non-emergency phone calls and allow the call taker(s) to answer incoming 9-1-1 and ten-digit phone lines.

FE recommends that management review the workload during the slow hours when determining final staffing and scheduling for the overnight shift. For the purposes of this report, only one call taker is recommended during the anticipated slow hours when the projected call volume drops below ten. This recommendation is based on our review of current REDCOM operations and experience with similar sized projects involving fire / EMS communication centers.

The other consideration that management needs to review is if and how much the control dispatchers can assist in answering the phones. Certainly, if the number of in-progress events is low then those employees should be available to help answer incoming phone calls. The problem is that there is no formula that can be used to determine how this affects the number of call takers or calculate the number of calls they can handle. FE can make a recommendation, again based on our review of current statistics, and our past experience; however, this type of knowledge and ensuing judgement can only be made and approved by those who manage the communications center daily and are most familiar with its current workflow and operations.

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Based on our observations of REDCOM, it is quite evident that the control dispatchers are currently helping with the phones in their current operation. If that is working now there is no reason it would not also work in the combined center.

For the purposes of this preliminary staffing estimate, we used the average number of positions that need to be staffed. In this case, the average number of call taker positions required to manage the incoming call volume would be 2.75 call taking positions. Since call volume is not evenly distributed on a 24/7 basis, some hours of the day will require no more than one call taking position, while others will require as many as four equipped and active call taking positions.

5.3.2 Dispatching Function
The next step in estimating staffing for a combined center is based on the number of dispatch positions needed. Currently, there is not a nationally recognized workload-based calculation / formula to accurately determine the number of dispatchers required. However, if radio traffic / usage studies are available, they can be used to determine the level of use or available airtime of a talk-group / channel2. This type of study can assist an ECC in determining the number of talk-groups needed to support operations but does not directly provide the number of dispatchers to staff the required positions.

While there is no formula for calculating dispatch positions, FE has found success in calculating the number of required dispatch positions based on the number of incidents or CAD events. Table 11 depicts the number of 2018 and 2019 CAD events reported and they were used to assist in providing an estimated number of dispatch workstations required. The other significant factor in determining the number of dispatchers needed is the number of primary dispatch talk groups that are required to be staffed and active.

Table 11 – Combined Center Fire / EMS Incidents
Combined Center Fire/EMS Incidents
2018 2019 Average
Fire/EMS Incidents Dispatched 100,495 104,874 102,685
To maximize the efficiencies gained by combining the dispatch of various agencies, each existing dispatch position must be reviewed to see if combining the additional agencies on to the same primary dispatch talk-group makes sense. If a single primary dispatch talk2 A conventional radio system uses a dedicated channel (frequency). A trunked radio system uses virtual radio channels called talk groups created to be used by a group of users. For the purposes of this report, the term talk-group could refer to either talk-group or channel dependent on the system being used.

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group is not feasible, then reducing the number of primary dispatch talk-groups to the lowest number possible is ultimately the best scenario.

It is not a recommended best practice to assign primary fire / EMS dispatchers additional talk-groups to monitor, as well as non-dispatch tasks, so they can remain available and ready as soon as a new event arrives for dispatch. This is completed by thoroughly reviewing and considering the following:
• Current radio platforms in use by each user agency - do participating agencies utilize the same, or disparate radio systems? This is the case in this situation where the fire / EMS agencies in Sonoma County are using a VHF radio system and the fire / EMS agencies in Marin County are using a trunked Ultra High Frequency (UHF) radio system
• Geography - When migrating agencies from one dispatch center to another, the planning team needs to determine if any existing primary dispatch or control talk-groups can be shared by all dispatched agencies. Thought must be given to whether the combination is even feasible from a geographic and current radio coverage perspective. Agencies that share geographic boundaries often assist each other on a routine basis. Therefore, combining agencies onto the same talk-groups would be beneficial and potentially more efficient for the communications center and provide a higher level of situational awareness for the participating agencies
• This is an issue for this project as the agencies in Marin County are using a different radio system than the agencies in Sonoma County. These disparate radio systems provide coverage for specific ‘geographical footprints,’ which makes the sharing of existing dispatch and control talk-groups problematic for this project. However, the best scenario for the staffing of a communications center is to reduce the number of primary dispatch talk-groups and share as many control talk-groups as possible for which a dispatcher needs to be assigned 24 x 7 x 365
• Assignment of multiple primary dispatch talk-groups - It is a recommended best practice to not assign multiple primary dispatch talk-groups to a single dispatcher. Sooner or later there will be two emergencies on each talk-group requiring immediate attention and action of that single dispatcher and simply put, that is not possible for one person
• Number of talk-groups each dispatcher is responsible for - Combining control talk-groups may offer the opportunity to reduce the number of personnel, create a more efficient call flow process in the ECC, and improve field communications Redwood Empire Dispatch Communications Authority
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by having those agencies that commonly work together on the same talk-group.

If a fire and / or EMS dispatcher is responsible for more than one talk-group, then the agencies need to understand that assigning multiple talk-groups to a single dispatcher may eventually result in an overload condition causing radio messages to be unheard or overlooked and go unanswered. Sooner or later there are going to be units simultaneously calling the same dispatcher on separate talk-groups and that dispatcher can only communicate with one at a time
• The use of current technology - Technology such as mobile data and AVL should be used to its fullest extent to help reduce voice radio traffic • Tactical or operational talk-groups - The use of tactical or operational talkgroups is common in public safety communications to properly manage event communications, operations, and incident management. A dispatcher should be assigned to monitor and support field personnel during active multi-unit incidents, and incident command scenarios
Table 12 illustrates the number and type of physical workstations and operational assignments needed for the combined center to meet established standards and best practices. The minimum number of required positions is nine, named positions in the following table. An additional five positions are recommended for extended operations, overflow, or training.

Table 12 – Workstation Distribution – Recommended
Positions
# Position Type
1 Supervisor
2 REDCOM Dispatch
3 Control 2 Dispatcher
4 Control 3/4 Dispatcher
5 Fire 13 Dispatcher
6 Fire 14 Dispatcher
7 Call Taker 1
8 Call Taker 2
9 Call Taker 3
10 Overflow/Training 1
11 Overflow/Training 2
12 Overflow/Training 3
13 Overflow/Training 4
14 Overflow/Training 5
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*This model places the dispatching of all agencies with the REDCOM dispatcher and requires new radio dispatch consoles to be procured It is important to understand that the above workstation distribution table is conceptual.

Multiple options exist for the actual configuration or operational and work distribution for the combined fire / EMS communications center. Those options are examined during the implementation planning process and when a final workflow and operational model are put in place. However, to estimate staffing needs and personnel costs, the FE team developed the above model based on our knowledge and experience in the development of regional communications centers.

The rationale FE used to determine the workstation configuration in Table 12 follows:
• This model recommends that all the primary dispatching be conducted by the REDCOM Dispatcher. For this to occur, the current ModUcom radio dispatch consoles must be replaced with equipment that is capable for integrating the existing Sonoma County and Marin County radio networks. The current ModUcom consoles will not work with the Marin County UHF trunked radio system
• It is FE’s recommendation that all positions be equipped with the same critical technology such as CAD, 9-1-1 answering equipment and radio dispatch consoles, if economically feasible. This would allow any communications center function, call taking or dispatching, to be conducted at any position in the center. This allows decision makers, such as supervisors, to easily change operational assignments as needed, e.g., the four call taker and three dispatcher positions recommended could easily be changed to three call takers and four dispatchers based on actual ongoing operations in the center • Table 12 shows three (3) call taker workstations staffed during the busiest time of the day. For this model to work, the dispatchers who are assigned to monitor radio control talk-groups will need to assist the call takers in answering phone calls. It is recommended that the 9-1-1 and ten-digit emergency phones be answered by call takers, when available, allowing the dispatchers to only answer the non-emergency phone calls that can be placed on hold if they need to address radio traffic
• Significant events may require reallocating a call taker position to monitor an operational talk-group until the conclusion of the event • FE is recommending the addition of four positions that would be used for overflow or training and can be staffed during times when there is an Redwood Empire Dispatch Communications Authority
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anticipated spike in call volume, e.g., elevated fire danger, weather events, etc.

These positions can also be used for future growth, or as available back-up positions for the adjacent communication center
All staff would be cross trained for all job functions. While daily job function assignments would change, any employee could be utilized at any position. This methodology provides a higher level of efficiency and lower overtime costs. The ability to cross train all staff is a benefit of an ECC of this size. As centers grow and become more complex there is a need to split job functions by specialty, dispatcher and call taker. While this structure works well, it does add a layer of complexity to scheduling and training.

5.3.3 Staffing / Scheduling
The following sections provide information regarding a combined center’s requirements for supervision, staffing, employees and scheduling.

5.3.3.1 Staffing Model
The staffing needs of a 24/7 public safety operation require constant monitoring of the workload and staffing assignments to maximize coverage across all shifts. It is rare that a set number of staff is on duty at any given time. The work hours and assigned positions per shift are based on need, skill sets, experience and anticipated call volume. Center management and supervisory staff are responsible for monitoring these factors and assigning staff as such.

5.3.3.2 Staffing Recommendation Methodology
FE uses the APCO Project "Responsive Efforts to Address Integral Staffing Needs" (RETAINS) criteria to determine the number of employees required to staff the projected number of workstations.

APCO Project RETAINS was created to provide managers with tools and strategies to increase the effectiveness of their own management practices, thereby improving staffing, retention and employee satisfaction in public safety communications centers throughout the country.

The RETAINS Toolkit 2.0 includes three tools: staffing, retention, and the employee satisfaction survey. In addition, the toolkit can create a customized report detailing estimated staffing needs. The toolkit also includes the dispatcher guidelines functions within the staffing tool. This capability will generate a report based upon information provided by the user and compare it to data collected in the RETAINS Next Generation Redwood Empire Dispatch Communications Authority
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study. This tool is intended to help educate and be used as a starting point when considering dispatcher staffing levels and workload.

The following steps, data application, and calculations are performed in accordance with the RETAINS guidance.

The annual number of work hours per employee working a typical 42-hour work week is 2,184. The formula begins by subtracting the reported standard leave such as vacation, training, and sick time, to arrive at the total available work hours per employee. The total number of annual work hours in this study is 2,004 hours per employee, based on the following average human resources criteria provided by REDCOM:
• Vacation and holiday time – 180 hours
• Sick leave – 0 hours (included with vacation)
• Personal and compensatory time – 0 hours
• Training leave - 0 hours
• Military / FMLA leave - 0 hours
• Daily lunch and break time – 0 hours – time off the floor is provided when the workload allows, and others provide temporary coverage for that position • Other activities (meetings, etc.) – 0 hours
• 12-hour shifts
• 2184 hours per year, 42 hours per week
• Four to six part-time employees
To arrive at the recommended model, the final number of employees required to cover call taking functions is added to the number required for dispatch functions and the dedicated supervisor positions to determine the required number of telecommunicator staff.

5.3.3.3 Recommended Staffing Model
Table 13 provides the personnel count for the multi-agency communications center to incorporate the sixteen Marin County fire agencies into REDCOM based on the estimates and assumptions included in the previous sections.

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Table 13 - Multi-Agency ECC Staffing – Recommended
Multi-Agency ECC
Position Title Total Number of
Employees
Supervisors 4
Dispatchers 20
Call Takers 9
Total PSAP Staff 33
The above model assumes the following:
• Twelve-hour shifts
• Dedicated Shift Supervisors who would not routinely be tasked with any call taking or dispatching responsibilities
• Five (5) dispatch positions 24/7; one (1) primary fire / EMS dispatch position staffed and four (4) fire / EMS control or operations dispatch positions staffed • Although not recommended, the Fire / EMS dispatcher will be assigned multiple primary dispatch talk-groups
• Part-time employees would continue to be used in the same capacity as they are today
• Between the hours of 23:00 to 07:00 the number of control dispatchers will be reduced from five to four.

Based on Erlang-C calculations and the RETAINS formula, the minimum projected communications staff for REDCOM ECC to incorporate the sixteen Marin County fire agencies is 33. FE calculated this minimum projection, using the reported 9-1-1 and administrative, non-emergency call volume and CAD events. It is important to remember the positions listed here reflect functions and not necessarily trained employees with specific skills, e.g., call taker and fire dispatcher. Cross training in both call taking and dispatching would be the goal for all employees.

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5.3.3.4 Staffing / Deployment – By Hour of the Day – Recommended Table 14 – Recommended Combined ECC Staffing by Hour – Recommended Estimated Combined Center Phone Calls
Hour % per
Hour
Per
Hour
Call
Takers
Needed
Dispatchers Supervisors Total
Positions
0:00 2.24% 15.2 1 4 1 6
1:00 1.88% 12.8 1 4 1 6
2:00 1.60% 10.9 1 4 1 6
3:00 1.51% 10.3 1 4 1 6
4:00 1.53% 10.4 1 4 1 6
5:00 1.79% 12.2 1 4 1 6
6:00 2.50% 17.0 1 4 1 6
7:00 4.02% 27.4 2 4 1 7
8:00 5.81% 39.5 3 5 1 9
9:00 6.93% 47.1 3 5 1 9
10:00 6.81% 46.3 3 5 1 9
11:00 6.41% 43.6 3 5 1 9
12:00 6.15% 41.8 3 5 1 9
13:00 6.10% 41.5 3 5 1 9
14:00 5.81% 39.5 3 5 1 9
15:00 5.60% 38.1 3 5 1 9
16:00 5.40% 36.7 2 5 1 8
17:00 5.22% 35.5 2 5 1 8
18:00 4.88% 33.2 2 5 1 8
19:00 4.62% 31.4 2 5 1 8
20:00 3.94% 26.8 2 5 1 8
21:00 3.61% 24.5 2 5 1 8
22:00 3.12% 21.2 2 5 1 8
23:00 2.53% 17.2 1 4 1 6
Average 100.00% 679.90 2.00 4.63 1.00 7.63
The staffing projections represent the number of Full Time Equivalent (FTE) employees required to staff, at a minimum, one call taking position, four dispatch positions and one supervisor position during the slower periods of the day. Additional FTE staff is projected for the other positions to be staffed during the higher call volume periods of the day. These busier periods will require staffing of three call taking positions, five dispatch positions and one supervisor position. While completely cross-trained telecommunicators are desired, Redwood Empire Dispatch Communications Authority
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projected minimum certified staff is provided as guidance toward meeting call volume and dispatching needs.

A re-evaluation of available statistical call volume and data should be performed every three to six months during the planning and implementation phases of a business model change to enhance accuracy in staffing projections.

5.3.4 Ancillary Functions
Note - These projections do not include management / administrative as well as any required support / maintenance functions, such as, but not limited to, training, QA, CAD, and radio for either the recommended (above) or optional (below) staffing models.

5.3.4.1 Supervision Recommendation
Public safety best practices and existing standards require 24/7 supervision. The National Fire Protection Association (NFPA) has developed codes, standards and recommended practices through a process approved by the American National Standards Institute (ANSI). To comply with these standards, i.e., if there are at least two telecommunicators on duty, there will be a supervisor in the communications center at all times, five full-time employees are needed to maintain one supervisor on duty around the clock, with occasional gapping by an acting supervisor. This group can be supplemented by senior telecommunicators or assistant supervisors functioning in an acting supervisory capacity.

The Department of Homeland Security has established the National Incident Management System (NIMS) in collaboration with federal, state and local governments. The Incident Command System (ICS) falls under the Command and Management element of NIMS.

The ICS represents best practices and is the standard for emergency management across the country and requires a supervisor when there are between three and seven persons performing similar functions. A manageable span of control allows supervisors to supervise and control their subordinates, while allowing for efficient communications between all parties.

While NFPA standards and ICS require dedicated supervisory personnel, in-house considerations exist as well. A combined multi-agency ECC will have greater geographic boundaries and agency responsibilities and having a dedicated supervisor assigned to each shift will provide:
• Coordination and direction during major emergency incidents, such as severe weather or high-profile incidents
• Problem solving support to operations staff and to ECC management Redwood Empire Dispatch Communications Authority
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• A single point of contact for communicating with stakeholder agencies during normal operations
• Information on areas for growth among subordinate employees • Input to formalized career path development
• Documentation of employee performance for annual / periodic reviews • A focused scope of supervision when implementing new policies and procedures
• Direct supervision for diversified, complex tasks
• An ability to stay current with technological changes / advancements impacted by the daily use of the systems
• Guidance, coaching and mentoring to new and existing employees • A working knowledge of procedures and administrative processes • Concentration and attention to the operations of the ECC without the split responsibilities of occupying a call taker or dispatch position • Immediate customer service to public and stakeholder agencies • Improved communications with management, subordinates, and stakeholder agencies
• Promotion of operational efficiency
• Identification of areas for remedial training, counseling or discipline of staff • Expedient resolution of operational issues
• Development and performance of operational priorities • Opportunity for delegation of tasks / responsibilities

5.4 Stand-Alone Model – Marin County Fire / EMS ECC
Due to facility space limitations that preclude the provision of sleeping, cooking and personal hygiene areas for an assigned fire duty officer at REDCOM, an option that REDCOM and the Marin County fire agencies may want to consider is to create a Redwood Empire Dispatch Communications Authority
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REDCOM-staffed center in Marin County (REDCOM Marin), managed by the REDCOM JPA, dispatching only Marin fire / EMS agencies. For a further discussion of this option refer to section 9: Findings.

5.4.1 Call Volume / Call Taking Function
As described above, because 9-1-1 and ten-digit phone call statistics were not available for the Marin County fire / EMS agencies FE had to estimate those numbers at approximately 19,748 9-1-1 calls and 39,496 ten-digit emergency and non-emergency phone calls. This is a total of 59,244 phone calls. The formula result used was 50 percent of the 9-1-1 calls REDCOM received in 2019 and the number of ten-digit calls were double the number of 9-1-1 calls.

Table 15 – Estimated Marin County Fire / EMS Phone Calls Marin County Fire Departments
2016 2017 2018 2019 Average
Total 9-1-1 Calls 18,644 20,840 19,890 19,748 19,780
Total Ten-Digit Calls 37,288 41,680 39,779 39,496 39,561 Total 55,932 62,520 59,669 59,244 59,341
Table 16 displays the estimated call volume for a stand-alone center. The same service level objectives were used for this model as with the combined center model. • Service level objective of 90 percent calls answered within 10 seconds or less • Average talk time of 61 seconds
• Average after-call wrap up time of 45 seconds
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Table 16 – Estimated Hourly Call Volume – Marin County Fire / EMS ECC Marin County Fire/EMS ECC
Hour
% per
Hour
Per
Hour
Call
Takers
Needed
0:00 2.24% 4.3 0
1:00 1.88% 3.7 0
2:00 1.60% 3.1 0
3:00 1.51% 2.9 0
4:00 1.53% 3.0 0
5:00 1.79% 3.5 0
6:00 2.50% 4.9 0
7:00 4.02% 7.8 1
8:00 5.81% 11.3 1
9:00 6.93% 13.5 1
10:00 6.81% 13.2 1
11:00 6.41% 12.5 1
12:00 6.15% 12.0 1
13:00 6.10% 11.9 1
14:00 5.81% 11.3 1
15:00 5.60% 10.9 1
16:00 5.40% 10.5 1
17:00 5.22% 10.2 1
18:00 4.88% 9.5 1
19:00 4.62% 9.0 1
20:00 3.94% 7.7 1
21:00 3.61% 7.0 1
22:00 3.12% 6.1 1
23:00 2.53% 4.9 1
Average 100.00% 194.52 0.71
Note - the same Erlang C tool limitations apply to this stand-alone model as with the combined model:
• The calculator is not designed to use multiple performance goals • The calculator never recommends less than two call takers. For call volumes below ten per hour it does not make sense to have a dedicated call taker on Redwood Empire Dispatch Communications Authority
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duty if there are three other employees in the room available to answer the phone
• The calculator assumes that all incoming phone calls will only be processed by call takers. This model does have the expectation that the Control Dispatchers will be assisting in the answering of phone calls
• For the purposes of this report, there are no dedicated call takers recommended during the anticipated slow hours when the anticipated call volume drops below 5 per hour
For the purposes of this preliminary staffing estimate, we used the average number of workstations that need to be staffed. In this case, the average number of call taker positions required to manage the incoming call volume would be .71 call taking positions.

Since call volume is not evenly distributed on a 24/7 basis, some hours of the day will require no call taking positions, while others will require one equipped and active call taking position.

5.4.2 Dispatching Function
Table 17 illustrates the number and type of physical workstations and operational assignments needed for the recommended stand-alone communications center to meet established standards and best practices. The minimum number of required positions is five, named positions in the following table. An additional three positions are recommended for extended operations, overflow or training.

Table 17 – Marin Fire / EMS Positions
Marin Fire/EMS Positions
# Position Type
1 Supervisor
2 Marin Fire/EMS Dispatcher
3 Fire 13 Dispatcher
4 Fire 14 Dispatcher
5 Call Taker 1
6 Overflow/Training 1
7 Overflow/Training 2
8 Overflow/Training 3
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5.4.3 Staffing / Scheduling
As with the combined center model, the following Net Available Work Hours used is 2,004 hours per employee, based on the following criteria:
• Vacation and holiday time – 180 hours
• Sick leave – 0 hours (included with vacation)
• Personal and compensatory time – 0 hours
• Training leave - 0 hours
• Military / FMLA leave - 0 hours
• Daily lunch and break time – 0 hours – time off the floor is provided when the workload allows, and others provide temporary coverage for that position • Other activities (meetings, etc.) – 0 hours
• 12-hour shifts
• 2184 hours per year, 42 hours per week
Table 18 provides the personnel count for a stand-alone fire / EMS communications center to incorporate the sixteen Marin County fire agencies.

Table 18 - Stand-Alone ECC Staffing – Recommended
Marin County Fire/EMS ECC
Position Title Total Number of
Employees
Shift Supervisors 4
Dispatchers 12
Call Takers 3
Total PSAP Staff 19
The above model assumes the following:
• Twelve-hour shifts
• Dedicated Shift Supervisors who would not routinely be tasked with any call taking or dispatching responsibilities
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• Three (3) dispatch positions 24/7; one (1) primary fire / EMS dispatch position staffed and two (2) fire / EMS control dispatch positions staffed most of the time, except during the slower overnight hours
• The number of control dispatch positions would be reduced from two to one from 23:00 to 07:00
• The two control dispatch positions will answer the phones when no dedicated call takers are on duty and they will be the back-up when there is a call taker when they are on duty. The Supervisor and Primary Dispatcher can help as necessary
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5.4.4 Staffing / Deployment – By Hour of the Day – Recommended Table 19 – Recommended Stand-alone ECC Staffing by Hour Marin County Fire/EMS ECC
Hour
% per
Hour
Per
Hour
Call
Takers
Needed Dispatchers Supervisors
Total
Positions
0:00 2.24% 4.3 0 2 1 3
1:00 1.88% 3.7 0 2 1 3
2:00 1.60% 3.1 0 2 1 3
3:00 1.51% 2.9 0 2 1 3
4:00 1.53% 3.0 0 2 1 3
5:00 1.79% 3.5 0 2 1 3
6:00 2.50% 4.9 0 2 1 3
7:00 4.02% 7.8 1 3 1 5
8:00 5.81% 11.3 1 3 1 5
9:00 6.93% 13.5 1 3 1 5
10:00 6.81% 13.2 1 3 1 5
11:00 6.41% 12.5 1 3 1 5
12:00 6.15% 12.0 1 3 1 5
13:00 6.10% 11.9 1 3 1 5
14:00 5.81% 11.3 1 3 1 5
15:00 5.60% 10.9 1 3 1 5
16:00 5.40% 10.5 1 3 1 5
17:00 5.22% 10.2 1 3 1 5
18:00 4.88% 9.5 1 3 1 5
19:00 4.62% 9.0 1 3 1 5
20:00 3.94% 7.7 1 3 1 5
21:00 3.61% 7.0 1 3 1 5
22:00 3.12% 6.1 1 3 1 5
23:00 2.53% 4.9 1 2 1 4
Average 100.00% 194.52 0.71 2.67 1.00 4.38
The staffing projections represent the number of FTE employees required to staff, at a minimum, zero call taking position, two dispatch positions and one supervisor position during the slower periods of the day. Additional FTE staff is projected for the other positions to be staffed during the higher call volume periods of the day. These busier periods will require staffing of one call taking position, three dispatch positions and one supervisor position. While completely cross-trained telecommunicators are desired, projected Redwood Empire Dispatch Communications Authority
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minimum certified staff is provided as guidance toward meeting call volume and dispatching needs.

5.4.5 Supervision Recommendation
As with the combined center model, the same public safety best practices and existing standards that requires 24/7 supervision as outlined in section 5.3.4.1, Supervision Recommendation. Section 5.3.4.1 also lists why this supervision is needed and the typical tasks they would be assigned.

5.4.6 Function Descriptions / Titles
Because this is a new stand-alone center model there will be a need for various management and support positions.

The following subsections present some sample definitions for functions of multi-agency operations comprised exclusively of civilian staff. Although the functions must be fulfilled, it may not be necessary for a dedicated person to perform each function, since individuals may act in multiple roles. For example, dependent on workload, the training and QA functions may be combined. It is also possible for QA to be performed by the supervisors, and training to be conducted by experienced and certified dispatchers.

In addition, some of these functions may be provided by participating county support agencies such as, but not limited to, GIS and Information Technology. The important thing to remember is that while these functions do not necessarily translate into paid full-time staff positions (except for the dedicated Director / Manager position and possibly administrative support), they all need to be performed competently to enhance effective operations.

5.4.6.1 Director or Manager
The Director or Manager has overall responsibility for providing leadership and has ultimate responsibility for all the ECC operational, technological, budgetary and administrative functions. The Director / Manager is charged with setting the direction for the ECC, planning for future operational and technological changes and ensuring that the ECC meets the mission set by the oversight body and the agency approved service level agreements. The reporting relationship for this function is determined by the type of governance established.

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5.4.6.2 Deputy Director / Manager - Operations
This function reports to the Director / Manager. If the position is staffed, a Deputy Director / Manager oversees the shift supervisors and support programs, such as training and QA.

This function is responsible for assisting the Director / Manager in budget preparation, making staffing decisions, scheduling, performing complaint investigations, working with agencies served by the PSAP and other operational support.

5.4.6.3 Technology Manager
The Technology Manager function typically reports to the Director / Manager and oversees all technical and equipment issues concerning the PSAP's technology. This function oversees IT and GIS support staff, works with vendors on maintenance and repair issues, plans for upgrades and supports the technology needs of the ECC. These include, but are not limited to, CAD, mobile data, radio dispatch consoles, radio system back-bone, logging recorder, 9-1-1 answering equipment, 9-1-1, notification systems and associated system interfaces.

5.4.6.4 GIS and Technology Support
These function(s) report to the Director / Manager (or Technology Manager) and are responsible for providing GIS and / or IT support for various technology found in the PSAP.

This support could be dedicated to IT, CAD, radio, telephony, networks, logging recorder or a combination of technologies.

5.4.6.5 Training Program Support
The Training Coordination program function reports to the Director / Manager (or Deputy) and may have one or more training support staff. This program is responsible for the coordination and training of all PSAP operational personnel, and for developing and interacting with CTOs. In addition to new-hire training, 40-hours continuing education (inservice training) per year per telecommunicator is typically recommended and / or required to maintain certifications and / or update skills. Specialized certifications may require a minimum number of continuing education hours per year. Training staff is responsible for initial training and certification maintenance programs and for tracking and monitoring onthe-job training.

5.4.6.6 Quality Assurance Program Support
The QA Coordination program function reports to the Director / Manager (or Deputy) and may have one or more staff that reviews call taking and dispatching activities, documents findings and provides feedback on performance, and manages compliance with best Redwood Empire Dispatch Communications Authority
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practices and policies. This process provides evidence needed to establish and maintain that services provided by the ECC are of high quality and performed effectively. This function helps identify organizational and individual training deficiencies and provides plans to rectify them. The QA function is required of any agency administering pre-arrival instructions and / or pursuing accreditation through National Academies of Emergency Dispatch (NAED). This program is typically responsible for the creation of recordings for investigations, use in court or other official proceedings. This program is also responsible for the ECC's compliance with dispatch protocol systems for law enforcement, medical and fire dispatch.

5.4.6.7 Shift Supervisor
To properly manage a multi-agency ECC, a strong supervisory structure is recommended for two primary reasons; to foster compliance with public safety standards and best practices and to maximize operational efficiency. In FE's view, we strongly recommended that shift supervision not be assigned to a primary call taker or dispatch position and that shift supervisors are present around the clock.

5.4.6.8 Telecommunicators: Call Takers and / or Dispatchers This function reports to the shift supervisor and is responsible for call taking and dispatch functions. These core operational staff may also be responsible for, or participate in, the on-the-job training of new hires, input to maintenance of policies and procedures, and community education and job fairs.

5.4.6.9 Administrative Support and other Ancillary Functions This function reports to the Director / Manager and is responsible for providing administrative support and managing other office responsibilities. These functions include, but are not limited to, things such as human resources, benefits administration, and payroll.

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6. Potential Impacts of California State Law
Two sections of California Government Code that need to be considered when analyzing the feasibility of REDCOM providing dispatch services for the Marin county fire agencies are:
• California Government Code Section 6500: Joint Powers Agreements3 • California Government Code Section 53110 (as amended by Senate Bill 438)4

6.1 California Government Code Section 6500: Joint Powers Agreements California Government Code Section 6500 defines a joint powers authority as a public agency: “As used in this article, public agency includes, but is not limited to, the federal government or any federal department or agency, this state, another state or any state department or agency, a county, county board of education, county superintendent of schools, city, public corporation, public district, regional transportation commission of this state or another state, a federally recognized Indian tribe, or any joint powers authority formed pursuant to this article by any of these agencies.”

6.2 California Government Code Section 53110 (as amended by Senate Bill 438) California Senate Bill (SB) 438 was introduced in February 2019. This bill prohibits a public agency from entering into a contract for 9-1-1 call processing services unless the contract is with another public agency, with specified exceptions, and defines medical control, etc.

SB 438 was approved by the California Legislature, and signed by the Governor in October 2019. California Government Code 53110 contains the provisions of SB 438. There has been a question if REDCOM, as a JPA contracting dispatch services from American Medical Response West (AMR), is or is not a public agency, and would several of the exceptions in the bill prohibit REDCOM from dispatching for Marin County fire agencies. 3 TITLE 1. GENERAL [100 – 7914], DIVISION 7. MISCELLANEOUS [6000 - 7599.2], CHAPTER 5. Joint Exercise of Powers [6500 - 6599.3], ARTICLE 1. Joint Powers Agreements [6500 - 6539.6]
4 TITLE 5. LOCAL AGENCIES [50001 - 57607], DIVISION 2. CITIES, COUNTIES, AND OTHER AGENCIES [53000 - 55821], PART 1. POWERS AND DUTIES COMMON TO CITIES, COUNTIES, AND OTHER AGENCIES [53000 - 54999.7], CHAPTER 1. General [53000 - 53170], ARTICLE 6. Local Emergency Telephone Systems [53100 - 53122] Redwood Empire Dispatch Communications Authority
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California Government Code 53110(c)(1) states that “A joint powers authority that delegated, assigned, or contracted for “911” call processing services on or before January 1, 2019, may continue to delegate, assign, or contract for those services and may, upon the expiration of the delegation, assignment, or contract, renegotiate or adopt new contracts, if the membership of the joint powers authority includes all public safety agencies that provide prehospital emergency medical services and the joint powers authority consents to the continued delegation, assignment, or renegotiation or adoption of the contract.”
In FE’s research of SB 438, we talked to two fire service members that participated in the development of the bill. While the original bill language dealt with fire department “201” rights, (the right for fire agencies to provide medical assistance and transportation in their jurisdictions), 9-1-1 and dispatch centers were added during further markups.

Our sources indicated that JPAs such as REDCOM, Valley Regional Emergency Communications Center in Stanislaus County, and Fresno County EMS Communications Center were considered when drafting the final bill language to safeguard that they would be able to continue operating with the same capabilities they have had in the past. This was the reason for inserting a “…delegated, assigned, or contracted for “911” call processing services before January 1, 2019…” clause in the bill. The drafters of the bill wanted to make certain that as long as the overarching management of these dispatch centers was a public agency, responsible to the public agency members being dispatched, they would be in compliance with this new law.

It was the opinion of these fire service members that if the Marin fire agencies want to be dispatched by REDCOM, there is no issue since the REDCOM contracted dispatch service was in existence before the January 1, 2019 cutoff.

It is also FE’s analysis that California Government Code 53110 will not preclude Marin County fire agencies from joining the REDCOM JPA and being dispatched by them. It would be prudent to get an opinion from both the Marin and Sonoma County Counsel's Offices since they would be involved in any challenges to this effort.

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7. Financial Assessment
This section provides FE’s assessment of costs that will be required for REDCOM to provide dispatch services for the Marin County fire agencies. This is a feasibility study, rather than a consolidation study, where decisions have been made on location, systems, etc. FE’s goal is to provide cost considerations that will facilitate an eventual decision by REDCOM and the Marin fire agencies on whether it is in the interests of both parties to proceed with a transfer of dispatch services from the MCSO to REDCOM.

7.1 Reasons to Consider Transfer of Dispatch Services
Stakeholder agencies may consider the transfer of dispatch services from one PSAP to another for many reasons. Commonly cited reasons include:

1. Service level improvements – An important benefit of transferring dispatch services is service level improvements. The degree and nature of the improvements will vary depending on the efficiency of each individual PSAP being compared. 9-1-1 call takers and dispatchers are truly the “first responder on the scene” and can substantially influence the outcome of an incident. The types of service improvements typically achieved following a transfer of services include:
a. If call volume is large enough, transferring services to an existing PSAP can utilize a call taker / dispatcher organizational structure. This structure enables the call takers to focus solely on the incoming call and obtain the best information possible. The dispatcher’s ability to focus solely on field personnel improves field personnel safety
b. Standardized training of all PSAP employees increases regional consistency
c. A consolidated environment resulting from the transfer of services may offer the benefit of state-of-the-art technology, improved training, and expanded career opportunities that would not be otherwise financially or organizationally feasible

2. Another primary reason cited for transfer of services is cost savings. In FE’s experience, while cost savings could be a possibility in the future, it is critical that decision makers understand two points.
a. First, the goal of a services transfer should not be cost savings, but rather service level improvements
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b. Second, during a project such as this, there can be significant up-front capital costs associated with bringing the new agencies on board. Any potential savings may not occur for a few years; however, future cost efficiencies can be realized. Savings can be achieved by adding additional agencies to an existing JPA spreading out the costs to fund operations and technology. Another benefit is the sharing of technology systems provides not only additional cost efficiencies, but it can also provide improved regional or event situational awareness

7.2 Types of Costs
There are two types of costs that will need to be considered:
• One-time startup costs required to provide the infrastructure and systems that would allow REDCOM to provide dispatch services to Marin County fire agencies. These costs are often referred to as capital costs • Ongoing annual costs to pay for systems, e.g., CAD, staff, support, maintenance, and technical services, e.g., GIS. These costs are often referred to as operational costs

7.2.1 Capital Costs
FE reviewed the technology issues that will need to be addressed and is providing highlevel cost estimates associated with each technology area. In some areas, such as the addition of dispatch positions at REDCOM, plans are already in place to implement these projects. However, FE has identified high-level cost estimates for these items so that they are not overlooked. Allocation of specific costs between REDCOM and the Marin fire agencies will need to be negotiated should the Marin fire agencies decide to proceed with a transfer of dispatch services to REDCOM.

7.2.2 Operational Costs
FE worked with REDCOM and MCFD to determine additional positions and staffing that will be required for each of the location options: REDCOM or a Marin dispatch center, in addition to the staffing levels calculated during the staffing analysis.

Based on labor costs for each position, FE calculated the estimated high-level annual cost for each of the dispatch location options. In addition to estimated labor costs, FE also calculated the estimated facility rental and maintenance charges associated with a Marin dispatch center.

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8. Capital Cost Estimate

8.1 Combined REDCOM Emergency Communications
Center
This section describes the high-level estimated costs for updated technology that will be needed to support a combined REDCOM ECC. These estimates are based on technology that will be needed to combine the sixteen (16) Marin County fire agencies into REDCOM.

There are no concrete rules that apply to a project like this when it comes to who is the responsible party for a technology or a particular cost, either the migrating agency(s) or the communications center. This funding decision must be made locally and depends on several factors, such as, but not limited to, the technology involved, project participants, agency(s) that will derive benefit from the technology, local politics, and available funding.

During the project’s transition planning, REDCOM and the Marin County agencies must decide on budget and funding mechanisms. At the same time, technology lines of demarcation should also be determined for those systems that will be used in the communications center versus those that will be used by the emergency responders out in the field.

The agencies and ultimate decision makers need to understand that the costs provided are high-level cost estimates based on FE’s experience with the associated technology and with similar projects in the past. For many technology solutions there may be multiple alternate methods of providing the needed technology or the functionality it provides.

These alternate methods may differ significantly in cost. If the project proceeds, additional steps will be needed during the planning phase to make certain all possible solutions are explored. More detailed cost data may be needed from specific vendors. There may also be significant differences in cost based on the vendor and the solution they can provide.

These high-level cost estimates are provided to help guide the agencies.

Each of the following sections includes a description of the assumptions that were used in calculating the high-level cost estimate for that item.

8.1.1 Computer Aided Dispatch
Rather than remaining on the MCSO Hexagon CAD system, the Marin County fire agencies would prefer to become a part of the Sonoma County Public Safety Consortium (SCPSC) for CAD. Utilizing the Sonoma County CAD system will give the Marin County fire agencies better control over changing configurations, reports and statistics; control they do not have today. Marin County fire agencies also want to implement closest unit Redwood Empire Dispatch Communications Authority
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(proximity) dispatch, which MCSO has been reluctant to implement. This will be less of an issue since REDCOM is using closest unit dispatching today.

CAD software licenses will be needed for the additional four system furniture positions that will be added to REDCOM. FE verified with Hexagon that licenses are not transferable between CAD systems. Four licenses at $25,000 a piece for a total of $100,000.

A Personal Computer (PC) will need to be installed at each of the four new positions for the CAD system. Four PCs at $2,500 a piece for a total of $10,000. Three computer monitors will be needed for each of the new CAD PCs for a total of 12 monitors. Twelve monitors at $1,000 a piece for a total of $12,000.

8.1.1.1 CAD Interfaces
The following subsections describe CAD interfaces that will be required.

8.1.1.1.1 CAD-to CAD
A CAD-to-CAD interface will need to be developed and added between the Sonoma County CAD system and the MCSO CAD system. The CAD-to-CAD interface will allow the creation of joint LE/Fire/EMS events from either CAD system, and Fire/EMS units to view comments entered in the associated LE event. With CAD-to-CAD interfaces there is typically a cost for development and programming for each system. The high-level cost estimate covers the cost for both the Sonoma and the MCSO CAD systems, i.e., each system requires the interface. Interfaces for each CAD system at $25,000 each plus five years of maintenance at $25,000 for a total of $75,000.

8.1.1.1.2 Marin County Fire Records Management Systems
The Marin County fire agencies use Emergency Reporting Fire Records Management Systems (FRMS). REDCOM will need to configure a link to Emergency Reporting to transfer CAD data. The estimated cost to establish the link is $25,000.

8.1.1.1.3 Marin County Electronic Patient Care Reporting A new CAD interface will be needed for the ESO Electronic Patient Care Reporting (ePCR) solution that is being used by the Marin County agencies This interface sends out CAD data to the ePCR system at dispatch and typically is updated based on certain triggers.

The ISD cost to configure the interface is $1,500.

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8.1.2 Tablet Command
The Marin County agencies report they are in a transition to Tablet Command for their mobile solution with some agencies currently using Mobile Responder on PCs and some using Tablet Command on IOS. Most likely all Marin fire agencies will be moving to Tablet Command. A Marin County group is working on contract negotiations now. For this report, FE is assuming that all Marin County fire agencies will be using Tablet Command in lieu of other mobile technologies. The estimated cost to implement a two-way Tablet Command interface on the Sonoma County CAD system is $20,000.

8.1.3 Emergency Dispatch Protocols
Emergency dispatch protocols are used to provide call taker question standardization, uniform instructions, and to prioritize recommended responses. REDCOM uses both emergency medical and fire dispatch protocols in their daily operation.

Both REDCOM and MCSO are licensed users of the Medical Priority Dispatch System (MPDS) emergency medical dispatch protocols. REDCOM will be providing EMD for the Marin County agencies that will be joining. MPDS users are required to complete a MPDS dispatcher training course at $750 per person. The training cost for the 11 new telecommunicators is $8,250.

REDCOM is a licensed user of the MPDS EFD protocols. The Marin fire agencies do not currently use EFD, but for consistency with current REDCOM procedures, agreed that REDCOM should continue using it for the Marin agencies’ fire calls.

Additional EMD and EFD software licenses will need to be added for the four new console positions. Cost for each position is $7,500, for four positions the cost is $30,000.

8.1.4 Radio Dispatch Consoles
One of the most significant technology challenges for combining Marin County fire dispatch with REDCOM is the integration of two different radio systems: Sonoma County’s VHF simulcast analog system with Marin County’s current UHF T-band and future 700 MHz P25 Phase 2 Time Division Multiple Access (TDMA) trunked radio system. There are several possible solutions, and each has its own financial impact:
• Purchase MCC7500 radio consoles and connect them via network connections to MERA at specific dispatch positions. An operational disadvantage to this solution is that it will require telecommunicators to be trained on two separate solutions and then dedicates specific positions to either REDCOM or Marin County operations
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• Purchase MCC7500 radio consoles for each REDCOM dispatch position in addition to the current ModUcom radio consoles. This will result in adding an additional monitor, mouse and keyboard at each dispatch position. This option has significant operational disadvantages resulting in two separate radio solutions for the employees, potential console real estate issues and most likely headset arbitration concerns
• Purchase MCC7500 radio consoles with backend technology that will allow the control of both Sonoma and Marin County radio channels from the same dispatch console position
FE’s recommendation is to purchase and implement MCC7500 consoles with the capability to monitor and control both Sonoma and Marin radios. Although this is a costly procurement, this will provide REDCOM with maximum flexibility for the day to day assignment of dispatch positions and provide the center with a modern state of the art radio console solution. FE contacted the MERA upgrade project manager to identify any MCC7500 consoles that are going to be provided as part of the MERA upgrade. Woodacre is scheduled to receive three MC7500 consoles in June/July 2021 although the schedule is likely to slip to early 2022. The estimated cost for each MCC7500 is $48,000. Cost for 11 MCC7500 consoles (three MCC7500 consoles being provided by MERA) is $528,000.

The Motorola MCC7500 radio control console is cable of controlling both analog and digital radio systems. In addition to the actual MCC7500 consoles, the solution will require the following backend technology:
• Conventional controller, in a redundant configuration, estimated cost $100,000 • Connection to the Sonoma radio system via Conventional Channel Gateways (two for the REDCOM ECC and at least two for Sonoma RF sites), estimated cost $7,000 each, total cost for four, $28,000
• Digital IP logger with an Archiving Interface Server (AIS) to log radio traffic over the IP network, estimated cost $150,000
• Microwave link (or fiber network connection, if less expensive) to Marin radio transmitters, estimated cost $75,000
• Motorola installation services, estimated cost $350,000 REDCOM will also need to access to Marin County’s back-up VHF overlay resources.

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8.1.5 9-1-1 Telephone Routing
The telephony network and 9-1-1 answering will need to be programmed to allow the MCSO PSAP, and other law enforcement primary PSAPs in Marin County, to transfer 9- 1-1 calls with enhanced data to the REDCOM secondary PSAP.

Any ten-digit phone lines dedicated to fire / EMS operations installed at the Marin County PSAP or the WECC should be transferred to REDCOM so that they can be answered there and there will be no need to transfer. Other ten-digit phone calls received at the SCSO center will need to be manually transferred to REDCOM.

Adjacent mutual aid dispatch centers and agencies will need to be notified when REDCOM takes over dispatching for the Marin agencies. This may require programming changes to their local telephone equipment, specifically their 9-1-1 answering equipment, speed dials, etc. Estimated cost $5,000.

8.1.6 9-1-1 Customer Premise Equipment
9-1-1 answering equipment (PC, monitor, and software) will need to be added to the four new console positions at REDCOM. While it is possible that the California 9-1-1 Office will reimburse for the additional positions, it will need to be reviewed with the 9-1-1 Advisors at the 9-1-1 Office. Estimated cost $55,000 each, total cost for four positions is $220,000.

8.1.7 Geographical Information Systems
Sonoma County ISD currently maintains the REDCOM CAD mapping applications. This includes the countywide base map including address points, street centerlines, parcels, and other significant data layers.

Sonoma County ISD will need to be provided with the Marin County GIS / mapping data to integrate and consolidate that data into the proper format that is placed into a single file for use in the Sonoma CAD system. This work will require significant resource time and effort on a routine basis by the ISD staff. In addition, the ISD staff will need to assess the quality of the Marin GIS data. Workflows and processes will need to be developed to make certain all mapping / GIS data is routinely updated to include the most recent changes.

REDCOM made multiple attempts to schedule time with the ISD GIS staff to discuss:
• Their assessment of the effort required to analyze and prepare Marin County GIS/map data to merge with the Sonoma County GIS data
• Preparation of the data in the Hexagon GIS format for use with the SCSO CAD system
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• An estimate of the ongoing GIS maintenance effort that will be required to perform quarterly GIS updates
ISD GIS was not available to provide the requested information due to other commitments such as the upcoming SCSO CAD upgrade.

To complete this report in a timely fashion, account for the GIS setup, and annual maintenance cost, FE is proposing the following estimating methodology. Use the annual salary for an ISD Geographic Information Technician II as the basis for the GIS cost estimates. A Sonoma County Geographic Information Technician II is defined with the following knowledge set and capabilities:
• Under general supervision, prepares, revises, and maintains a variety of maps and mapping related records, documents, and reports; creates, revises, manipulates, and maintains spatial database records used with computer based geographic information systems; produces visual aids and graphics for presentation; provides spatial analysis; explains and interprets maps as requested by county departments and the general public; and performs related duties as required.
• Geographic Information Technician II is the full working level in the Geographic Information series. Incumbents in this class are expected to perform advanced computer map design, spatial data management and spatial analysis using a variety of computer programs to complete various assignments. Positions may be assigned to the department responsible for the County's primary GIS or to departments using the system and other geographic data.

REDCOM confirms this is an appropriate labor classification to use for the GIS work that will be required. The annual estimated burdened salary range for this position is $77,789.66 to $92,399.50. FE recommends that the high end of the salary range be used for the cost estimate. For the cost to prepare the Marin GIS data for initial consolidation with the Sonoma CAD GIS, a conservative estimate would be the annual cost. Likewise, a conservative estimate for ongoing quarterly GIS updates would be the annual cost.

Estimated GIS setup cost and annual maintenance cost is $92,400.00 for each.

For comparison purposes, MCSO told REDCOM they currently pay GeoComm $130,000.00 annually to maintain their GIS and do quarterly updates of the CAD GIS.

8.1.8 System Furniture Positions
An additional four system furniture positions will need to be installed at REDCOM. This is in addition to the existing ten positions that are currently installed and will bring the total Redwood Empire Dispatch Communications Authority
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number of positions to fourteen. Estimated cost is $20,000 per position. Four positions will cost $80,000. Four additional dispatch chairs will also be required, one for each console at $2,000 per chair, total estimated cost, $8,000.

8.1.9 Switched Ethernet Circuit
Sonoma County ISD indicated that an additional AT&T Switched Ethernet (ASE) circuit will likely be needed. Estimated cost $2,500.

8.1.10 Hospital Status Reporting
Sonoma County uses ImageTrend Resource Bridge to track hospital bed counts and diversion status in the county. REDCOM monitors the diversion status for each hospital and updates CAD when a county hospital is in diversion so that dispatchers can advise transporting EMS units. Resource Bridge uses a browser-based user interface.

Marin County hospitals currently use ReddiNet to report hospital diversion status. Based on FE’s review of the Sonoma County Resource Bridge hospital training documentation, Resource Bridge appears to be straight forward and user friendly. To provide continuity with REDCOM’s current operating procedures, FE recommends that the Marin County hospitals be migrated to Resource Bridge in a combined dispatch operation.

Resource Bridge is a subscription-based service with annual subscription costs. Refer to Section 9.1 Estimated Annual Subscription Cost for estimated annual cost.

8.1.11 Historical CAD Data Import
The Marin County fire agencies would like some of their historical MCSO CAD data imported into the Sonoma CAD system. At a minimum, they would like to import event / incident history and premise information. The estimated cost for REDCOM IT to import the Marin CAD data is $10,000.

8.1.12 Technology Areas with No Additional Cost
The following technology areas were reviewed but have no additional cost associated with them.

8.1.12.1.1 Marin County Fire Station Alerting
As part of the MERA upgrade project, the Marin County fire agencies will be transitioning to Mach Alert. FE contacted the MERA Upgrade Project Manager and learned the current Motorola schedule for implementation of Mach Alert is January to October 2022.

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8.1.12.2 CAD Server Hardware and SQL Licenses
The current Sonoma County CAD servers are nearing maximum capacity. These are virtual servers that will need to be expanded. Additional server hardware is scheduled to be added in the July 2020 time frame, which will address the current capacity issue. This will also alleviate any sizing concerns caused by adding the Marin fire agencies. The hardware expansion will also include required additional SQL licensing.

8.1.12.3 Logging Recorders
REDCOM has recently received a new audio logging recorder. FE has been advised that there is sufficient capacity in the new recorder to handle Marin County needs, such as 9- 1-1 trunks and ten-digit phone lines.

A radio logging recorder is included as part of the proposed radio console solution, refer to Section 8.1.4, Radio Dispatch Consoles.

Marin radio trunk talk groups are also recorded at the MERA control site in San Rafael and can be accessed remotely using a browser.

8.1.12.4 Radio System and Infrastructure
MERA5 is a JPA in Marin County, California, formed in 1998 to plan, implement and manage a countywide public safety and emergency radio system for the use of all member agencies. MERA is governed by a Governing Board comprised of representatives from Marin County, all cities, towns, and fire districts in Marin, and other special districts such as the Marin Municipal Water District.

The process for getting permission to access MERA via the radio consoles is the MERA Operations Officer presents a proposal to the MERA Operational Issues Working Group.

If the Working Group approves the proposal, they make a recommendation to the MERA Governing Board, who provides the final approval.

8.1.12.5 Interagency Resource Ordering Capability
REDCOM users on the Interagency Resource Ordering Capability (IROC) system will need to have Marin County (XMR) added to their profiles to enable them to coordinate resources for Marin County.
5 http://meraonline.org/
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8.1.12.6 Personnel Paging and Notification
The following paging and notification systems will need to be updated to include the Marin County fire / EMS agencies. The Marin County agencies will need to be added to:
• The CAD text paging system
• REDCOM’s Active 911 notification system
The REDCOM IT staff will make the updates.

8.1.12.7 Reporting
The Marin County fire agencies will continue to provide their own NFIRS and CFIRS reporting via their FRMS systems. The FRMS systems will be provided the required event information via one of the new CAD interfaces that is required.

The REDCOM technical services team will provide any specialized reports that are required.

8.1.12.8 PulsePoint
Both REDCOM (Sonoma County) and Marin County fire agencies are interfaced to PulsePoint. PulsePoint licensing is done in tiers based on the population of areas served.

Tier Population Range Population
1 <300,000 Marin County
259,725
2 300,000 to 750,000 Sonoma County
503,246
3 750,000 to 1,500,000
Marin and Sonoma
Counties
762,971
4 >1,500,000
FE verified with PulsePoint that the cost for tier three licensing is the combination of tiers one and two; therefore, there will be no additional cost for PulsePoint licensing.

8.1.12.9 CAL FIRE Microwave Intercom System
REDCOM is currently a part of the statewide CAL FIRE microwave intercom system.

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8.1.13 REDCOM ECC Estimated Cost Summary
Table 20 provides a summary of the high-level estimated costs for updated technology that will be needed to support a combined REDCOM ECC.

Table 20 - High-level REDCOM Technology Budgetary Estimated Cost System Quantity Individual
Cost
Total
Estimated
Cost
CAD Software Licenses 4 $ 25,000 $ 100,000
CAD Workstation 4 $ 2,500 $ 10,000
CAD Workstation Monitors 12 $ 1,000 $ 12,000
CAD to CAD Interface 1 $ 75,000 $ 75,000
CAD FRMS Interface 1 $ 25,000 $ 25,000
CAD ePCR Interface 1 $ 1,500 $ 1,500
Tablet Command Two-way Interface 1 $ 20,000 $ 20,000
MPDS EMD and EFD Workstation License 4 $ 7,500 $ 30,000 EMD Training 11 $ 750 $ 8,250
MCC7500 Radio Console 11 $ 48,000 $ 528,000
Redundant Conventional Controller 1 $ 100,000 $ 100,000 Conventional Channel Gateways 4 $ 7,000 $ 28,000
Digital IP Looger with AIS 1 $ 150,000 $ 150,000
Microwave Link to Marin Radio Transmitters 1 $ 75,000 $ 75,000 Motorola Installation Services 1 $ 350,000 $ 350,000
9-1-1 Telephone Routing 1 $ 5,000 $ 5,000
9-1-1 Answering Equipment 4 $ 55,000 $ 220,000
GIS Conversion (ISD GIS Technician II) 1 $ 92,400 $ 92,400 Console Furniture 4 $ 20,000 $ 80,000
Dispatch Chairs 4 $ 2,000 $ 8,000
MCSO CAD Data Import 1 $ 10,000 $ 10,000
TOTAL (rounded up to nearest 100K) $ 2,000,000.00
High-level REDCOM Technology Budgetary Estimated Costs

8.2 New Fire Dispatch Center in Marin County
An option that REDCOM and the Marin County fire agencies may want to consider is to create a REDCOM-staffed center in Marin County (REDCOM Marin), managed by the REDCOM JPA, dispatching only Marin fire / EMS agencies. The best location for this new dispatch center would be in open space at the Marin County building located at 1600 Los Gamos Drive in San Rafael, the current site of the MCSO PSCC. There are several advantages to this option:

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• The 1600 Los Gamos Drive building is controlled by Marin County, which could allow for flexibility in space allocation and cost recovery • There will be no need to extend connections from the MERA trunked radio system into REDCOM. There is already a node on the MERA system at the 1600 Los Gamos Drive building
• Telecommunicators at this new facility would only need to work with Marin County operational procedures, geography, and fire agencies.

Each of the following sections includes a description of the differences between a REDCOM Combined ECC and a Marin Fire ECC.

8.2.1 Facility
The Marin County office building is located at 1600 Los Gamos Drive, San Rafael. MCSO has use of the second floor, where the MCSO PSCC is located. MCSO reported that the building was built or remodeled to meet the requirements of an Essential Services Building, able to withstand natural disasters. There are adequate parking facilities on site, and the building has perimeter security measures in place. In addition, the building management provides a free shuttle service to the nearest SMART station.

FE estimates that approximately 3,500 square feet should satisfy the needs of the dispatch center, offices, equipment room and sleeping area. For comparison, the existing REDCOM Sonoma footprint is approximately 2,500 square feet but does not include sleeping areas or shower facilities. Architectural design work will confirm the space requirements.

The space allocated to REDCOM would require a contractor to make modifications and add equipment:
• Walls, doors, interior windows, etc. to isolate the allocated space from public areas, create offices for administrative personnel, locker rooms for dispatch staff and sleeping areas for 24-hour shift personnel. Access to or construction of shower and kitchen facilities would also be required • Install electrical and network connections to support the additional technology • Install dispatch workstation positions
• Create cable pathways to existing technology room(s)
• Build rack space in the technology room(s) to accommodate servers and network appliances
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• Construction and physical security features should meet the National Fire Protection Association (NFPA) Technical Standard 1221 requirements Marin County provided an estimate that working with an architect and construction manager to develop a Total Project Cost will cost $25,000.

Based on estimates provided by Marin County, construction costs for a highly technical area such as a dispatch center are approximately $225 per square foot. Estimated construction cost is $787,500 ($225 x 3,500 square feet).

8.2.2 Computer Aided Dispatch
CAD software licenses will be needed for the anticipated eight system furniture positions that will be installed for a REDCOM Marin, estimated cost $200,000.

Eight PCs will need to be installed for the CAD system at the consoles, estimated cost $20,000.

Three computer monitors will be needed for each of the new CAD PCs estimated cost $24,000.

8.2.3 Emergency Dispatch Protocols
MPDS users are required to complete a MPDS dispatcher training course at $750 per person. The training cost for the four new supervisors and 15 new telecommunicators, total 19 people is $14,250.

Additional EMD and EFD software licenses will need to be added for the eight new console positions. Cost for each position is $7,500, for eight positions the cost is $60,000.

8.2.4 Radio Dispatch Consoles
The estimated cost for each MCC7500 radio console is $48,000. Cost for five MCC7500 consoles (three MCC7500 consoles being provided by MERA) is $240,000. Note: these radio consoles will not be configured, i.e., backroom equipment for the Sonoma County radio system is not included, to access or control Sonoma County radio channels. Motorola installation services, estimated cost $100,000

8.2.5 9-1-1 Customer Premise Equipment
9-1-1 answering equipment will need to be added to each of the eight console positions.

Estimated cost for each position is $55,000, for eight positions the cost is $440,000.

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8.2.6 Logging Recorders
A new digital IP logger with an AIS to log radio traffic over the IP network will need to be procured and installed. The recorder will also need to be configured to record any 9-1-1 trunks, phone lines, and the 9-1-1 answering and radio dispatch positions. Estimated cost is $150,000.

8.2.7 System Furniture Positions
Eight system furniture positions will need to be installed at REDCOM Marin. Estimated cost for each position is $20,000, for eight positions the cost is $160,000. Eight additional dispatch chairs will also be required, one for each console at $2,000 per chair, total estimated cost, $16,000.

8.2.8 Office Furniture
There should be separate rooms in the new facility for the following positions:
• Operations Manager’s Office
• IT Support Office
• Supervisor’s Office
• Sleeping Quarters
• Breakroom
• Shower facilities
• Lockers
A separate, sound-proof room or rooms should be made available for the 24-hour command and control officer. Minimal furniture is required, bed, chair, lockers, and nightstand.

Lockers will be required for staff to be able to store headsets, manuals, etc. This could be either a separate room or located in a wide hallway.

Estimated cost to furnish the non-dispatch offices / rooms with furniture and technology, e.g., telephones, computers, etc. is $5,000 each, total for seven offices or rooms is $35,000.

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8.2.9 CAL FIRE Microwave Intercom System
Marin County Communications confirmed there is currently a talk group “CDF Intercom” on the MERA system, which can be configured to be on the MERA system dispatch consoles.

8.2.10 Marin County Fire Dispatch Estimated Cost Summary Table 21 provides high-level budgetary costs for updated and new technology that will be needed to support REDCOM Marin. Because some costs will be the same as the combined REDCOM ECC and others will be different the table indicates where costs are different.

Table 21 - High-level RECOM Marin Estimated Technology Costs System Quantity Individual
Cost
Total Estimated
Cost
Same as
REDCOM
ECC
Facility Design Cost 1 $ 25,000 $ 25,000
Facility Construction Cost 3,500 $ 225 $ 787,500
CAD Software Licenses 8 $ 25,000 $ 200,000
CAD Workstation 8 $ 2,500 $ 20,000
CAD Workstation Monitors 24 $ 1,000 $ 24,000
CAD to CAD Interface 1 $ 75,000 $ 75,000 X
CAD FRMS Interface 1 $ 25,000 $ 25,000 X
CAD ePCR Interface 1 $ 1,500 $ 1,500 X
Tablet Command Two-way Interface 1 $ 20,000 $ 20,000 X
MPDS EMD and EFD Workstation License 8 $ 7,500 $ 60,000 EMD Training 19 $ 750 $ 14,250
MCC7500 Radio Console 5 $ 48,000 $ 240,000
Redundant Conventional Controller
Conventional Channel Gateways
Digital IP Looger with AIS 1 $ 150,000 $ 150,000
Motorola Installation Services 1 $ 100,000 $ 100,000
9-1-1 Telephone Routing 1 $ 5,000 $ 5,000 X
9-1-1 Answering Equipment 8 $ 55,000 $ 440,000
GIS Conversion (ISD GIS Technician II) 1 $ 92,400 $ 92,400 X Console Furniture 8 $ 20,000 $ 160,000
Dispatch Chairs 8 $ 2,000 $ 16,000
Office Furniture 7 $ 5,000 $ 35,000
MCSO CAD Data Import 1 $ 10,000 $ 10,000 X
TOTAL (rounded up to nearest 100K) $ 2,600,000
High-level REDCOM Marin Estimated Technology Costs
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9. Operational Cost Estimates

9.1 Estimated Annual Subscription Costs
Resource Bridge is a subscription-based hospital reporting service with annual subscription costs. Licensing is by named users to comply with HIPPA requirements.

ImageTrend said that, typically, hospitals will have at least two licenses, one for a primary administrative user and a second user to act as a backup if the primary user is not available. Estimated annual cost per named user is $5,000.00 each. Six Marin County hospitals with two named users each, total 12 named users, is $60,000.00 per year.

9.2 Estimated Labor Costs
The largest component of annual operating cost is labor. Based on the staffing analysis for a combined REDCOM dispatch center and a new REDCOM Marin, command positions, and additional technology support, FE has calculated the estimated annual labor cost for each option.

The personnel forecast models FE uses (see Section 5, Staffing Analysis) estimates the number of staff needed for call taking and dispatch. REDCOM cross trains their staff to fill either role, so for this analysis the recommended numbers of call takers and dispatchers have been combined and reported as telecommunicators.

MCFD will require two command positions to be added to the REDCOM staff at either of the dispatch center locations. They are:
• Command Officer, based on a 56-hour week
• Fire Dispatch Assistant, this position is only needed for the duration of the fire season, estimated to be eight months
REDCOM estimates that three additional technology positions will be required at either of the dispatch center locations to support the Marin fire agencies. They are:
• REDCOM Data Systems Administrator
• ISD Programmer Analyst
• ISD GIS Technician II
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9.2.1 REDCOM ECC
The estimated annual burdened labor costs for a REDCOM ECC are displayed in the following table. The annual burdened salary for REDCOM telecommunicators was computed by doing a weighted average of the telecommunicator pay steps based on the number of current REDCOM full time employees in each pay step.

Table 22 – Combined REDCOM Dispatch Staffing Estimated Cost Position Title Current
Staffing
Combined
Staffing
Required
Additional
Employees
Annual
Burdended
Salary
Estimated Cost
Supervisor 4 4 0 $ 113,968.00 $ -
Telecommunicator 18 29 11 $ 94,600.00 $ 1,040,600.00
Dispatcher 20
Call Taker 9
Command Officer 3 $ 239,723.00 $ 719,169.00
Fire Dispatcher Assistant (eight
months) 4 $ 32,941.00 $ 131,764.00
REDCOM Data Systems
Administrator 1 $ 115,000.00 $ 115,000.00
ISD Programer Analyst 1 $ 130,000.00 $ 130,000.00
ISD GIS Technician II 1 $ 92,400.00 $ 92,400.00
TOTAL $ 2,228,933.00
Combined REDCOM Dispatch Staffing

9.2.2 REDCOM Marin

9.2.2.1 Annual Labor Cost
The estimated annual burdened labor costs for a REDCOM Marin fire dispatch center are displayed in the following table.

In addition to the positions identified in the previous section, REDCOM will also require an Operations Manager at a REDCOM Marin fire dispatch center.

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Table 23 – REDCOM Marin Estimated Staffing Cost
Position Title
Required
Additional
Employees
Annual
Burdended
Salary
Estimated Cost
Operations Manager 1 $123,597.00 $ 123,597.00
Supervisor 4 $113,968.00 $ 455,872.00
Telecommunicator 15 $ 94,600.00 $ 1,419,000.00
Dispatcher 12
Call Taker 3
Command Officer 3 $239,723.00 $ 719,169.00
Fire Dispatcher Assistant (eight
months) 4 $ 32,941.00 $ 131,764.00
REDCOM Data Systems
Administrator 1 $115,000.00 $ 115,000.00
ISD Programer Analyst 1 $130,000.00 $ 130,000.00
ISD GIS Technician II 1 $ 92,400.00 $ 92,400.00
TOTAL $ 3,186,802.00
Marin Center Dispatch Staffing

9.2.2.2 Annual Facility Cost
In addition to labor, a REDCOM Marin dispatch center will also have annual costs for rent.

Marin County provided a commercial rate of $2.75 per square foot. For a 3,500 square foot facility the estimated monthly rental would be $9,625 with an annual estimated rental fee of $115,500.

Utilities, power, water, and sewer, are coordinated through Marin County. The cost of utilities is based on total square feet occupied by the tenant. Marin County also performs all maintenance on the building, including janitorial services. The County charges a flat rate of $1.20 per square foot per month for utilities and maintenance. The estimated monthly utilities and maintenance cost for a 3,500 square foot facility is $4,200 with an annual estimated cost of $50,400.

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9.2.2.3 Total Annual Cost
The total annual estimated cost for a REDCOM Marin dispatch center is provided in Table

24. Table 24 – REDCOM Marin Estimated Annual Cost
Cost Element Estimated Cost
Labor $ 3,186,802.00
Annual Rent $ 115,500.00
Annual Utilities and Maintenance $ 50,400.00
Annual Resource Bridge Subscription $ 60,000.00
TOTAL $ 3,412,702.00
Marin Fire Dispatch Center Estimated Cost

9.3 Dispatch Center Funding Models
Both REDCOM and MCSO use similar methodologies to assess annual operating costs for dispatch services to the member agencies. Both organizations allocate annual costs based on historical call data volume as a percentage of the total call volume across all participating agencies.

9.3.1 REDCOM
REDCOM uses average call volume for the previous five years to compute the percentage of costs to be allocated to each agency. The annual REDCOM budget, including Sonoma CAD Consortium costs are divided into two categories: Call Budget and Base Call Budget.

An allocation, based on an agency’s percentage of total call volume, is done for the Call Budget. The Base Call Budget allocation is done by call volume tiers, e.g., each agency that falls within a particular tier is assessed the same amount.

9.3.2 MCSO
MCSO uses average call volume for the previous two years to compute the percentage of costs allocated to each agency. The first allocation is for the MCSO CAD system. The annual cost is allocated across all agencies that use the MCSO CAD, e.g., law enforcement and fire. The second allocation is for fire dispatch services and takes the cost of staffing fire dispatch and allocates that cost to fire agencies based on the percentage of total fire call volume. Note: Marin County Fire, and the agencies dispatched by the WECC only pay the CAD allocation because they staff their own dispatch center separately. A third allocation is computed for mobile maintenance based on the number of mobiles Redwood Empire Dispatch Communications Authority
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maintained for an agency as a percentage of the total number of mobiles being maintained by MCSO.

9.3.3 Comparison of Operational Costs
FE did a high-level comparison of the price per call between REDCOM, REDCOM Marin, and MCSO to identify cost differences between the three options. The REDCOM and REDCOM Marin price per call was based on the estimated annual cost divided by 2019 agency call volume. The MCSO data was based on 2019-20 data.

Table 25 provides a cost per call comparison for Marin County fire agencies between REDCOM, REDCOM Marin, and MCSO dispatch services. The MCSO cost per call is not directly comparable to the REDCOM options since MCSO does not include command staff. MCSO cost per call data is not available for MCFD and the other WECC dispatched agencies since MCSO does not provide dispatch services for them.

Table 25 - Comparison of REDCOM, REDCOM Marin, and MCSO Estimated Cost per Call
Agency
2019
Annual
Calls
Percent of
Calls REDCOM REDCOM Marin REDCOM REDCOM Marin
Annual Estimated
Cost $ 2,288,933.00 $ 3,412,702.00
San Rafael FD 8,728 25.21% $ 577,026.38 $ 860,321.85 $ 66.11 $ 98.57 $ 63.30 Novato FD 7,137 20.61% $ 471,842.03 $ 703,496.45 $ 66.11 $ 98.57 $ 60.58 Southern Marin FD 3,502 10.11% $ 231,524.56 $ 345,193.30 $ 66.11 $ 98.57 $ 62.75 Central Marin FD 3,318 9.58% $ 219,359.94 $ 327,056.36 $ 66.11 $ 98.57 $ 56.86 Ross Valley FD 2,813 8.12% $ 185,973.33 $ 277,278.34 $ 66.11 $ 98.57 $ 60.84 MCFD 2,336 6.75% $ 154,437.86 $ 230,260.29 $ 66.11 $ 98.57 WECC Mill Valley FD 2,120 6.12% $ 140,157.64 $ 208,969.10 $ 66.11 $ 98.57 $ 56.65 Tiburon FD 1,302 3.76% $ 86,077.95 $ 128,338.57 $ 66.11 $ 98.57 $ 59.57 Kentfield FD 1,133 3.27% $ 74,905.01 $ 111,680.19 $ 66.11 $ 98.57 $ 58.12 Marinwood FD 1,424 4.11% $ 94,143.63 $ 140,364.15 $ 66.11 $ 98.57 WECC Stinson Beach FD 235 0.68% $ 15,536.34 $ 23,164.03 $ 66.11 $ 98.57 WECC Bolinas FD 246 0.71% $ 16,263.58 $ 24,248.30 $ 66.11 $ 98.57 WECC Inverness FD 123 0.36% $ 8,131.79 $ 12,124.15 $ 66.11 $ 98.57 WECC Nicasio FD 123 0.36% $ 8,131.79 $ 12,124.15 $ 66.11 $ 98.57 WECC Muir Beach FD 69 0.20% $ 4,561.73 $ 6,801.35 $ 66.11 $ 98.57 WECC Skywalker FD 13 0.04% $ 859.46 $ 1,281.41 $ 66.11 $ 98.57 WECC Total 34,622 100%
Allocated Cost Estimated Cost per Call
2019 MCSO
Estimated Cost per Call for REDCOM, REDCOM Marin and MCSO Redwood Empire Dispatch Communications Authority
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10. Findings
Based on the findings of this feasibility study, FE’s assessment is that dispatching Marin County fire agencies from REDCOM faces a major issue that can prevent such a consolidation. Implementing a command and control management model, based on fire officers being added to the dispatch staff in the current REDCOM facility, would not be feasible. The primary reason for this assessment is the inability for the REDCOM facility to accommodate fire department officers working 24-hour shifts and the resulting need for sleeping, cooking and personal hygiene areas. There is no space available to create these areas in the current SCSO building.

Two alternatives are available that would make a consolidation still feasible:
• REDCOM work with SCSO to find a way to support duty fire officer’s 24-hour shifts, e.g., get permission to use SCSO shower facilities, or Marin fire agencies work with the REDCOM to find a workable compromise on duty officer sleeping, cooking, and personal hygiene accommodations
• Marin County fire agencies forego strict adherence to the command and control model and allow a hybrid model - training REDCOM supervisory staff on the concepts of command and control to allow them to perform the same functions as a fire officer. Most REDCOM supervisory staff have many years of experience and should be able to function in this role with training and coaching A second Marin County fire dispatch option is to create a new REDCOM Marin dispatch center at the Marin County building. This option will be more expensive than expanding REDCOM Sonoma due to:
• Design and construction costs to retrofit the facilities in San Rafael • Additional telecommunicator, management, and support staff that would be required for a stand-alone REDCOM Marin dispatch center • Annual rent and maintenance for a new facility
This option has several advantages:
• Potential to better serve the residents of Marin County by having telecommunicators who are more familiar with Marin County geography and Marin County fire agency procedures and personnel
• The ability to accommodate command and control staffing would be resolved if appropriate sleeping, cooking, and hygiene facilities are provided in a new center Redwood Empire Dispatch Communications Authority
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• Provide each dispatch center with a backup facility (this would require a change of radio consoles at REDCOM Sonoma to handle the MERA radio system). Note:
backup center capability assumes that the Sonoma CAD servers are still operational
FE does not recommend one option over the other. REDCOM and the Marin fire agencies will need to evaluate which option will provide the best level of service at the best cost.

They will also want to consider the anticipated implementation schedule for each option, e.g., designing, building, staffing, and provisioning a separate fire dispatch center will likely take significantly longer than implementing combined operations at REDCOM Sonoma.

Changes to the JPA will need to be made regardless of the option selected. REDCOM will also need to determine startup costs for the option(s) under consideration and which costs will be apportioned to the Marin County fire agencies solely, and which costs would benefit all JPA members and be apportioned to the existing member agencies. As with all major projects, finding funding for this effort will need to be determined – grants, one-time capital expenditures, general fund, etc.

If the Marin County fire agencies and REDCOM decide to proceed with consolidation of dispatch services at the REDCOM facility in Santa Rosa, FE is providing the following recommendations in the areas of:
• Governance
• Staffing
• Facilities
• Technology

10.1 Governance
FE recommends that the REDCOM JPA be updated to add the Marin County fire agencies by modifying the REDCOM JPA to include Marin County, the JPA currently only includes Sonoma County agencies. The JPA BOD may also want to consider allowing additional BOD members to include the Marin County fire agencies. If it is the desire of the JPA BOD to keep the size of the BOD at a manageable level, two additional members could be added, representing Marin County fire and EMS agencies. This will require a unanimous vote of all current JPA members, and the submission of the JPA modifications to the California Secretary of State.

Redwood Empire Dispatch Communications Authority
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If it is the JPA members’ desire to create a service contract for the Marin County fire agencies instead, such an agreement will need to be crafted and agreed upon by both the JPA BOD and the Marin County fire agencies. It will be important that a contract for services include the ability for the Marin County fire agencies to have a voice in the REDCOM financial and operational issues.

Discussions will need to be initiated with CAL FIRE to address any issues or concerns related to the Marin County State Responsibility Area (SRA) Contract (Gray Book) and REDCOM providing the dispatch services.

10.2 Staffing
As noted in the staffing section of this report, FE estimates an additional 11 telecommunicator staff positions will be required to handle the increase in 9-1-1 and event volumes for Marin County in REDCOM. Dispatchers currently employed at the WECC facility should be considered to fill some of these additional positions, as well as, firecertified telecommunicators currently working at the PSCC, if there is a reduction in staff for that facility.

10.3 Facility
Plans for the expansion of the current REDCOM facility are already in the design stage, with a project kickoff planned for the first quarter of 2021. This expansion will give REDCOM 40 percent of the remaining available space on the SCSO headquarters second floor, with the remainder being reserved by other Sonoma County agencies.

The REDCOM expansion includes four additional dispatch positions and additional office space. This will give REDCOM not only the number of needed positions to add the Marin County fire agencies but will also provide the needed extra positions for high call volume / expanded dispatch needs. This will also reduce the need for support staff to share office space. Costs for this expansion will include construction, ergonomic console furniture, chairs, computer hardware, and workstation license costs.

10.4 Technology
The largest capital expense associated with consolidating the Marin County fire agencies into REDCOM will be for required technology changes:
• CAD – As noted above, plans for the expansion should also include adding four additional CAD workstations and monitors to these positions including additional seat licenses
Redwood Empire Dispatch Communications Authority
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• Mapping/GIS – the Marin County GIS/map will need to be added to the current Sonoma County GIS/map used with the Sonoma County CAD system. See Section 8.1.7.
• Radio – Because Marin County is on a trunked UHF system that is incompatible with the current ModUcom radio consoles in REDCOM, FE recommends that all 14 positions be upgraded to radio consoles compatible with both analog and digital radio systems. This will include backend hardware and software that will allow the new radio consoles to access both the Marin and the Sonoma County radio systems
• Telephone – Four additional sets of 9-1-1 Customer Premises Equipment (CPE) will need to be purchased for the new consoles. This may require additional backroom equipment. It is possible that REDCOM can negotiate a full or partial reimbursement from the California 9-1-1 Branch, since they will be able to shut down the three positions at WECC after cutover. All allied agencies will need to reprogram their speed dials
• EMD, EFD – Additional seat licenses for the protocol systems will need to be added. All new staff positions that are not already certified in EMD and EFD will require training to become certified
Redwood Empire Dispatch Communications Authority
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11. Next Steps - Implementation Outline for
Recommendations
This section identifies steps that should be taken if REDCOM and the Marin County fire agencies decide it is in their collective interest to pursue transitioning dispatch services for the Marin County fire agencies from MCSO / WECC to REDCOM.

11.1 Decision to Proceed
Based on the data provided in this report, the Marin County fire agencies will need to decide if it is in their interest to proceed with a transfer of dispatch services. At a high-level, a first step will be to analyze the benefits of the project and then compare these with the associated costs.

If the Marin County fire agencies decide to proceed with a transition of their dispatch services, then they will need to have discussions with the REDCOM BOD, or a designated subcommittee, to identify the support model to be pursed, e.g., REDCOM dispatch or a new Marin County fire dispatch center, the scope of services and allocation of costs. These discussions will need to be iterative and sequential because one decision could impact subsequent decisions.

A project to implement transition of services will require basic project phases. In the following sections FE has identified the high-level phases and actions that should occur during each phase. The phases are:
• Governance
• Planning
• Implementation
• Cutover

11.2 Governance Phase
The stakeholders and decision makers for REDCOM should address governance first.

There are two options to consider:
• Modify the First Amended Joint Powers Agreement Establishing a Coordinated Public Safety Dispatch System for Fire and Emergency Medical Services in Sonoma County
Redwood Empire Dispatch Communications Authority
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• Negotiate a contract with the Marin County fire agencies for dispatching services

11.2.1 Adding Marin County to the JPA
If the REDCOM BOD decides to add the Marin fire agencies to its JPA it must draft changes to the JPA and obtain a unanimous vote of all current members approving the changes (18)6. Modifications that need to be made are:
• Determine the number and composition of the Board of Directors (6.a.i.) • Add “Marin County” where only “Sonoma County” is currently cited in the document (2, 5a, and 17)
• Determine any changes needed to the voting structure (7.d.) • Determine the cost to admit the new members (startup costs) (17.b.) Modifications to the JPA require a unanimous vote of the current members. Once the JPA has been modified, then the BOD is required to hold a public meeting to discuss adding new members (17.a.) and approve the new members by a unanimous vote.

11.2.2 Developing a Contract for Service with the Marin County Fire Agencies
If a contract for service, or Intergovernmental Agreement (IGA), is the agreed upon method for REDCOM to provide dispatch services for the Marin County fire agencies, the following components should be included:
• Contract Agency Rights:
o Input on JPA decisions
o Ability to make operational changes that affect the contract agencies • Financial Obligations:
o Startup costs
o Annual cost percentage allocations
6 References are to sections of the current REDCOM JPA
Redwood Empire Dispatch Communications Authority
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o Input on budgetary items
• Termination for Cause:
o Failure to abide by the contract
o Failure to make annual or semi-annual payments
o Cost obligations
• Termination for No Cause:
o Desire for the agencies to terminate their contract
o Advance notification
o Cost obligations
• Dispatch Training Obligations:
o Annual training sessions
o Hosted geography tours
Each Marin County fire agency contracting with REDCOM will need to sign the contract / IGA, which will require action by their respective governing bodies.

11.3 Planning Phase
Initial planning activities will include meetings of key stakeholders to determine REDCOM’s scope, and engage Sonoma County IT / GIS resources, AMR human resources and REDCOM / Marin County legal representatives in the planning process. Some of the key decisions include:
• Timeline – establishing a timeline and identifying key decision points in order to move to the next action item
• Organization – What form of command and control hierarchy will be used? Decisions will need to be made on how this form of organization will work for REDCOM and what changes will need to be made to policy, procedures, organizational charts, etc.

Redwood Empire Dispatch Communications Authority
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• Finance – A cost allocation plan will need to be developed as well as determination and allocation of startup costs from the Marin County fire agencies
• Expansion of Facilities – A status report on the REDCOM expansion project will need to be produced to determine the needed funding to move forward.

Currently, only design costs have been funded. The expansion must be completed before the Marin County fire agencies can be incorporated into REDCOM
• Personnel - Decisions will need to be made regarding human resource needs such as the timing for recruiting, hiring, and training for required new employees. As the project progresses, management will also need to consider a method to accurately document the number of phone calls that the control dispatchers can help process each hour. For this feasibility study, that number was estimated and that’s appropriate at this stage; however, as the project moves forward there will be time before staffing decisions are made to delve into and determine a more accurate number. At the same time, management should continue to review the workload during the slow overnight hours to help determine the number of phone calls the control dispatchers can handle during these slower times. Both have an important influence on the final number of call takers needed. The manpower planning activities should also include quantifying workload and associated cost of providing technical support to the combined center to make certain that support is adequate. While identifying additional IT support needs for the combined center, management should include costs associated with expanding skill sets and staff to accommodate additional workload and / or changes in technology and technical support • Technical Support – Determining external technical support costs will require identifying an appropriate level of technology support needed for planning, provisioning and transition, specifically for the major critical systems such as radio, telephone, CAD, network, and recording systems. Technical support to configure CAD, 9-1-1, network, and radio consoles will need to be scheduled with the corresponding departments and vendors. A detailed review of the Marin County GIS should also be conducted to determine the extent of services that will be required to prepare the Marin County GIS for inclusion with the Sonoma County GIS
• Vendor Contracts – Contracting vehicles for any required vendor services, e.g., radio, CAD interfaces and implementation services, etc. will need to be put in place to support implementation. This step could have a long lead time to allow Redwood Empire Dispatch Communications Authority
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for Request for Proposal (RFP) development, proposal evaluation, selection and negotiations

11.4 Implementation Phase
Once the governance and funding are established, the implementation plan can be expanded with enough detail to allow execution by the key stakeholders, staff and supporting parties including vendors. The plan should include a narrative and schedule describing the transition from the current operation to the post-cutover of consolidated operations. Key plan components include:
• Designated project manager or management team
• Identification of affected stakeholders and member agency liaisons by name, title, roles, and responsibilities
• Identification of:
o Known risks, tracking and resolution of same
o Unknown risks and mitigation of same
• Schedules of all plan paths to include:
o Required vendor contracts
o Required technology upgrades and transition coordination o New employee hiring and training / certification
o Required GIS updates
o Provisioning the Sonoma County CAD for Marin operations, e.g. response plans
o Legacy CAD data import
o Facility changes
o Operational acclimation, training, and transition plans o Noted milestones and determination decision points to proceed with or abandon a plan or the project with alternate paths defined Redwood Empire Dispatch Communications Authority
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11.5 Cutover Phase
A transition / cutover plan will need to be developed for the transition from PSCC and WECC to REDCOM. Cutover planning will need to include the following:
• New / revised policies and procedures in place
• Completion of training for all employees on Marin operations • CAD, 9-1-1, and radio consoles installed and operational • Functional testing of Sonoma County CAD to support Marin County fire dispatch
• Coordination with PSCC and WECC on the date and time of the cutover • Provision of adequate staffing for cutover at all three PSAPs • Development of a detailed cutover plan with rollback decision points • Coordination with the CA 9-1-1 Branch on transition of 9-1-1 trunks and speed dials

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.C.

REPORT DATE: October 05, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Ruben Martin, Fire Chief
SUBJECT: Professional Consulting Agreement with Heather Price-Fair, R.N. for Emergency Medical Services Continued Quality Improvement (CQI) Services        
RECOMMENDED ACTION:

That the Central Marin Fire Authority Council authorize the Executive Management Team to execute a 3-year professional consulting agreement with Heather Price-Fair, R.N. for emergency medical services continued quality improvement (CQI) services to the Central Marin Fire Authority’s Emergency Medical Services (EMS) program.

BACKGROUND/DISCUSSION:

The primary purpose of any continued quality management program is to ensure every patient receives the best medical care possible. Each new technique or technological innovation presents EMS systems with an opportunity to assess its best practices and measure performance. No single agency alone can evaluate the complete patient journey from injury to disease onset to recovery.

Therefore, EMS service providers, local EMS agencies, local hospitals, and the local EMS Authority must work together to develop objective procedures for measuring and improving patient care outcomes.

Quality improvement programs typically work best in an environment that implements change through a robust, non-punitive education program. Effective QI programs are transparent; both administration and clinical staff understand the goals and methods of any ongoing quality improvement project. Quality improvement programs often use Key Performance Indicators (KPIs) to measure ongoing clinical performance, identify areas for improvement, and assess the impact of process changes. The goal of CQI is to develop a high-reliability organization that operates in a relatively error-free state over a long period of time.

Central Marin Fire Authority has maintained a long standing CQI program through a partnership with Kaiser Hospital staff that began when the Corte Madera Fire Department still existed. Our 2 current CQI R.N, is scheduled to retire at the end of the 2022 calendar year and will no longer be available to perform the duties of our CQI coordinator.

Central Marin Fire believes and subscribes to the concept of regionalizing the services being received, which includes CQI services. The CQI contract being proposed with Heather Price-Fair, R.N. is part of a regional CQI program that includes Ross Valley Paramedic Authority (RVPA), Marin County Fire Department, and Southern Marin Emergency Medical Paramedic System (SMEMPS). These agencies share the cost of the coordination and management of the program to ensure County, State, and industry protocols and standards are properly and seamlessly administered by emergency response personnel within all the agencies. This contract will place Central Marin in alignment with our local and regional EMS partners.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

FISCAL IMPACT:
 $20,000 – FY 2022/23
 $30,900 – FY 2023/24
 $31,836 – FY 2024/25
OPTIONS:

1. Authorize the Executive Manager to execute the attached contract.

2. Do not authorize the Executive Manger to execute the contract

3. Take no action at this time and provide other direction to staff.

ATTACHMENTS:

1. Consulting Agreement for CQI Services
3 ATTACHMENT 1
Consulting Agreement for CQI Services
1 CENTRAL MARIN FIRE AUTHORITY PROFESSIONAL

CONSULTING AGREEMENT FOR CQI SERVICES
This PROFESSIONAL CONSULTING AGREEMENT FOR CQI SERVICES ("Agreement") is made and entered into this day of November 2022, by and between the CENTRAL MARIN FIRE AUTHORITY, a joint powers local public entity (hereinafter "Authority") and HEATHER PRICE-FAIR, R.N. a Sole Proprietorship (hereinafter "Contractor").

In consideration of the mutual promises contained herein, the parties hereto agree as follows:

SECTION 1. SCOPE OF WORK
Contractor shall provide the Authority with the services described in Exhibit A attached hereto and incorporated herein by this reference as though set forth in full. The services required of Contractor under this Agreement and pursuant to this Section 1 are referred to throughout the remainder of this Agreement as "CQI Services."
SECTION 2. RESPONSIBLE INDIVIDUAL
The individual directly responsible for and personally performing the duties of Contractor is Heather Price-Fair, R.N. Contractor represents and warrants that the execution of this Agreement has been approved by Contractor, and that the person executing this Agreement on behalf of Contractor has the full authority to do so.

SECTION 3. WORK SCHEDULE
Contractor shall be available to work as many hours as required to complete the CQI Services immediately upon receipt of the signed Agreement from the Authority, and shall complete all tasks in a timely manner as specified. Contractor shall not be held responsible for delays caused beyond her reasonable control.

SECTION 4. COMPENSATION
In consideration of the performance of the CQI Services described in Section 1, Contractor shall be compensated at the monthly rate and in the manner set forth in Exhibit B which is attached hereto and incorporated herein as though set forth in full. Contractor shall not charge the Authority for any administrative expenses or overhead, except those expressly specified in Exhibit B attached hereto. Contractor acknowledges and agrees that the compensation to be paid Contractor under this Section 4 represents the full amount due and owing Contractor in connection with performance of the CQI Services.
2 SECTION 5. AMENDMENTS
In the event the Authority desires to retain Contractor for the performance of additional services, or wishes to delete any services in connection with this Agreement, such changes and adjustments to compensation due Consultant shall be made only by written and signed amendment to this Agreement.

SECTION 6. INDEPENDENT CONTRACTOR
Contractor at all times hereunder shall act as an independent contractor and shall not be an employee, officer, agent, partner, or joint venture of the Authority by virtue of this Agreement.

Contractor shall not earn or be entitled to benefits of any kind or nature normally provided employees of the Authority and/or to which Authority's employees are usually entitled, including but not limited to State unemployment compensation or workers' compensation benefits. Nothing in this Agreement shall be construed to mean that the Authority retains any control over the manner and means of how the Contractor performs her duties and responsibilities. It is understood that no deductions will be made from payments to Contractor on account of withholding for income tax, social security, health insurance, retirement, or any other benefits applicable to employees of the Authority. Contractor shall assume full responsibility for payment of all federal, state and local taxes or contributions, including unemployment insurance, social security and income taxes.

SECTION 7. AUTHORITY EQUIPMENT
No personal use by contractor of Authority equipment, supplies or services is allowed. Contractor shall have no power to bind or commit the Authority to any decision or course of action, and shall not represent to any person or business that she has such power.

SECTION 8. HOLD HARMLESS AND INDEMNIFICATION
Contractor shall indemnify, defend and save the Authority, its officers, elected and appointed officials, employees, contractors and agents harmless from and against any and all liabilities, claims, suits, actions, damages and/or causes of action of any kind arising out of any bodily injury, personal injury, property damage or in violation of any federal, state or municipal law or ordinance or other cause in connection with the activities of Contractor, or on account of the performance of the CQI Services or otherwise related to his performance of this Agreement to the extent that any such liabilities, claims, suits, actions, damages and/or causes of action arise out of the intentional, negligent or willful misconduct of Contractor.
3 SECTION 9. INSURANCE
Commercial Automobile Liability Insurance
Where the services to be provided under this Agreement involve or require the use of any type of vehicle by Contractor, Contractor shall provide comprehensive business/commercial liability coverage, including non-owned and hired automobile liability, in the amount of $1,000,000.

Professional Liability Insurance
Contractor shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Services to be rendered in connection with this Agreement, in the minimum amount of one million dollars ($1,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this Agreement, and Contractor agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this Agreement.

Workers' Compensation Insurance
Contractor in the event she employs any other persons shall maintain Workers' Compensation Insurance (Statutory Limits) and Employer's Liability Insurance with limits of at least one million dollars ($1,000,000). Contractor shall submit to Authority, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Authority, its officers, agents, employees, and volunteers.

SECTION 10. NONDISCRIMINATION
There shall be no discrimination against any person by Contractor while performing the CQI Services, because of race, religion, color, sex or national origin. This provision shall include, but not be limited to, the following: employment, upgrading, demotion, or transfer, recruitment or recruitment advertising, layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship.

SECTION 11. AUTHORITY PERSONNEL CONFLICT OF INTEREST
No officer, member or employee of the Authority, and no member of the governing body of the Authority, who exercises any functions or responsibilities in the review, approval or undertaking of this Agreement or the services performed thereunder, shall participate in any decision relating to this Agreement which affects his or her personal interest or the interest of any corporation, partnership, or association in which he or she is, directly or indirectly, interested; nor shall any such officer, member or employee of the Authority have any interest, direct or indirect, in this Agreement or the proceeds thereof.
4 SECTION 12. CONTRACTOR CONFLICT OF INTEREST
Contractor covenants that she presently has no interest and shall not acquire any interest, direct or indirect, which would conflict in any manner or degree with the performance of her services hereunder. Contractor further covenants that in the performance of this Agreement, no persons having any such interest shall be employed.

SECTION 13. ASSIGNMENT
Contractor shall not assign or transfer any interest in this Agreement without the prior written consent of the Authority.

SECTION 14. OWNERSHIP OF DOCUMENTS
Contractor agrees that all documents produced in the performance of this Agreement shall be the sole property of the Authority, including all rights therein of whatever kind and whether arising from common or civil law or equity. The services performed hereunder shall be used solely for the purposes for which they were originally intended.

SECTION 15. TERMINATION
The Authority may terminate this Agreement at any time without reason stated or required by giving to Contractor written notice of the same and specifying the effective date thereof, at least thirty (30) calendar days before the effective date of such termination. If the Agreement is terminated by the Authority as provided herein, Contractor shall be paid for all hours expended under the terms of this Agreement, less any charges against Contractor as otherwise provided herein, up to the effective date of termination, except that upon notification of such termination Contractor shall immediately cease to undertake any tasks under the Agreement not yet underway, and shall limit her further activities up to the effective date of termination to those tasks necessary to wind up work then underway.

SECTION 16. DISPUTE RESOLUTION
Should any disagreement or dispute between the Authority and Contractor arise concerning interpretation, implementation and/or enforcement of any of the terms or subject matter of this Agreement, the parties shall submit such dispute to mandatory mediation before an agreed-upon mediator, each party to pay an equal share of the mediation fees and each party to pay its own attorneys' fees and legal costs. Should the Authority and Contractor be unable to agree upon a mediator, they shall agree upon a mediation service and shall have that service select a mediator for them. Should mediation be unsuccessful, then the Authority and Contractor each agree that they shall submit their dispute to binding arbitration before a mutually-agreeable arbitrator. If they cannot agree upon an arbitrator, they shall select an arbitration service which shall select an arbitrator for them. The Authority and Contractor each shall pay an equal portion of the arbitration 5 fees and each party shall pay its own attorneys' fees and legal costs, it hereby being agreed that the arbitrator shall have no authority to award attorneys' fees or costs to any prevailing party. The Authority and Contractor each hereby expressly waives any and all rights to have disputes under this Agreement decided by court action, court trial, jury trial or any other legal action of any kind or type, other than the mandatory mediation and binding arbitration process specified above.

However, in emergency or extraordinary circumstances, either or both parties may seek equitable or injunctive relief to preserve the status quo pending occurrence of the mediation/arbitration process specified above. It is the express intent of both the Authority and Contractor to have any and all disputes under this Agreement resolved by the above-specified mediation/arbitration process and in as timely and economical manner as possible.

SECTION 17. NOTICES
All notices, written communications and invoices under this Agreement shall be addressed as follows:

If to Authority: Ruben Martin, Fire Chief
Central Marin Fire Authority
342 Tamalpais Drive
Corte Madera, CA 94925
If to Contractor: Heather Price-Fair, R.N.
68 Canyon Road
Fairfax, CA 94930
In witness Whereof, the Authority and Contractor have executed this Agreement, as of the date first written above.

Central Marin Fire Authority Contractor
By: By:

Dan Schwarz, Heather Price-Fair, R.N.

Executive Manager
Approved as to Form:

By:

Thomas Bertrand
Authority Legal Counsel
6 EXHIBIT A

SCOPE OF CQI SERVICES
I. GENERAL
As the coordinator of the Continuous Quality Improvement (CQI) Program for the Central Marin Fire Authority, the Contractor shall be responsible for the overall management of the CQI Program. This includes the development of metrics to improve system performance, and the identification of system issues that warrant education and training.

Under the direction of the Emergency Medical Services Officer, and working in concert with the Medical Director and EMS Educator, the Contractor shall perform a wide range of duties related to continuous quality improvement for Authority, which may include but it is not limited to:
a. Review and update agency CQI Plans no less than annually. b. Identification of EMS individual and system deficiencies. c. Development of strategies and techniques to resolve individual and system deficiencies.
d. Assistance with the development of Performance Improvement Plans. e. Perform the requirements and responsibilities of Public Safety and EMT AED Coordinator as defined in the Marin County Emergency Medical Services system policies.
f. Evaluate operational policies and procedures to determine if they are in alignment with current standard of care.
g. Facilitation of Peer Review sessions related to EMS incidents. h. Monitor and correct clinical variance.
i. Development and utilization of retrospective review processes. j. Creation and delivery of periodic reports.
k. Review of pre-hospital care reports, including 12-lead EKGs. l. Propose medical equipment enhancements.
m. Advise staff in all matters related to the design and management of CQI programs at the local, regional, and state level.
n. Consult and interact with fire personnel on matters related to CQI. o. Provide input to Authority supervisors in the development of personnel evaluations. p. Meet routinely with the medical community to ensure that the practices of the Authority and its personnel are satisfactorily meeting their needs relative to treatment and operational policies.

II. MANNER SERVICES ARE PERFORMED
As an independent contractor, Contractor shall be responsible for providing services and fulfilling obligations hereunder in a professional manner. Authority shall not control the manner of performance.

III. FACILITIES FURNISHED BY AUTHORITY
None.
7 EXHIBIT B

FEES AND PAYMENT SCHEDULE
Authority shall pay Contractor as follows:
(1) BASE CONTRACT FEE. Authority shall pay Contractor a contract fee of $2,500 per month beginning November ____, 2022; $2,575 per month beginning July 01, 2023; and $2,653 beginning July 01, 2024 of this three-year Agreement for services outlined in Exhibit “A”.
a. Contractor shall submit a monthly invoice, upon completion of the month being invoiced, equal to the fee for services contract divided into monthly installments;
b. Authority will process payments immediately upon receipt of each monthly invoice; and
c. Payment of invoice in the Authority’s financial system will be approved by Authority immediately upon receipt of invoice and not delayed based on a net 30-day processing period.
(2) MILEAGE. Authority shall not pay Contractor for travel by private, leased or hired vehicle required by this Agreement.
(3) TRAVEL COSTS. Authority shall not pay Contractor for meals, lodging, or other travel costs not included in this Agreement. All costs above base contract fee capped at $0.
(4) AUTHORIZATION REQUIRED. Services performed by Contractor and not authorized in this Agreement shall not be paid for by Authority. Payment for additional services shall be made to Contractor by Authority if, and only if, this Agreement is amended by both parties in advance of performing additional services. (5) MAXIMUM AGREEMENT AMOUNT. The maximum term of this Agreement is thirty-six (36) months, thus the maximum amount payable to Contractor under this Agreement for this period shall not exceed $92,736.

Any changes to the monthly invoiced amount or maximum contract amount must be processed by a written, properly executed addendum to this Agreement.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.D.

REPORT DATE: September 28, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Ruben Martin, Fire Chief
SUBJECT: Purchase of a New Type III Wildland Fire Engine from Hi-Tech Emergency Vehicle Services, Inc.
       
RECOMMENDED ACTION:

That the Central Marin Fire Authority Council authorize the purchase of a new Hi-Tech Type III Wildland Fire Engine outlined in the recommended fleet replacement schedule.

BACKGROUND/DISCUSSION:

In 2018, CMFA began to look at the age and condition of all of the vehicles in the fleet to determine when they needed to be replaced to be in compliance with nationally recognized standards. A component of our analysis also included which apparatus needed to be replaced first, which is based on the Recommended Fleet Replacement Schedule that is outlined in ATTACHMENT 1.

The National Fire Protection Association (NFPA) 1911, Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Emergency Vehicles recommends that emergency apparatus (fire engines) that are 15 years old that have been properly maintained and that are still in serviceable condition be placed in reserve status or be refurbished to NFPA Standard 1901, Standard for Automotive Fire Apparatus. Refurbishment of an apparatus would require the vehicles to meet the standards of a new apparatus, which would require investing funds equivalent to a new apparatus. However, the refurbishment option does not change the age of the apparatus, instead it is a Band-Aid on the issue until funds are available to replace the apparatus, which does not meet the recommended replacement requirements of NFPA 1911 and NFPA 1912 Standard for Apparatus Refurbishing.

CMFA currently maintains our fleet of fire apparatus (fire engines) at a 15-year front-line and 5 years in reserve (back-up) status for a total life span of 20-years. Based on the Recommended Fleet Replacement Schedule, it has been determined that we will need to purchase a new fire engine 2 within the 2023-2024 fiscal year. The fire engine that was determined to be replaced, per the Fleet Replacement Schedule is Engine 616, which is a 1998 West-Mark International Type III Wildland fire engine that was due to be replaced in 2018.

In July of 2022, CMFA Staff began the process of meeting with representatives from Hi-Tech Emergency Vehicle Services, Inc. in order create a blueprint of specifications needed for the construction of a new type III wildland fire engine, and to determine the overall cost (ATTACHMENT 2).

Traditionally, fire agencies have had several options when considering the purchase of a new fire engine, which include super funding or purchasing the fire engine out right (aka cash option), Turn in Lease Program, or a Lease Purchase Plan. Purchasing a vehicle out right or paying cash for a vehicle requires an agency to have a fund dedicated to the replacement of a vehicle every 15-20 years, which can be cumbersome in times of economic uncertainty. A Turn in Lease Option is similar to leasing a vehicle, which contains a balloon payment at the end of the lease that will need to be paid in full or finance the remaining balance, or the agency may decide trade in the engine for a new fire engine. The Turn in Lease Option also contains a mileage and apparatus condition provisions (similar to a lease of a private vehicle). The final option is a Lease Purchase Plan, which an agency can purchase the fire engine gradually over time. Terms for this plan can range from 2- 15 years. CMFA Staff recommends that the new fire engine be purchased using the Lease Purchase Plan.

Financing options have been provided by Hi-Tech EVS, Inc. through Leasing 2, Inc., which is the preferred lender (ATTACHMENT 3).

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

FISCAL IMPACT:
 $485,000 – Fire Engine
 $101,900 – 5-Year Lease Interest
 $30,000 – Possible Change Orders
 $50,000 – Equipment
 $666,900 – Estimated Total Cost
OPTIONS:

1. Authorize the lease purchase option for a new Hi-Tech Type III Fire Engine.

2. Authorize the complete purchase cash option for a new Hi-Tech Type III Fire Engine.

3. Take no action.
3 ATTACHMENTS:

1. CMFA 15-Year Recommended Fleet Replacement Schedule per Fiscal Year.

2. Hi-Tech Emergency Vehicle Services, Inc. Construction CAD Drawings.

3. Leasing 2, Inc., Fire Apparatus Lease/Purchase Financing Options. 4 ATTACHMENT 1
CMFA 15-Year Recommended Fleet Replacement Schedule per Fiscal Year Central Marin Vehicle Replacement Schedule
15 year plan
Expected
Retirement
Date
Expected
Reserve Date Purchase Date
Projected cost
x 1000 Year needed
Amount
Needed for
Purchases
Annual
Contribution
Per Agency
Total Annual
Contribution
FISCAL YEAR 2020-2021 x1000 x1000 x1000
ENGINE 14 2020/21 In Reserve 2006 800
UTILITY 15 (Expedition) 2021 N/A 2006 60 2021 860 139 278 2022 700 143 286
FISCAL YEAR 2021-2022 2023 970 148 295
****ENGINE 616 (OVERDUE) 2018 2013-2017 1998 700 2024 0 152 304 2025 410 157 313
FISCAL YEAR 2022-2023 2026 0 162 323
BATTALION 14 (pick-up truck) 2023 2023 2015 70 2027 1075 167 333 ENGINE 13 2026 2022 2007 900 2028 630 172 343
2029 60 177 353
FISCAL YEAR 2024-2025 2030 400 182 364
CHIEF 15 (pick-up truck) 2025 2025 2015 60 2031 0 188 375 MEDIC 13 2025 In Reserve 2015 350 2032 80 193 386
2033 0 199 398
FISCAL YEAR 2026-2027 2034 0 205 410
BATTALION 13 (pick-up truck) 2026 2026 2018 75 2035 0 211 422 ENGINE 15 2026 2021 2006 1000
Totals 5185 2592 5183
FISCAL YEAR 2027-2028
CHIEF 14 (Explorer) 2027 N/A 2017 60 Lease is the best option for the purchase on 20/21 WATER TENDER 15 2027 N/A 1997 500
UTILITY 16 (pick-up truck) 2027 N/A 2007 70
FISCAL YEAR 2028-2029
PREVENTION 14 (Explorer) 2028 N/A 2018 60
FISCAL YEAR 2030-2031
MEDIC 14 2030 2025 2020 400
FISCAL YEAR 2032-2033
UTILITY 13 (pick-up truck) 2032 N/A 2017 80
6 ATTACHMENT 2
Hi-Tech Emergency Vehicle Services, Inc. Construction CAD Drawings

8 ATTACHMENT 3
Leasing 2, Inc., Fire Apparatus Lease/Purchase Financing Options Lessee Vendor
Central Marin Fire Authority Hi-Tech EVS
Proposal Date:

Equipment Description:

Commencement Date:

Equipment Cost:

Lessee Down Payment:

Amount Financed:

Lease Term:

First Payment Date:

Payment Frequency:

Lease Rate:

Payment Amount:

Payment Factor:

Qualifications:

Financing by: Leasing 2, Inc.

Contact: Rick Carney
Phone: 813-258-9888 x16
Email: [email protected]
Web: www.leasing2.com
11/1/2024 11/1/2024
c) Fixed Rates: Rates for ten (10) years and under are fixed for the entire term. Terms over ten years have a one time rate adjustment after ten (10) years to the then current interest rates for the remaining term.

1. Pricing: This is a lease proposal for the payment stream(s) indicated above. If any of the information identified above are not correct, please advise us so that we can determine if a new proposal is required. Other important elements of this proposal are:

0.18099
11/1/2024
Annual
Rate lock until 12.20.22
$87,781.62

0.14724
$117,380.04

2. Type of Lease: This is a lease-purchase type of financing. After all the lease payments are made, Lessee will own the equipment without further cost.
$71,409.60

4.94% 4.94% 4.94%
Annual
5 Years

0.24202
Annual
Option 1 Option 2 Option 3

LEASE FINANCING PROPOSAL
September 28, 2022
$485,000 $485,000
November 1, 2022
$485,000 $485,000 $485,000
1- Hi-Tech Type 3 Engine with an International Chassis
7 Years 9 Years
$485,000

5. Credit Approval and Documentation: This is a proposal only, and does not represent a commitment to lease. This financing is subject to credit review and approval and execution of mutually acceptable documentation, including the opinion of lessee's counsel opining that the agreement is legal, valid and binding, obligation of Lessee.

3. Financial Reporting: All city, county and tax districts (including fire districts) will be expected to provide GAAP audited financial reports. All nonfor profit corporations (vfd's) will be expected to provide IRS 990 federal tax returns. If you do not maintain these types of financial reports, please contact us to discuss.
b) Closing Costs: There will be no up-front costs of any kind charged by Lessor including closing costs, points, administrative costs, etc.

Your attorney may charge you to review the lease documents and complete the opinion letter required with our lease documentation.

4. Vendor Payable / Escrow Account (where applicable): In the event that the truck(s) and/or equipment are not ready to be delivered, proceeds of this lease will be held in a vendor payable account until delivery/acceptance. This is a non-interest bearing account to Lessee. a) Rate Expiration: Due to the current increasing rate markets, this proposal is valid under the following circumstances:
•The award is received within 7 days of the Proposal Date. •The transaction is closed within 30 days off the Proposal Date.

If you are unable to award within 7 days, please contact us prior to your decision meeting date and we will provide a current proposal.

REQUEST TO PROCEED:

Proposal date: Option Chosen: _________ (where applicable) Upcoming Governing Body meeting date for lease approval: ____________________________________

Name of Lessee
_____________________________________ ____________________________ ____________________________ Authorized Signature Date Title
_____________________________________ _____________________________ Printed Name Of Authorized Signature Last month of your budget year? _____________________________________ ____________________________ ____________________________ Contact Name Contact Phone Contact Email
(If Different ThanAuthorized Signature)
_____________________________________ ____________________________ ____________________________ Financial Contact Name Contact Phone Contact Email
(Can be Treasurer or Clerk)
When you are ready to proceed with Leasing 2 towards finalizing this lease financing arrangement, please indicate so by signing below and completing the requested information. We will immediately email you our application. Thank you for your confidence and consideration.

Are you ready to move forward with Leasing 2?
Here is a quick overview on our process

1. Signed Proposal - When you are ready to move forward with Leasing 2, email a scan of the completed and signed proposal back to Leasing 2.

2. Credit Application - A credit application and request for current financial reports will be emailed to the designated contacts upon receipt of the signed proposal. The credit application should be completed and returned promptly to protect your quoted interest rates. Credit approval usually comes within a few days receipt of the completed credit application.

3. Financing Agreement - Once credit approval is accomplished, the financing agreement will be emailed for review and signature. Once the contracts are signed and returned, we are ready for closing. ** Important: A Resolution will be required with the lease contract ** In the event that you require board action to sign this proposal, please call us so that we may forward the preferred form for the meeting.

September 28, 2022
Central Marin Fire Authority
Please complete the above information and fax or email all pages of the proposal to 813-258-9333 / [email protected]

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.E.

REPORT DATE: October 17, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Ruben Martin, Fire Chief
SUBJECT: Authorize the Central Marin Fire Authority Executive Management Team to Execute an Employment Agreement with the Existing Central Marin Fire Authority’s Administrative Assistant and Adopt Resolution No. 2022/07 Establishing a Salary and Benefits for the Administrative Assistant for Fiscal Years 2022-2023 and 2023-2024        
RECOMMENDED ACTION:

That the Central Marin Fire Authority Council authorize the Executive Management team to execute the attached Employment Agreement with the existing Central Marin Fire Authority’s Administrative Assistant, Meaghan Pang and adopt Resolution No. 2022/07 establishing a salary and benefits for the Administrative Assistant for fiscal years 2022-2023 and 2023-2024.

BACKGROUND:

In 2018, when the Central Marin Fire Authority was created as a result of the consolidation/merger of the Corte Madera and Larkspur Fire Departments, our incumbent Administrative Assistant, Meaghan Pang, which was a Corte Madera Fire and Town employee remained as the Administrative Assistant for the newly formed fire agency. During the transition, an oversight occurred with the employment status of the administrative position. The Administrative Assistant’s salary and benefits are currently being accounted for within the Central Marin Fire Authority (CMFA) approved budget; however, she is currently being represented by the Town of Corte Madera’s miscellaneous employees bargaining unit, which creates a concern over who the sole employer is for Ms. Pang.

DISCUSSION:

In order to clarify this oversight, staff recommends a change in the employer of record. The Administrative Assistant would go from being an employee of the Town of Corte Madera to becoming 2 an employee of CMFA. This change would occur through adoption of the proposed resolution (attachment 2) which includes a job description and classification as Exhibit A.

Due to the Administrative Assistant currently being represented by the Town of Corte Madera’s miscellaneous employees bargaining unit, staff proposes that the Fire Council honor the terms and conditions of that employee group as they relate to salary and benefits and then renegotiate a new employment agreement with the Administrative Assistant on or before July 7, 2024, when the Town of Corte Madera’s current agreement with the above referenced employee group expires. The salary schedule and benefits that would apply to this position are included as Exhibit B to the proposed resolution.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

FISCAL IMPACT:

None. The salary and benefits for the administrative assistant is already accounted for with the fiscal year 2022/23 approved budget.

OPTIONS:

1. Authorize the executive management to execute the employment agreement with the incumbent Administrative Assistant.

2. Do not authorize the executive management team to execute the contract.

3. Take no action at this time and provide other direction to staff.

ATTACHMENTS:

1. Draft Employment Letter to Meaghan Pang

2. Draft Resolution No. 2022/07 with Exhibit A (Administrative Assistant Job Description and Classification) and Exhibit B (Administrative Assistant Salary and Benefits)

3. Copy of Resolution No. 38/2021 (Existing Corte Madera MOU) 3 ATTACHMENT 1
Draft Employment Letter to Meaghan Pang

CENTRAL MARIN FIRE AUTHORITY
Corte Madera ~ Larkspur

RUBEN MARTIN
Fire Chief
342 Tamalpais Drive, Corte Madera, CA 94925 ~ Phone: (415)927-5077 Fax: (415)927-5788 ~ centralmarinfire.org October 26, 2022 Sent via email to: [email protected] Meaghan Pang
478 Pipestone Circle
Petaluma, CA 94954
Dear Meaghan,
I am very pleased to offer you an opportunity to continue in your position as Administrative Assistant as an employee with the Central Marin Fire Authority. The most notable change in your employment status would involve a change of your employer of record from Town of Corte Madera to becoming an employee of the Central Marin Fire Authority. We will honor the terms and conditions of your current employment as a member of the Town of Corte Madera’s Confidential, Professional, Technical and Mid-Managers’ employee group as they relate to salary and benefits for a Confidential employee and then renegotiate a new employment agreement with you on or before July 7, 2024, when the Town of Corte Madera’s current agreement with the above referenced employee group expires.

As a single classification, non-sworn position employed by the Central Marin Fire Authority, you will be subject to all of the Central Marin Fire Authority’s policies, standard operating procedures, and personnel rules and regulations versus those of an employee with the Town of Corte Madera. As a non-sworn employee of the Central Marin Fire Authority, you will not be afforded employment rights covered under the State of California’s Firefighters Procedural Bill of Rights (FBOR). You will be afforded the administrative rights of other non-sworn personnel employed by the Central Marin Fire Authority. The effective date of this change in your employment will be finalized once you have signed this employment letter and the Executive Manager of the Central Marin Fire Authority has approved adding the classification of Administrative Assistant to staffing plan and budget for the Central Marin Fire Authority.

The Administrative Assistant position is an at-will position in the Central Marin Fire Authority. You will retain your current salary and any eligibility for a merit-based step increase based upon your current anniversary date as an employee of the Town of Corte Madera. In addition, you will be eligible for the salary range increase scheduled for July 10, 2023.

Please feel free to contact the Authority’s Human Resources Manager, Janet Thiessen, or Chief Ruben Martin with any questions related to this change in employer of record or any changes to the terms and conditions of your employment.

Please sign below to acknowledge acceptance of this offer of employment and return a signed copy to Janet Thiessen at [email protected] Sincerely,
Ruben Martin
Fire Chief
Cc: Daria Carrillo, Finance Director, Town of Corte Madera File Copy
I accept this position of Administrative Assistant with the Central Marin Police Authority as stated in this letter.
_______________________________ __________________________ Signature Date
4 ATTACHMENT 2
Draft Resolution No. 2022/07 with Exhibit A and B

CENTRAL MARIN FIRE AUTHORITY
RESOLUTION NO. 2022/07

A RESOLUTION OF THE CENTRAL MARIN FIRE COUNCIL OF THE CENTRAL

MARIN FIRE AUTHORITY ESTABLISHING A SALARY AND BENEFITS FOR THE ADMINISTRATIVE ASSISTANT FOR FISCAL YEARS 2022-2023 AND 2023-2024 WHEREAS, the Central Marin Fire Authority has adopted a budget that authorizes the Executive Manager to employ an Administrative Assistant; and WHEREAS, the Administrative Assistant is unrepresented and serves at will to the Executive Manager or his designee; and
WHEREAS, the Central Marin Fire Authority Council desires to establish a salary and benefits for the Administrative Assistant; and
WHEREAS, the attached "Exhibit A" provides a job classification and job description for the Administrative Assistant; and
WHEREAS, the attached "Exhibit B" provides an outline of a salary schedule for the Administrative Assistant and includes the link to Corte Madera Resolution No. 38/2021, the existing Memorandum of Understanding (MOU) applicable to the Administrative Assistant position for fiscal years 2022-2023 and 2023-2024.

NOW THEREFORE, BE IT RESOLVED that the Central Marin Fire Authority adopts Resolution No. 2022/07 establishing the definition of the Administrative Assistant described in Exhibit A and establishing a salary schedule and benefits as outlined in Exhibit B; and BE IT FURTHER RESOLVED that the Central Marin Fire Authority Council authorizes the Executive Manager to implement the provisions of Exhibit B with the discretion afforded therein and consistent with the budget adopted annually by the Fire Council; and BE IT FURTHER RESOLVED that the Central Marin Fire Authority Council authorizes the Executive Manager, at the time of recruitment for the Administrative Assistant position authorized by the budget, to offer a competitive package of salary and benefits.

IT IS HEREBY CERTIFIED that the foregoing Resolution No. 2022/07 was duly and regularly adopted by the Central Marin Fire Council of the Central Marin Fire Authority at a regular meeting thereof held this 10th day of November, 2022. ***********************
AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Eli Beckman, Authority Chair
Central Marin Fire Authority
ATTEST:

Lorena Barrera, Authority Clerk

EXHIBIT A
- 1 -

CENTRAL MARIN FIRE AUTHORITY

ADMINISTRATIVE ASSISTANT

DEFINITION
To perform a variety of responsible, confidential secretarial, clerical, and administrative support functions to the daily operations of Fire Department management staff and in support of the assigned department; and to serve as office and counter receptionist providing information and assistance to the public.

DISTINGUISHING CHARACTERISTICS
This classification is characterized by the responsibility for performing complex clerical and administrative support tasks and for applying specialized knowledge of departmental program procedures, services and methods. Employees in this class perform tasks without specific instructions or assistance. Incumbents provide direct secretarial support, and relieve the Fire Chief of administrative detail. Incumbents have routine contact with the public, answering procedural questions or giving out factual information. Positions at this level frequently work outside the immediate proximity of a supervisor. This classification is distinguished from SecretaryConfidential by the latitude in decision making and applying broader aspects of established practices and procedures to problems not falling concisely within the limitations of accepted standards or precedents.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Fire Chief.

May oversee the work of part-time clerical support staff.

EXAMPLES OF IMPORTANT AND ESSENTIAL DUTIES
Serve as primary support to the Fire Chief and other management or professional staff; receive; compile, compose, proofread and edit routine and non-routine reports, correspondence, forms, and formal minutes or meeting notes and other documents; select appropriate document formats; gather information necessary for document composition, meetings, and/or presentations; receive direction regarding or determine document content, distribution, and preparation priority; compose and prepare for signature routine letters/notices, resolutions, notices, and agendas; process subpoenas.

Type general correspondence, memoranda, labels, contracts, bid packages, legal documents, and reports from handwritten or typed notes, drafts, or machine dictated tapes; format documents and check drafts for punctuation, spelling, and grammar; make or suggest corrections to drafts; distribute copies of materials.

Central Marin Fire Authority
Administrative Assistant (Continued)
- 2 -
Serve as receptionist; assist callers and visitors by telephone and in person by directing them to appropriate Town staff; answer procedural questions and give out factual information requiring interpretation of policies and procedures within specific guidelines.

Provide forms, applications, and other materials; may assist citizens and others in completing applications or forms; process applications and issue permits, registrations, and other documents; record and file documents; receive money and issue receipts; prepare and process deposits; track permit transactions into logs or tracking systems.

Prepare and maintain records; enter and retrieve data; produce various documents, summaries and reports utilizing standard and advanced equipment and computer functions and programs, developing formats and manipulating data to achieve desired results.

Assist in the development and implement procedures for smooth workflow processes within the department; coordinate and track operations and activities to ensure completion of projects and operations.

Research, compile and summarize information from a variety of sources for reports; prepare routine reports.

Maintain departmental files; file copies of letters, memoranda, reports, and other materials in departmental and/or central files; ensure compliance with records retention system procedures; prepare labels.

Maintain manuals and update resource materials.

Maintain inventory and stock of supplies for the assigned area; order office supplies; coordinate repair of office equipment.

Maintain purchasing, budgeting, accounting, inventory, and related records for assigned areas; code invoices per chart of accounts; assist in gathering information for budget; maintain department petty cash.

Maintain calendar; schedule and prepare rooms for meetings and training sessions; make travel arrangements for staff.

Assist with planning, coordinating and staffing special events and projects.

Read, prioritize and screen mail; route and/or deliver mail and other material to staff or other departments for handling; attach back-up materials; initiate responses to routine correspondence and mail receipts.

Attend, record, and transcribe minutes for a variety of meetings and commissions as assigned.

Central Marin Fire Authority
Administrative Assistant (Continued)
- 3 -
Place advertisements in local newspapers and/or online recruitment platforms; conduct background investigations; schedule appointments and interviews; proctor hiring/selection procedures.

May oversee the work of part-time clerical support staff.

Compose and broadcast informational and emergency messages on local radio station; train other staff on how to use the system.

Assist with maintaining department social media accounts.

JOB RELATED AND ESSENTIAL QUALIFICATIONS
Knowledge of:

General knowledge of all functions, policies, and procedures of the department.

Operations and structures of municipal governments.

Principles and procedures of record keeping.

Principles and procedures used in report preparation.

Secretarial and office methods, procedures and techniques, including public contact, manual and automated filing systems, information storage and retrieval systems, business correspondence, report writing, minute and agenda preparation, and correct English usage; standard operating policies, procedures and administrative structure.

Basic mathematical principles.

Skill to:

Operate modern office equipment including computer equipment.

Type and enter data at a speed necessary for successful job performance.

Ability to:

Learn, interpret, and apply pertinent Federal, State, and local laws, codes, and regulations including administrative and departmental policies and procedures pertaining to assigned programs and functions.

Provide varied complex secretarial and office administrative assistance to a department head and other staff; organize and prioritize work to meet deadlines; follow-up on assignments.

Central Marin Fire Authority
Administrative Assistant (Continued)
- 4 -
Perform general clerical work including maintenance of appropriate records and compiling information for reports.

Maintain confidential data and information.

Work independently in the absence of supervision.

Prepare reports using spreadsheets and other software.

Respond to requests and inquiries from the general public.

Perform routine mathematical calculations.

Compile, prepare and maintain accurate records, files and reports.

Work cooperatively with other departments, Town and City officials, and outside agencies.

Understand and follow oral and written instructions.

Oversee the work of lower level support staff.

Maintain and enforce confidentiality related to the privacy of, and access to, patient health information in accordance with the Federal Health Insurance Portability and Accountability Act (HIPAA).

Communicate clearly and concisely, both orally and in writing.

Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work.

Experience and Training Guidelines:

Any combination equivalent to experience and training that would provide the required knowledge, skills, and abilities would be qualifying. A typical way to obtain the knowledge, skills, and abilities would be:

Experience:

Three years of responsible clerical experience.

Training:

Equivalent to the completion of the twelfth grade.

Associate’s or Bachelor’s degree desirable.

Special Requirements:

Central Marin Fire Authority
Administrative Assistant (Continued)
- 5 -
Essential duties require the following physical skills and work environment:

Ability to work in a standard office environment; requires the ability to exert a small amount of physical effort in sedentary to light work involving moving from one area of the office to another; requires sufficient hand/eye coordination to perform semi-skilled repetitive movements, such as typing, filing, data entry, and/or use of calculators, ten-key adding machine, or other office equipment or supplies; may involve extensive computer screen use.

Effective Date: December 13, 2018
Fire Council Resolution: 2022/07
Fire Council Approval:

EXHIBIT B

CENTRAL MARIN FIRE AUTHORITY OUTLINE OF THE

SALARY SCHEDULE FOR ADMINISTRATIVE ASSISTANT
Salary Range Effective July 11, 2022
Administrative Assistant Step1 Step 2 Step 3 Step 4 Step 5 Monthly 6,424 6,745 7,082 7,436 7,808
Hourly 37.06 38.91 40.86 42.90 45.05
Salary Range Effective July 10, 2023
Administrative Assistant Step1 Step 2 Step 3 Step 4 Step 5 Monthly 6,617 6,947 7,295 7,660 8,043
Hourly 38.17 40.08 42.09 44.19 46.40
Link to Corte Madera Resolution No. 38/2021, the existing Memorandum of Understanding (MOU) applicable to the Administrative Assistant position for fiscal years 2022-2023 and 2023- 2024:
https://www.townofcortemadera.org/ArchiveCenter/ViewFile/Item/3789 5 ATTACHMENT 3
Copy of Resolution No. 38/2021 (Existing Corte Madera MOU) RESOLUTION NO. 38/2021

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF CORTE MADERA

FIXING COMPENSATION AND ESTABLISHING CERTAIN BENEFITS FOR

CONFIDENTIAL, PROFESSIONAL/TECHNICAL, AND MID-MANAGEMENT EMPLOYEES OF THE TOWN OF CORTE MADERA COMMENCING JULY 12, 2021 AND ENDING JULY 7, 2024
RESOLVED, by the Town Council of the Town of Corte Madera that:

1. Table of Contents
Section

2. 3.

4. 5.

6. 7.

8. 9.

10. 11.

12. 13.

14. 15.

16. 17.

18. 19.

20. 21.

22. 23.

24. 25.

26. 27.

28. 29.

30. Title Page
Compensation Schedules 2
Application of Salary and Wage Rates 2
Advancement Within Salary and Wage Range 2
Salary After Promotion or Demotion 2
Pay for Temporary Assignment to a Higher Classification 3 Probationary Periods 3
Part Time Confidential, Professional/Technical and Mid-Management Employees 3 Insurance Allowances - Active Employees .4
Retiree Medical 4
Confidential and Professional/Technical Employees Compensatory Time Policy 5 Mid-Management Employees Administrative Leave Policy 5
Employer Paid PERS Member Contributions 5
CalPERS "Classic" Confidential, Professional/Technical, and Mid-Management Employees payment of a portion of the Employer's (Town's) Contribution Rate towards PERS 6
Holidays 6
Vacations 7
Sick Leave 8
Leaves of Absence: Job Incurred, Funeral, Family Illness, Personal, Jury Duty 9 Family Medical Leave Act l 0
Military Family Leave 12
School Participation Leave 12
Domestic Violence Leave 12
Military Leave 12
Mileage Reimbursements 12
Educational Reimbursements 12
Reimbursable Expenses 13
Mobile Technology Expense Allowance 13
No Relationship To Other Employee Agreements 14
Retroactive Pay 14
Repeal of Conflicting Resolutions 14

2. Compensation Schedules
The compensation schedules attached hereto and entitled, respectively "Compensation Schedule A", Compensation Schedule B", and Compensation Schedule C", hereby are incorporated and are adopted as the Compensation Schedules for the employees of the Town of Corte Madera shown therein beginning July 12, 2021 and ending July 7, 2024.

3. Application of Salary and Wage Rates
Employees shall be assigned a salary or wage by the Town Manager within the range established for the appropriate position. The minimum rate generally shall be assigned to employees upon original appointment; however, the Town Manager may, when circumstances warrant it, appoint, reinstate or promote at other than the minimum rate, but not more than the maximum rate.

4. Advancement Within Salary and Wage Range
Employees who have performed at satisfactory levels in a given classification for the periods specified above shall be eligible for advancement to the next higher step in the salary range for the classification if they have not reached the salary range maximum. 'If the Town Manager concludes that an employee has not performed satisfactorily, the employee will not be advanced and such decision of the Town Manager is not subject to the grievance procedure.

Salary advancement shall be only at the recommendation of the Department Head and approval of the Town Manager and shall be based on merit as established by record of the employee's performance. The Department Head shall discuss the employee's performance and possible salary advance with the employee's immediate supervisor, if any, prior to finalizing the recommendation.

No salary advancement shall be made so as to exceed any maximum rate established in the Salary Schedule for the employee's position nor be automatic merely upon completion of a specified period of service.

Employees who have performed at satisfactory levels in a given classification for a period of six (6) months of continuous service after initial appointment shall be eligible for advancement to a higher rate in the salary range for the classification. Such salary advancement shall be in an amount 5%. After the initial salary advancement as specified above, employees who have performed at satisfactory levels may be considered for periodic increases one year from the prior increase. Continued satisfactory performance is required to maintain any salary increases above the initial increase.

An employee's performance will be evaluated at least every six (6) months until he/she is receiving the maximum rate for the classification at which time performance evaluations shall occur annually. Only performance evaluations which have been designated as "salary review" performance evaluations will be utilized to advance an employee through the salary range.

Although performance evaluations are not subject to the grievance procedure, the employee may request that the Town Manager review the evaluation.

5. Salary After Promotion or Demotion
When an employee is moved from one class to a class with a higher maximum salary (promotion), he/she shall be appointed at the minimum step of the salary range in the new class or be placed at the step that provides at least a five percent (5%) increase above the salary rate the employee was receiving, whichever is higher; provided, however, that the salary rate received does not exceed the maximum rate for such higher class.
2 When an employee is moved from one class to a class with a lower maximum salary (demotion), the employee shall be placed at the rate of the salary range prescribed for such lower class that most nearly approximates the salary the employee was receiving; provided, however, that such salary does not exceed the maximum rate for such lower class.

6. Pay for Temporary Assignment to a Higher Classification When an employee has been appointed temporarily to perform the work of a permanent position having a different classification and being paid at a higher rate, and if he/she has worked in such higher classification for more than ten (10) consecutive working days, he/she shall be entitled to a five percent (5%) increase in salary starting on the first (1st) workday and continuing during the period of temporary assignment. Such appointment shall be in writing by the Department Head in advance of the beginning date of the temporary appointment, if possible.

7. Probationary Periods
All original and promotional appointments shall be tentative and subject to a probationary period of one (1) year actual service. Individual probationary periods may be extended with good cause upon request of the Department Head and concurrence of the Town Manager; provided, however, that no probationary period shall exceed eighteen (18) months.

During the original probationary period, or any extension thereof, an employee may be terminated at any time by the appointing power without the right of appeal in any manner. A probationary employee whose service is not satisfactory may be dismissed or, in the case of a promotional probationer, may be returned to his/her former classification upon the recommendation department supervisor at any time before the completion of the probationary period. Notification of termination in writing shall be served on the probationer and a copy filed with the Town Manager.

8. Part Time Confidential, Professional/Technical and Mid-Management Employees a. Part-time Position - Definition
A part-time position shall so be officially designated as such and shall regularly be assigned to work for at least forty (40) hours but less than eighty (80) hours of work per bi-weekly pay period. This section does not apply to seasonal employees or those employees working less than forty ( 40) hours per pay period or nine hundred and fifty (950) hours per fiscal year.
b. Pro-ration of Benefits
Hours that are not worked within the 80 hour bi-weekly pay period may be deducted from the employee's leave balances (provided that the employee complies with all applicable rules and procedures for the use of such leave) or remain uncompensated, except that holidays shall be compensated on a pro-rated basis.

Subject to the provisions of the following paragraph, benefits provided under this resolution shall be calculated on a pro-rated basis by applying the percentage of full time hours that the employee works to the amount of each category of benefits provided to full-time employees under this resolution. (Formula: Number of hours worked by employee divided by 80 equals percentage of full-time benefits accrued by employee. Example: 50 hours worked divided by 80 equals 62.5% of the benefits of a full-time position that is accrued 3 by part-time employee). Benefits as used in this section shall include the Town's dollar contribution to insurance allowances, administrate leave (for exempt classes), holidays, floating holidays, vacations, sick leave, other forms of leave, all PERS related contributions, and any other non-salary forms of compensation provided by the Town.

9. Insurance Allowances - Active Employees
The Town establishes a flexible benefit plan structure effective February 3, 2014 for Confidential, Professional/Technical, and Mid-Management Employees' to accommodate the tiered retiree medical benefit provision in Section 10 of this Resolution.

Under the Flexible Benefit Plan the Town's monthly contribution for the individual employee and the employee's eligible dependents shall be One Hundred and Thirty Three Dollars ($133.00) per month toward the CalPERS medical plan of the employee's choice and shall adjust in accordance with the Minimum Employer Contribution (MEC) established by the Public Employees Medical and Hospital Care Act.

In addition, the Town provides an Internal Revenue Code Section 125 Plan that contains the components of benefit allowance, premium conversion, health care reimbursement account, and dependent care reimbursement account.

The Town shall contribute the below-listed amount per month toward each employee's Section 125 Plan benefit allowance components:

Family Status
• Employee only
• Employee plus one
• Employee plus two or more
Town Contribution
• CalPERS Bay Area Kaiser rate for Employee Only,
less PERS required MEC
• CalPERS Bay Area Kaiser rate for Employee plus
one, less PERS required MEC
• CalPERS Bay Area family rate, less PERS required
MEC
An employee may use any benefit allowance stated above toward the cost of employer- provided PERS Health Insurance for the employee and eligible dependents. An employee may not use the benefit allowance for other reasons.

Any employee that enrolls in a Medical Plan that has a higher premium than the Town's contribution, as stated above, will pay the difference via pre-tax payroll deductions.

The Town shall contribute an amount necessary to pay the full cost for maintaining the existing (l) dental insurance, (2) life insurance, (3) long-term disability insurance, and ( 4) vision insurance.

10. Retiree Medical
a. Confidential, Professional/Technical, and Mid-Management Employees hired or rehired by the Town after August 1, 2011
The Town's retiree medical contribution shall be limited to the PERS Minimum Employer Contribution (MEC). In addition to the MEC, the Town shall make the contributions to a Retirement Health Savings Account (RHSA) in accordance with the table below for employees hired or rehired after August 1, 2011:
4 Years of Service
• 0- 1
• Beginning of 2
nd
- 10
• Beginning of 11
th plus
Town Contribution
• No contribution
• $1,200 annual
• $1,500 annual
b. Confidential, Professional/Technical, and Mid-Management Employees hired and continuously employed by the Town before August 1, 2011 The Town's Retiree medical contribution shall be in accordance with the following table:

Town Contribution
• CalPERS Bay Area Kaiser rate for
Employee Only, less PERS required MEC
• Marin Kaiser rate for Employee plus One,
less PERS required MEC
• Marin Kaiser rate for Employee plus One,
less PERS required MEC
• Medicare Eligible Marin Kaiser rate for
Employee Only, less PERS required MEC
• Medicare Eligible Marin Kaiser rate for
Employee plus One, less PERS required
MEC
• Medicare Eligible Marin Kaiser rate for
Employee plus One, less PERS required
MEC
Family Status
• Employee only
• Employee plus one
• Employee plus two or more
• Medicare eligible employee only
• Medicare eligible employee plus one
• Medicare eligible employee plus two

11. Confidential and Professional/Technical Employees Compensatory Time Policy Confidential and Professional/Technical employees shall not work more than 40 hours per workweek without the prior approval of the Town Manager. In the event that any Confidential and Professional/Technical employee works more than 40 hours during any workweek (exclusive of any hours not actually worked during that workweek), with the advance approval of the Town Manager, such employee shall receive either (1) overtime pay at one and one-halftimes their straight time hourly rate or (2) compensatory time off at one and one-halftimes the additional time worked. The time at which compensatory time is taken shall be determined by the Department Head with due regard for the wishes of the employee and the needs of the Town. Such employees may have accrued no more than 56 hours of compensatory time. Any time accrued beyond 56 hours will automatically be paid for in cash.

12. Mid-Management Employees Administrative Leave Policy The Town Manager may at his/her discretion grant up to twelve (12) working days off per fiscal year to Mid-Management employees for administrative leave. Any such award shall be based upon hours previously worked during the fiscal year for regular overtime, Town required evening meeting attendance, emergency call-back, required weekend work, or in recognition of other time put in beyond a normal management work week as defined by the Town Manager. Said time off may not be accumulated beyond the fiscal year earned.

13. Employer Paid PERS Member Contributions
Classic PERS employees will be members of the Town's miscellaneous 2.5% at 55 PERS plan.

Classic PERS employees covered under this Resolution will pay the 8% employee PERS contribution.
5 Employees who meet the definition of a new member under PEPRA will be members of the Town's 2% at 62 miscellaneous PERS retirement plan. Such members shall contribute at least 50% of the normal cost to PERS.

All employee contributions to PERS shall be pursuant to Internal Revenue Code Section 414 (h) (2).

14. CalPERS "Classic" Confidential, Professional/Technical, and Mid-Management Employees payment of a portion of the Employer's (Town's) Contribution Rate towards PERS As cited above in Section 13, Confidential, Professional/Technical, and Mid-Management employees shall participate in the PERS Retirement Tax Deferral Plan as authorized under Section 414 (h) (2) of the Internal Revenue Code. All employee contributions made on the behalf of the Town shall be pursuant to Internal Revenue Code Section 414 (h) (2):

Classic PERS employees will pay 5.5% of salary toward the PERS employer contribution rate.

15. Holidays
a. Benefit
Regular and probationary full-time employees shall be entitled to take the following authorized holidays at full pay, not to exceed eight (8) hours for any one day (unless section 15.d. applies to the employee):
• July 1st, Floating Holiday.*
(This holiday received in exchange for the first Tuesday after the first Monday in November, known as "Election Day".)
• July 4th, known as "Independence Day".
• The first Monday in September, known as "Labor Day".
• The second Monday in October, known as "Columbus Day".* • November 11th, known as "Veteran's Day".
• The fourth Thursday in November, known as "Thanksgiving Day". • The Friday following Thanksgiving.
(This holiday received in exchange for September 9th, known as "Admission Day".) • December 25th, known as "Christmas Day".
• One floating holiday to be taken on either the last working day prior to Christmas or New Years Day, only after prior approval is obtained from the Department Head.

Town offices and services are to be available to the public on both days on a fulltime basis. • January 1st, known as "New Years Day".
• The third Monday in January, known as "Martin Luther King's Birthday". • February 12th, known as "Lincoln's Birthday".*
• The third Monday in February, known as "Washington's Birthday". • The last Monday in May, known as "Memorial Day".
6 *See subsection "b" below.
b. Exchange of Designated Holidays for Floating Holidays July l st, Columbus Day and Lincoln's Birthday shall be considered floating holidays and may be taken off on the date of the holiday or subsequent to the date of the holiday (i.e., July 1st, the second Monday in October and February 12th respectively) with prior approval of the Department Head. Such floating holidays must be taken during the fiscal year in which the holiday was earned and if not taken, shall be forfeited. Employees must be in a pay status at the time the July 1st, Columbus Day and Lincoln's Birthday holidays occur in order to have earned such holidays.
c. Holidays on Saturday or Sunday
When a holiday falls on Sunday, the following Monday shall be observed. When a holiday falls on Saturday, the previous Friday shall be observed. d. Accounting for Holidays
Holiday Pay will be counted in eight (8) hour increments if the employee is working on an 8/40 schedule; nine (9) hour increments if the employee is working on a 9/80 schedule; and ten (10) hour increments if the employee is working on a 10/40 schedule.

16. Vacations
a. Vacation Allowance
Regular and probationary full-time employees shall be entitled to vacation leave as follows:

Vacation Accumulation
Confidential, Professional/Technical, and Mid-Management Employees hired or rehired by the Town after August 1, 2011
Years of Service
0 through l Year
2 through 5 Years
6 through l O Years
l l through l 9 Years
20 or more Years
Hours of Vacation
Per Year
80 96
120
160
168
Hours of Vacation
Bi-Weekly

3.08 3.70

4.62 6.16

6.46 Vacation Accumulation
Confidential, Professional/Technical, and Mid-Management Employees hired and continuously employed by the Town before August 1, 2011 Years of Service
0 through 5 Year
6 through 10 Years
11 through 15 Years
16 or more Years
Hours of Vacation
Per Year
96 120
160
200
7 Hours of Vacation
Bi-Weekly

3.70 4.62

6.16 7.69
After six (6) months of continuous service, employees shall be eligible to use the vacation leave actually accrued.
b. Vacation Accumulation
No employee shall be allowed to have an accumulation of more than three hundred hours of vacation accrual to his/her credit at any one time unless prior special arrangements have been made with the Town Manager. An employee who is on vacation shall continue to accumulate vacation while using his/her previously earned vacation. An employee who is on leave without pay shall not accumulate vacation credits. c. Vacation Scheduling
The time during a fiscal year at which an employee may take his/her vacation shall be determined by the Town Manager with due regard for the wishes of the employee and the needs of the Town.
d. Holiday During Vacation
When a paid holiday falls within a vacation period assigned to an employee by prior arrangement with the employee and with due regard for his/her preference, the Town may extend the vacation period by the length of the paid holiday or may return to the employee's vacation leave balance the length of the paid holiday. e. Vacation Pay at Termination
After completion of six (6) months of Town service, an employee shall be paid for his/her accrued vacation upon resignation (after giving two (2) weeks written notice) or upon separation by any other method except dismissal for fraud or other act as a result of which the employee owes the Town money.

17. Sick Leave
a. Accrual
Sick leave, with pay, shall be allowed for all full-time regular and probationary employees only in case of necessity and actual personal sickness or disability and for necessary medical and dental appointments. Sick leave shall be accrued in accordance with the below schedule.

Sick Leave Accumulation
Hours of Sick Leave Per Year Hours of Sick Leave Bi-Weekly 96 3.70
b. Usage
In order to receive compensation while absent on sick leave as provided above, the employee shall notify his/her immediate supervisor at least 15 minutes prior to beginning his/her daily duties. An employee taking sick leave may be required to file a physician's certificate or other proof of illness with the Town Manager. c. Accumulation
Sick leave accrual is unlimited. An employee who is off on sick leave shall continue to accumulate earned sick leave while using his/her previously earned sick leave. An employee who is on leave without pay shall not accumulate sick leave credits. In no event shall sick leave benefits be convertible to cash bonus. 8 d. Holidays During Absence on Sick Leave
In the event that one or more Town holidays fall within a period of an employee's illness on paid sick leave, such holiday shall not be charged against the employee's sick leave balance.

18. Leaves of Absence: Job Incurred, Funeral, Family Illness, Personal, Jury Duty a. Job Incurred Illness or Injury Leave Local Miscellaneous Employees A regular or probationary full-time Confidential, Professional/Technical, MidManagement, or Unrepresented employee of the Town who has suffered a disability caused by illness or injury arising out of and in the course of his/her employment, as defined by the Workers' Compensation laws of the State of California, shall be entitled to disability leave while so disabled as follows:
a) Full pay for the first day on which the employee is injured or becomes ill. b) During the next five (5) workdays of disability, the employee may utilize unused sick leave integrated with Workers' Compensation payments. c) If the disability extends beyond the five (5) workdays specified in (b) above, the employee shall be entitled to disability leave while so disabled without loss of compensation for the continuing period of disability to a maximum of sixty (60) calendar days. Said sixty (60) day period shall not apply if an employee has a recurrence of a specific illness or injury or suffers an injury or illness directly related to a prior illness or injury. (For example, if an employee suffers a job related back injury, and is unable to work at full capacity because of his/her back pain or re-injures his/her back while performing work, said employee would be paid for the last day worked and thereafter any pay would be deducted from his/her sick leave balance, if any).
d) If the employee's disability caused by illness or injury arising out of and in the course of his/her employment extends beyond the sixty (60) calendar days described in (c) above, the employee may integrate his/her unused sick leave with the Workers' Compensation payments provided that the sum of the Workers' Compensation payments and paid leave does not exceed the employee's regular rate pay for said period.

During the period the employee is paid by the Town, the employee shall endorse to the Town any benefit payments received as a result of Workers' Compensation insurance coverage. The Town reserves the right to withhold payment of any disability benefit until such time as it is determined whether or not the illness or injury is covered by Workers' Compensation.
b. Funeral Leave
In the event of a death in the immediate family of an employee, he/she shall, upon request, be granted such time off with pay as is necessary to make arrangements for the funeral and attend same, not to exceed three (3) working days for each leave unless extended by the Town for good cause. In no event shall funeral leave be granted in excess of five (5) working days in any one (1) fiscal year. This provision does not apply if the death occurs 9 during the employee's paid vacation, or while the employee is on leave of absence, sick leave, or layoff. "Immediate family" includes father, mother, brother, sister, spouse, spouse's parents, child of the employee or spouse, and grandparents and grandchildren of the employee or spouse. At the request of the Town, the employee shall furnish a death certificate and proof of relationship.

Funeral leave applies only in instances in which the employee attends the funeral, or is required to make funeral arrangements, but is not applicable for other purposes such as settling the estate of the deceased.

The employee may request to use accrued vacation if he/she desires to extend such leave. c. Family Illness Leave
A maximum of five (5) days of accumulated sick leave may be taken each calendar year in case an employee's presence is required elsewhere because of sickness or disability of members of his/her immediate family as defined in Sub- Section 9b. In each such case, leave shall be granted by the Department Head when, in his/her opinion, the relationship of the sick or disabled person to the employee and the specific circumstances warrant such use of accumulated sick leave.
d. Personal Leave
The Town Manager may, upon written request of an employee and due consideration of the circumstances, grant a leave of absence without pay. Upon expiration of an approved leave, the employee shall be returned to duty in an equivalent position and at the salary received at the time leave was granted. Failure on the part of an employee on leave to report for duty at its expiration shall be cause for discharge. The time the employee is on a leave of absence without pay shall not be credited toward length of service in computing sick leave or vacation eligibility.
e. Jury Duty
Any employee required for jury service shall be entitled to the difference between jury duty pay and his/her regularly scheduled pay during such period of time. In order to receive compensation while absent on jury duty, the employee shall notify his/her immediate supervisor in advance that he/she has been selected as a juror and the probable duration of the jury duty if known. Days of jury duty and all fees paid shall be verified by the court official responsible for issuing checks in payment of jury service.

19. Family Medical Leave Act
a. Eligibility
Under the California Family Rights Act (CFRA) and the federal Family Medical Leave Act (FMLA), if you have more than 12 months of service with the Town and have worked at least 1,250 hours in the 12-month period before the date you want to begin your leave, you may have a right to a family care or medical leave ("FMLA/CFRA leave").

FMLA/CFRA leave may be taken for maternity or parental bonding leave related to the birth, adoption, or foster care placement of your child, or for your own serious health condition, or for the serious health condition of your child, parent, spouse, or domestic partner.
10 b. Protection
Both the FMLA and CFRA contain a guarantee of reinstatement to the same or to a comparable position at the end of the leave, subject to some exceptions. They also protect you from discrimination against you for exercising your right to such leave. To secure protection for this leave, you must comply with the notice, certification, and other requirements of the Town's "FMLA/CFRA Family and Medical Leave Policy". Forms for this purpose are available from your supervisor or the Administrative Services Department.
c. Duration
FMLA/CFRA leave may be up to 12 workweeks in a 12-month period.

Even if you are not eligible for FMLA/CFRA leave, if disabled by pregnancy, childbirth, or related medical conditions, you are entitled to take a Pregnancy Disability Leave of up to four months, depending on your period(s) ofactual disability. Pregnant women who are CFRA-eligible have certain rights to take up to 4 months of Pregnancy Disability Leave PLUS up to 12 additional weeks of CFRA leave for parental bonding. d. Intermittent Leave
When medically necessary, leave may be taken on an intermittent or a reduced work schedule. If you are taking a parental bonding leave for the birth, adoption or foster care placement of a child, the basic minimum duration of the leave is two weeks and you must conclude the leave within one year of the birth or placement for adoption or foster care. e. Notice
If possible, you must provide at least 30 days advance notice for foreseeable events (such as the expected birth of a child or a planned medical treatment for yourself or of a family member). Failure to comply with these notice rules is grounds for, and may result in, deferral of the requested leave until you comply with this notice policy. For events which are unforeseeable, you must notify the Town, at least verbally, as soon as you learn of the need for the leave.
f. Certification
The Town requires certification from your health care provider before authorizing a protected leave for pregnancy or your own serious health condition. The Town requires certification from the health care provider of your child, parent, spouse, or domestic partner who has a serious health condition before allowing you a leave to take care of that family member. Medical certification forms are available from the Administrative Services Department.
g. Pay and Benefits
The Town may require you to use sick, vacation or other accrued time, consistent with policies for use of such time, before taking the remainder of your FMLA/CFRA leave as an unpaid leave. Members of some bargaining units may also be eligible to supplement their leave with disability insurance or state disability insurance and paid family leave (SDI/PFL) payments. The Town will continue to pay the employer contribution to your health benefits while you are on FMLA/CFRA leave.
11 20. Military Family Leave
Eligible employees are entitled to up to 12 weeks of leave under the federal Family Medical Leave Act (FMLA) because of any qualifying requirement arising out of the fact that the spouse, son, daughter, or parent of the employee is on active duty, or has been notified of an impending call to active duty status, in support of a contingency operation.

An eligible employee who is the spouse, son, daughter, parent, or next of kin of a covered service member who is recovering from a serious illness or injury sustained in the line of duty on active duty is entitled to up to 26 weeks of leave in a single 12-month period to care for the service member.

21. School Participation Leave
An employee who has custody of a child (parent, guardian or grandparent) may take unpaid* leave to participate in an activity at a child's school or licensed child day care facility up to forty (40) hours per child, per year. Such leave may be limited to 8 hours per month.

22. Domestic Violence Leave
An employee who is a victim of domestic violence work may take unpaid* leave to obtain relief or attempt to obtain relief to help ensure his or her health, safety, or welfare, or that of his or her children.

23. Military Leave
A regular Town employee with at least one year of Town or military service may receive a military leave of absence of up to 180 calendar days when called to active military duty. Military leave of up to 90 calendar days will not be considered a break in continuous service. The first 30 calendar days of any such absence, not to exceed thirty 30 calendar days in any July-June fiscal year, will be paid leave*. The Town Council may approve special rules during times of active conflict. * Where a leave is unpaid, in most cases, employees may use their available paid leave balances (vacation, personal leave, compensatory time) for salary replacement.

24. Mileage Reimbursements
Mileage reimbursements to Town employees for use of their own motor vehicles on Town business shall be at the rate of $0.545 per mile or, only if higher, the rate accepted by the IRS.

25. Educational Reimbursements
The Town shall reimburse Confidential, Professional/Technical, and Mid-Management employees' receipted costs for tuition, fees and books incurred by attending educational programs/classes which are related to the present or known future needs of the Town or to employee's career development in employee's current professional field. This includes individual classes meeting requirements for an undergraduate or graduate degree that is job-related. In order to be reimbursed for such costs, the educational program must be approved in advance by the Town Manager, and the employee must attain a passing grade of "B" or better. For programs where a passing grade is not provided, presentation of a certificate of completion will be required.

Reimbursement will be made for each employee up to $1,200 per fiscal year. The number of courses reimbursed each year shall be limited to four ( 4) under the quarter system and three (3) under the semester system.
12 26. Reimbursable Expenses
The Town shall pay a maximum of $1500 per year per employee for certain Health and Wellness expenses, Green commuting expenses, to Town of Corte Madera's Parks and Recreation program expenses, such as classes, childcare, afterschool and summer programs. Employees may choose any combination of the above three types of expenses up to a maximum of $1500 per year per employee.
a. Health and Wellness
Health and wellness expenses may include membership in a health club or gym and membership fees for digital classes directly related to workout machines purchased through the Town's health and wellness reimbursable expenses program (i.e. Peloton Digital Membership if an employee's purchase for a Peloton bike was approved by the Town through this program), workout machines, exercise equipment (excluding things like workout attire, activewear, dietary supplements, sports supplements or bodybuilding supplements), expenses for programs that would be directly related and designed to improving a person's physical and/or mental well-being (i.e. nutrition programs, alternative medicine, or physical recovery programs) or fitness applications specifically designed to increase physical activity (like Runkeeper or StepBet). Purchased workout machines or exercise equipment may not be shipped to a third party. Employees may request the Town provide direct payment to the employee's health club, gym or wellness service provider. An invoice is required for direct payment. Employees may also request permission to use a Town credit card for purchases where direct payment is not an option.

Employees who do not have a Town-issued credit card should contact the Finance Department to make their purchase.
b. Green Commuting
Green commuting includes public transit such as SMART train, bus, and transportation to and from public transit. Employees may request reimbursement or request the Town provide direct payment to the transportation provider. An invoice or receipt is required for reimbursement or direct payment.

1. The Town will also work with the outside benefits Administrator to establish a program which will allow employees to purchase public transit tickets on a pretax basis.

2. The Town will work with the Town's Risk Manager to explore the possibility of making available, as Town owned vehicles are no longer needed for Town business, vehicles that may be used for employee carpooling to and from work. c. Parks and Recreation Programs
Town of Corte Madera Parks and Recreation programs shall include all programs provided by the Town of Corte Madera where a fee is imposed for attendance, except facility, field and park rental which are not included. Employees may request reimbursement or request the Town provide direct payment to the Town

27. Mobile Technology Expense Allowance
For those employees whose regularly assigned duties necessitate the use of a personal mobile technology device to be accessible while outside of the workplace, the Town Manager may authorize a monthly allowance of $60.
13 28. No Relationship To Other Employee Agreements
The compensation and benefits for Confidential, Professional/Technical, and Mid- Management employees are established entirely apart from the compensation and benefits provided in agreements with employee unions or other bargaining groups.

29. Retroactive Pay
Retroactive pay, if applicable, shall be rendered to personnel who are employed by the Town on the date this Resolution is adopted. Former employees who have left the Town's employment prior to that date shall not be eligible for any retroactive pay.

30. Repeal of Conflicting Resolutions
a. Resolution No. 41/2019 and any other resolution to the extent that it is inconsistent with the terms stated herein are hereby repealed and superseded by this Resolution, effective July 12, 2021.

NOW BE IT FURTHER RESOLVED that the compensation herein fixed shall be effective as of July 12, 2021 and ending July 7, 2024.
◊◊◊◊◊◊◊◊
I HEREBY CERTIFY that the foregoing is a full, true and complete copy of a resolution duly and regularly adopted by the Town Council of the Town of Corte Madera, at a meeting thereof held on the 20th day of July, 2021 by the following vote:

Ayes, and in favor thereof, Councilmembers: Beckman, Casissa, Lee, Mongan, Ravasio Noes, Councilmembers: - None -
Abstain, Councilmembers: - None -
~
Approved:
~-,_____
Fred Casissa, Vice Mayor
ATTEST
14 COMPENSATION SCHEDULE C - MID-MANAGEMENT

EMPLOYEES
2021-2022
Position Steps
Min 2 Midpoint 4
Senior Civil Engineer monthly 10,502 11,027 11,578 12,157 12,765 hourly 60.59 63.62 66.80 70.14 73.65
Building Official monthly 10,223 10,734 11,271 11,834 12,426 hourly 58.98 61.93 65.03 68.28 71.69
Superintendent of Public Works monthly 9,554 10,032 10,533 11,060 11,613 hourly 55.12 57.88 60.77 63.81 67.00
Project Manager monthly 9,554 10,032 10,533 11,060 11,613 hourly 55.12 57.88 60.77 63.81 67.00
Senior Planner monthly 8,605 9,035 9,486 9,961 10,459
hourly 49.64 52.13 54.73 57.47 60.34
Code Enforcement/Communications Manager monthly 8,785 9,225 9,686 10,170 10,678 hourly 50.69 53.22 55.88 58.68 61.61
Assistant Superintendent of Public Works monthly 8,128 8,534 8,961 9,409 9,880 hourly 46.89 49.24 51.70 54.29 57.00
Assistant Engineer monthly 7,234 7,596 7,975 8,374 8,793 hourly 41.73 43.82 46.01 48.31 50.73
Associate Civil Engineer monthly 8,128 8,534 8,961 9,409 9,880 hourly 46.89 49.24 51.70 54.29 57.00
Senior Accountant* monthly 7,748 8,135 8,541 8,969 9,418 hourly 44.70 46.93 49.28 51.74 54.33
Associate Planner monthly 7,379 7,748 8,135 8,542 8,969 hourly 42.57 44.70 46.93 49.28 51.74
Recreation Program Manager monthly 7,197 7,S57 7,935 8,332 8,748 hourly 41.52 43.60 45.78 48.07 50.47
Recreation Supervisor monthly 6,709 7,044 7,396 7,766 8,154 hourly 38.70 40.64 42.67 44.81 47.05
Assistant Planner monthly 6,709 7,044 7,396 7,766 8,154 hourly 38.70 40.64 42.67 44.81 47.05
Recreation Coordinator monthly 5,410 5,681 5,96S 6,263 6,576 hourly 31.21 32.77 34.41 36.13 37.94
Code Enforcement Officer monthly 5,230 5,633 6,064 6,531 7,033 hourly 30.17 32.50 34.99 37.68 40.58
Max
* Includes a pay increase of 5% for performing additional duties associated with the Town assuming responsibility for finance duties for the Central Marin Fire Authority. These duties include payroll, benefits administration, retirement reporting, accounts payable and record keeping. Central Marin Fire Authority will pay the Town for these services. The additional 5% is included in the salary above and will be in effect for as long as the position is responsible for Central Marin Fire Authority functions.

COMPENSATION SCHEDULE C - MID-MANAGEMENT

EMPLOYEES
2022-2023
Position Steps
Min 2 Midpoint 4 Max
Senior Civil Engineer monthly 10,817 11,358 11,925 12,522 13,148 hourly 62.41 65.53 68.80 72.24 75.86
Building Official monthly 10,530 11,056 11,609 12,189 12,799 hourly 60.75 63.79 66.98 70.33 73.84
Superintendent of Public Works monthly 9,841 10,333 10,849 11,392 11,962 hourly 56.77 59.61 62.59 65.72 69.01
Project Manager monthly 9,841 10,333 10,849 11,392 11,962 hourly 56.77 59.61 62.59 65.72 69.01
Senior Planner monthly 8,863 9,306 9,771 10,260 10,773
hourly 51.13 53.69 56.37 59.19 62.15
Code Enforcement/Communications Manager monthly 9,049 9,502 9,976 10,476 10,999 hourly 52.21 54.82 57.56 60.44 63.46
Assistant Superintendent of Public Works monthly 8,372 8,791 9,230 9,692 10,176 hourly 48.30 50.72 53.25 55.91 58.71
Assistant Engineer monthly 7,451 7,824 8,215 8,625 9,057 hourly 42.99 45.14 47.39 49.76 52.25
Associate Civil Engineer monthly 8,372 8,791 9,230 9,692 10,176 hourly 48.30 50.72 53.25 55.91 58.71
Senior Accountant* monthly 7,980 8,379 8,798 9,238 9,700 hourly 46.04 48.34 50.76 53.30 55.96
Associate Planner monthly 7600 7980 8379 8798 9238
hourly 43.85 46.04 48.34 50.76 53.30
Recreation Program Manager monthly 7,413 7,784 8,173 8,582 9,011 hourly 42.77 44.91 47.15 49.51 51.99
Recreation Supervisor monthly 6,910 7,255 7,618 7,999 8,399 hourly 39.87 41.86 43.95 46.15 48.46
Assistant Planner monthly 6,910 7,255 7,618 7,999 8,399 hourly 39.87 41.86 43.95 46.15 48.46
Recreation Coordinator monthly 5,572 5,851 6,144 6,451 6,774 hourly 32.15 33.76 35.44 37.22 39.08
Code Enforcement Officer monthly 5,387 5,802 6,246 6,727 7,244 hourly 31.08 33.47 36.04 38.81 41.79
* Includes a pay increase of 5% for performing additional duties associated with the Town assuming responsibility for finance duties for the Central Marin Fire Authority. These duties include payroll, benefits administration, retirement reporting, accounts payable and record keeping. Central Marin Fire Authority will pay the Town for these services. The additional 5% is included in the salary above and will be in effect for as long as the position is responsible for Central Marin Fire Authority functions.

COMPENSATION SCHEDULE C - MID-MANAGEMENT

EMPLOYEES
2023-2024
Position
Senior Civil Engineer monthly 11,141 11,698 12,283 12,898 13,542 hourly 64.28 67.49 70.87 74.41 78.13
Building Official monthly 10,846 11,388 11,957 12,555 13,183 hourly 62.57 65.70 68.99 72.43 76.06
Superintendent of Public Works monthly 10,136 10,643 11,175 11,734 12,320 hourly 58.48 61.40 64.47 67.70 71.08
Project Manager monthly 10,136 10,643 11,175 11,734 12,320 hourly 58.48 61.40 64.47 67.70 71.08
Senior Planner monthly 9,129 9,585 10,064 10,568 11,096 hourly 52.67 55.30 58.06 60.97 64.02
Code Enforcement/Communications Manager monthly 9,320 9,787 10,276 10,790 11,329 hourly 53.77 56.46 59.28 62.25 65.36
Assistant Superintendent of Public Works monthly 8,623 9,054 9,507 9,982 10,481 hourly 49.75 52.24 54.85 57.59 60.47
Assistant Engineer monthly 7,674 8,059 8,461 8,884 9,329 hourly 44.28 46.49 48.81 51.26 53.82
Associate Civil Engineer monthly 8,623 9,054 9,507 9,982 10,481 hourly 49.75 52.24 54.85 57.59 60.47
Senior Accountant* monthly 8,220 8,630 9,062 9,515 9,991 hourly 47.42 49.79 52.28 54.90 57.64
Associate Planner monthly 7,828 8,219 8,630 9,062 9,515 hourly 45.16 47.42 49.79 52.28 54.90
Recreation Program Manager monthly 7,635 8,017 8,418 8,839 9,281 hourly 44.05 46.25 48.57 50.99 53.54
Recreation Supervisor monthly 7,117 7,473 7,847 8,239 8,651 hourly 41.06 43.11 45.27 47.53 49.91
Assistant Planner monthly 7,117 7,473 7,847 8,239 8,651 hourly 41.06 43.11 45.27 47.53 49.91
Recreation Coordinator monthly 5,740 6,027 6,328 6,645 6,977 hourly 33.11 34.77 36.51 38.34 40.25
Code Enforcement Officer monthly 5,549 5,976 6,434 6,928 7,461 hourly 32.01 34.48 37.12 39.97 43.05
Steps
Min 2 Midpoint 4 Max
* Includes a pay increase of 5% for performing additional duties associated with the Town assuming responsibility for finance duties for the Central Marin Fire Authority. These duties include payroll, benefits administration, retirement reporting, accounts payable and record keeping. Central Marin Fire Authority will pay the Town for these services. The additional 5% is included in the salary above and will be in effect for as long as the position is responsible for Central Marin Fire Authority functions.

COMPENSATION SCHEDULE B- PROFESSIONAL/

TECHNICAL EMPLOYEES
Salary Range Effective July 12, 2021
Position Range Steps
Min 2 Midpoint 4 Max
Administrative Analyst - A monthly 6,456 6,779 7,118 7,474 7,847 hourly 37.24 39.11 41.06 43.12 45.27
Administrative Analyst - B monthly 6,713 7,048 7,401 7,771 8,159 hourly 38.73 40.66 42.70 44.83 47.07
Permit Technician monthly 6,236 6,548 6,875 7,219 7,580 hourly 35.98 37.78 39.67 41.65 43.73
Customer Service Representative monthly 5,281 5,546 5,823 6,114 6,420 hourly 30.47 31.99 33.59 35.27 37.04
Salary Range Effective July 11, 2022
Administrative Analyst - A monthly 6,649 6,982 7,331 7,698 8,082 hourly 38.36 40.28 42.30 44.41 46.63
Administrative Analyst - B monthly 6,914 7,260 7,623 8,004 8,404 hourly 39.89 41.88 43.98 46.18 48.49
Permit Technician monthly 6,423 6,745 7,082 7,436 7,808 hourly 37.06 38.91 40.86 42.90 45.04
Customer Service Representative monthly 5,440 5,712 5,998 6,297 6,612 hourly 31.38 32.95 34.60 36.33 38.15
Salary Range Effective July 10, 2023
Administrative Analyst - A monthly 6,849 7,192 7,551 7,929 8,325 hourly 39.51 41.49 43.56 45.74 48.03
Administrative Analyst - B monthly 7,121 7,478 7,851 8,244 8,656 hourly 41.09 43.14 45.30 47.56 49.94
Permit Technician monthly 6,616 6,947 7,294 7,659 8,042 hourly 38.17 40.08 42.08 44.19 46.40
Customer Service Representative monthly 5,603 5,883 6,177 6,486 6,811 hourly 32.33 33.94 35.64 37.42 39.29
* Effective March 25, 2019, Administrative Analyst B will receive a pay increase of 5% for performing additional duties associated with the Town assuming responsibility for administrative duties for the Central Marin Fire Authority.

Central Marin Fire Authority will pay the Town for these services. The additional 5% is included in the salary above and will be in effect for as long as the position is responsible for Central Marin Fire Authority functions.

CO MPENSATION SCHED ULE A- CO NFIDENTIAL

EMPLOYEES
Salary Range Effective July 12, 2021
Position Range Steps
Financial Analyst II* 9A monthly 7,748 8,135 8,542 8,969 9,417 hourly 44.70 46.93 49.28 51.74 54.33
Financial Analyst I* 7A monthly 6,653 6,986 7,335 7,702 8,087 hourly 38.38 40.30 42.32 44.44 46.66
Administrative Assistant 7 monthly 6,237 6,549 6,876 7,220 7,581 hourly 35.98 37.78 39.67 41.65 43.74
Administrative Services/ 6 monthly 5,763 6,051 6,353 6,671 7,005 Accounting Technician II hourly 33.25 34.91 36.66 38.49 40.41 Administrative Services/ 5 monthly 5,281 5,546 5,823 6,114 6,420 Accounting Technician I hourly 30.47 31.99 33.59 35.27 37.04 Min 2 Midpoint 4 Max
Salary Range Effective July 11, 2022
Financial Analyst II* 9A monthly 7,980 8,379 8,798 9,238 9,700 hourly 46.04 48.34 50.76 53.30 55.96
Financial Analyst I* 7A monthly 6,853 7,196 7,555 7,933 8,330 hourly 39.54 41.51 43.59 45.77 48.06
Administrative Assistant 7 monthly 6,424 6,745 7,082 7,436 7,808 hourly 37.06 38.91 40.86 42.90 45.05
Administrative Services/ 6 monthly 5,936 6,232 6,544 6,871 7,215 Accounting Technician II hourly 34.24 35.96 37.75 39.64 41.62 Administrative Services/ 5 monthly 5,440 5,712 5,998 6,297 6,612 Accounting Technician I hourly 31.38 32.95 34.60 36.33 38.15 Salary Range Effective July 10, 2023
Financial Analyst II* 9A monthly 8,219 8,630 9,062 9,515 9,991 hourly 47.42 49.79 52.28 54.90 57.64
Financial Analyst I* 7A monthly 7,058 7,411 7,782 8,171 8,580 hourly 40.72 42.76 44.90 47.14 49.50
Administrative Assistant 7 monthly 6,617 6,947 7,295 7,660 8,043 hourly 38.17 40.08 42.09 44.19 46.40
Administrative Services/ 6 monthly 6,114 6,419 6,740 7,077 7,431 Accounting Technician II hourly 35.27 37.04 38.89 40.83 42.87 Administrative Services/ 5 monthly 5,603 5,883 6,177 6,486 6,811 Accounting Technician I hourly 32.33 33.94 35.64 37.42 39.29 • Effective March 25, 2019, Financial Analyst I and Financial Analyst II positions will receive a pay increase of 5% for performing additional duties associated with the Town assuming responsibility for finance duties for the Central Marin Fire Authority.

These duties include payroll, benefit administration, retirement reporting, accounts payable and record keeping Central Marin Fire Authority will pay the Town for these services. The additional 5% is included in the salary above and will be in effect for as long as the position is responsible for Central Marin Fire Authority functions.

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.F.

REPORT DATE: October 05, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Management Committee
Ruben Martin, Fire Chief
SUBJECT: Resolution No. 2022/08 Establishing Dates and Times for the Regular Meetings of the Fire Council of the Central Marin Fire Authority for 2023
       
RECOMMENDED ACTION:

That Council adopt Resolution No. 2022/08, establishing the dates and times for the regular meetings of the Fire Council for 2023.

BACKGROUND/DISCUSSION:

It is necessary for the Central Marin Fire Council to establish a regular meeting schedule for the 2023 calendar year. In accordance with the Brown Act, these meetings shall be noticed to the public 72 hours prior to the start time. The Fire Council is scheduled to hold its meetings on the same dates following Police Council meetings.

At the direction of the Fire Council and the Management Committee, and in coordination with the Central Marin Police Council, the Fire Council has established a schedule of four regular meetings per year. For calendar year 2023, the meetings are proposed to be held on the second Thursday in February (February 09), the second Thursday in May (May 11), the second Thursday in August (August 10), and the second Thursday (November 09) in November at 6:30 p.m., or following the conclusion of the Police Council meeting, whichever is later. This start time allows the Fire Council meeting to convene immediately following the Police Council meeting and eliminates unnecessary lag time between the two meetings.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

FISCAL IMPACT:

There is no fiscal impact to the Fire Authority.

OPTIONS:

1. Adopt the attached resolution as presented.

2. Adopt the attached resolution with modifications.

3. Take no action at this time and provide other direction to staff.

ATTACHMENTS:

1. Proposed Resolution No. 2022/08
ATTACHMENT 1
Proposed Resolution No. 2022/08

CENTRAL MARIN FIRE COUNCIL

STAFF REPORT
1 VII.G.

REPORT DATE: November 1, 2022
MEETING DATE: November 10, 2022
TO: Central Marin Fire Authority Council
FROM: Daria Carrillo, Finance Director
SUBJECT: 2021-2022 Fund Balances
       
RECOMMENDED ACTION:

That the Fire Council authorize staff to request additional contributions in the amount of $257,485 each from the City of Larkspur and Town of Corte Madera in order to pay for deficits in the General Fund and Insurance Fund for the fiscal year ending June 30, 2022.

BACKGROUND:

Central Marin Fire Authority’s fiscal year begins on July 1 and ends on June 30. The attached reports show the activity for the 2021-2022 fiscal year. The Town has not received the final audited financial statements as of the time this report was written, but there is no indication that there will be any significant changes to the deficits discussed below.

Central Marin Fire Authority is a Joint Powers Authority. The member agencies, City of Larkspur and Town of Corte Madera, each pay for half of the Fire Authority’s operating costs. The Fire Authority receives other revenue such as permit and fee revenue, revenue from other local agencies, grants, donations, Marin Wildfire Prevention (Measure C) tax and reimbursements from the state, but the member agencies pay the vast majority of the costs for the Fire Authority.

DISCUSSION:

General Fund
The General Fund is used to record recurring revenue and expenditures for the Fire Authority and is where day to day activities are accounted for. Revenue and expenditures associated with the Measure 2 C Wild Fire Tax are recorded in a separate fund for tracking purposes and are not included in the General Fund.

For the 2021-2022 fiscal year, each member agency contributed $4,868,860, for total member contributions of $9,737,720, or 86% of total General Fund revenue. The State reimbursed the Fire Authority $1,102,240 for out of county response, which accounted for 10% of General Fund revenue.

The remaining four percent of revenue consists of fees, permits and other miscellaneous revenue.

The 2021-2022 budget had estimated $9,917,720 in both revenue and expenditures. As shown on Attachment #1, expenditures exceeded revenue by $331,980. Please note the following:
 Revenue exceeded the budgeted amount by $1,447,714, or 15%. $1,102,240 of the excess revenue is due to State reimbursement for overtime costs incurred dye to out of out of county response. Additionally, $273,240 was received from Ross Valley Paramedic Authority as engine program reimbursement, and the Fire Authority also received a grant of $45,000 from Fire Safe Marin. Neither the RVPA nor the Fire Safe Marin payments were included in the budget.
 Expenditures exceeded the budget by $1,779,694, or 18%. Please note the following:
o Salaries exceeded the budgeted amount by $1,882,692.06, or 31%. Of this amount, $1,694,205 is due to overtime costs exceeding the budgeted amount. As noted above, State reimbursed the Fire Authority $1,102,240 for out of county response, but the remaining $591,965 of the overtime overage was not eligible for reimbursement. The ineligible overtime costs were incurred due to coverage needed for absences due to several workers’ compensation injuries, absences due to employee absences caused by COVID 19, employee resignations, and new employees attending training and therefore not being available to cover regular shifts.
o Also included in the $1,882,692 budget overage for salaries, regular salaries exceeded the budget by $192,184. This is the result of 1) an additional employee being hired in anticipation of an upcoming retirement and 2) the Fire Authority contracting with a new independent auditor of the 2021-2022 fiscal year. The new auditor recommended a different method of recording payroll for dates worked in June but paid in July than the previous auditor had recommended. This change resulted in an additional $88,307 in salaries recorded in the 2021-2022 fiscal year. There should be no significant impact to future years due to this change.
o Retirement costs exceeded the budget by $26,082, or 3%, due to the change recommended by the new auditor mentioned above, and to the hiring of the additional employee also mentioned above.
o All other expenditure categories combined were under budget by a total amount of $129,080.
3 The net effect of the items shown above is an operating deficit in the General Fund in the amount of $331,980 for the 2021-2022 fiscal year.

The General Fund’s beginning balance as of July 1, 2021 was $27,083. The ending balance as of June 30, 2022 is negative ($304,897).

Insurance Fund
Attachment #2 shows the revenues and expenditures for the Insurance Fund, which is the fund that records payments for premiums and claims related to property, liability and workers’ compensation claims. This fund’s only source of revenue is the General Fund. In 2021-2022, the General fund transferred $450,000 to the Insurance Fund in accordance with the Adopted Budget. As indicated on the attachment, expenditures were over the budgeted amount by $151,763, mainly due to a change recommended by the auditor, which resulted in moving $115,055 from a component of the ending fund balance to an expense. This had no effect on the overall fund balance and was recommended as a means of correcting a problem that occurred as a result of the financial software not being able to classify portions of the ending balance as staff intended. Additionally, workers’ compensation claims were $54,605 more than the budgeted amount due to several workers’ compensation claims filed in the 2021-2022 fiscal year.

As of June 30, 2022, the Insurance fund’s ending balance was a negative ($210,072). The negative balance is the result of the annual actuarial reports which estimate that the Fire Authority short term claims liability is $304,350 and the long term claim liability is $524,124. Of the total estimated claim liability of $828,747, $676,000 is for workers’ compensation claims and $152,474 is for property and liability claims. The Insurance Fund’s cash balance as of June 30, 2022 was $706,652, but the claims liability, along with outstanding payables of approximately $88,000, resulted in the negative ending balance of $210,072.

Equipment Fund
Attachment #3 shows the revenues and expenditures for the Equipment Fund. The General Fund is the primary source of revenue for the Equipment Fund. In 2021-2022, the General Fund transferred $153,314 to the Equipment Fund. The Fire Authority also received a grant for cardiac monitor. The revenue and expenditures associated with the grant are included in the Equipment Fund.

The ending balance as of June 30, 2022 is $89,133.

Measure C Fund
The Measure C Fund is the fund which records Measure C Wildfire tax revenue and expenditures.

Revenue includes the Measure C Wildfire tax apportionments received by the City of Larkspur and the Town of Corte Madera. The Town of Corte Madera contributed an additional $89,650 to this fund so 4 that both agencies’ contributions are the same amount. The Fire Authority also received Measure C Evacuation Route revenue in the amount of $474,352 which was not included in the budget.

Expenditures includes salary and benefits for a Hazard Mitigation Specialist. Expenditures for Outside Services and Supplies are related to vegetation management. Also included in 2021-2022 is a vehicle that was purchased by the Fire Authority for the Hazard Mitigation Specialist to perform Measure C related work. The Measure C Evacuation Route revenue, not included in the budget, was also expended.

The ending balance of this fund is $84,336 as of June 30, 2022.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

FISCAL IMPACT:

A summary of the fund balances discussed above is shown on Attachment #5. As explained above, the General Fund and Insurance Fund both have negative balances. The total negative balance for both funds is ($514,969). Eliminating the deficit would be require an additional contribution of $257,485 from each member agency.

OPTIONS:

1. Authorize staff to send invoices in the amount of $257,485 to each member agency.

2. Provide other direction to staff.

ATTACHMENTS:

1. Budget Report 2021-2022, General Fund

2. Budget Report 2021-2022, Insurance Fund

3. Budget Report 2021-2022, Equipment Fund

4. Budget Report 2021-2022, Measure C Fund

5. Fund Balance Report as of June 30, 2022
THIS ITEM HAS BEEN REVIEWED AND APPROVED BY THE EXECUTIVE MANAGER. 5 ATTACHMENT 1
Budget Report 2021-2022, General Fund
Budget Report For Fiscal: 2021-2022 Period Ending: 06/30/2022 Group Summary
Variance
Original Current Period Fiscal Favorable Percent
Subcategory Total Budget Total Budget Activity Activity (Unfavorable) Remaining Fund: 70- CENTRAL MARIN FIRE AUTHORITY GENERAL FUND
Revenue
430 - PERMITS AND FEES 150,000.00 150,000.00 65,341.89 160,611.40 10,611.40 7.07 % 431 - COST RECOVERY 0.00 0.00 -3,488.00 0.00 0.00 0.00 % 460 - STATE REVENUE 0.00 0.00 19,264.21 1,102,239.98 1,102,239.98 0.00 % 480 - OTHER LOCAL AGENCY REVENUE 0.00 0.00 0.00 7,613.34 7,613.34 0.00% 481- MEMBER CONTRIBUTIONS 9,767,720.00 9,767,720.00 701.00 9,767,719.58 -0.42 0.00% 490 - OTHER REVENUE 0.00 0.00 43,157.25 327,249.25 327,249.25 0.00% Revenue Total: 9,917,720.00 9,917,720.00 124,976.35 11,365,433.55 1,447,713.55 14.60% Expense
600 - SALARIES 6,051,141.00 6,051,141.00 1,042,214.46 7,933,833.06 -1,882,692.06 -31.11 % 601 - RETIREMENT 812,886.00 812,886.00 111,574.20 838,967.69 -26,081.69 -3.21 % 602 - OTHER BENEFITS 1,029,391.00 1,029,391.00 93,407.40 1,002,388.00 27,003.00 2.62 % 603 - RETIREE BENEFITS 40,320.00 40,320.00 298.00 38,230.80 2,089.20 5.18 % 611- OUTSIDE SERVICES 767,699.00 767,699.00 34,490.67 677,684.43 90,014.57 11.73 % 612 - TRAINING, EDUCATION, MEETINGS 70,000.00 70,000.00 1,710.75 20,647.81 49,352.19 70.50 % 613 - DUES AND SUBSCRIPTIONS 9,000.00 9,000.00 1,442.66 7,426.16 1,573.84 17.49 % 614 - EQUIPMENT MAINTENANCE 40,944.00 40,944.00 1,066.14 31,255.81 9,688.19 23.66 % 615 - BUILDING AND GROUNDS MAINTENANCE 25,000.00 25,000.00 807.19 5,392.78 19,607.22 78.43 % 616 - VEHICLE MAINTENANCE 70,000.00 70,000.00 8,800.15 95,274.93 -25,274.93 -36.11 % 620 - UTILITIES 71,100.00 71,100.00 15,338.63 95,236.19 -24,136.19 -33.95 % 630 - SUPPLIES 319,925.00 319,925.00 68,730.05 347,094.54 -27,169.54 -8.49 % 651- EQUIPMENT 7,000.00 7,000.00 0.00 0.00 7,000.00 100.00% 670 - TRANSFERS OUT 603,314.00 603,314.00 603,314.00 603,314.00 0.00 0.00% 680- OTHER EXPENDITURES 0.00 0.00 667.54 667.54 -667.54 0.00% Expense Total: 9,917,720.00 9,917,720.00 1,983,861.84 11,697,413.74 -1,779,693.74 -17.94% Fund: 70 - CENTRAL MARIN FIRE AUTHORITY GENERAL FUND Surpl 0.00 0.00 -1,858,885.49 -331,980.19 -331,980.19 0.00% Report Surplus (Deficit): 0.00 0.00 -1,858,885.49 -331,980.19 -331,980.19 0.00% 10/14/2022 1:27:43 PM Page 4 of S
7 ATTACHMENT 2
Budget Report 2021-2022, Insurance Fund
Corte Madera, CA
TNf l <n•·• ~, ,
C{Ul tl M ... a- •• A
Original Current
Total Budget Total Budget
Fund: 71 - CENTRAL MARIN FIRE AUTHORITY INSURANCE FUND
Revenue

71.00.51099.0000 TRANSFERS IN 450,000.00 450,000.00
Revenue Total: 450,000.00 450,000.00
Expense

71.30.60203.0000 WORKERS COMPENSATION INSURA 163,730.00 168,364.00

71.30.61190.0000 PROPERTY AND LIABILITY INSURAN 235,902.00 292,847.00

71.30.61197.0000 RISK MANAGEMENT 0.00 0.00

71.30.61700.0000 WORKERS COMPENSATION CLAIMS 50,000.00 50,000.00

71.30.61701.0000 PROPERTY AND LIABILITY IN5URAN 20,000.00 20,000.00 Expense Total: 469,632.00 531,211.00
Fund: 71- CENTRAL MARIN FIRE AUTHORITY INSURANCE FUND Su -19,632.00 -81,211.00 Report Surplus (Deficit): -19,632.00 -81,211.00
Budget Report
Account Summary
For Fiscal: 2021 -2022 Period Ending: 06/30/2022
Variance
Period Fiscal Favorable Percent
Activity Activity (Unfavorable) Remaining
450,000.00 450,000.00 0.00 0.00 %
450,000.00 450,000.00 0.00 0.00%

0.00 167,069.00 1,295.00 0.77 %

0.00 285,485.00 7,362.00 2.51 %
115,055.00 120,055.00 -120,055.00 0.00%
85,008.29 104,605.33 -54,605.33 -109.21 %

0.00 5,760.00 14,240.00 71.20 %
200,063.29 682,974.33 -151,763.33 -28.57%
249,936.71 -232,974.33 -151,763.33 -186.88%
249,936.71 -232,974.33 -151,763.33 -186.88 %
Pa ge t ,,f 3
9 ATTACHMENT 3
Budget Report 2021-2022, Equipment Fund
Corte Madera, CA
r .. ~ 'ft:t .... UI
.... , . v . .. . . .

Original Current
Total Budget Total Budget
Fund: 72 - CMFA EQUIPMENT FUND
Revenue

72.00.4 7003.0000 ASSISTANCE TO FIREFIGHTERS GRA 0.00 0.00

72.00.51099.0QQQ TRANSFERS IN 153,314.00 153,314.00
Revenue Total: 153,314.00 153,314.00
Expense

72.30.63078.0000 RADIOS 0.00 0.00

72.30.64004.0000 CAPITAL LEASE - FIRE ENGINE - PRI 153,314.00 153,314.00

72.30.64007 .OOOQ CAPITAL LEASE INTEREST 0.00 0.00

72.30.65109.0000 OTHER CAPITAL EQUIPMENT 50,000.00 50,000.00

72.30.65112.000Q SPECIALIZED WASHING MACHINES 40,000.00 40,000.00

72.30.65116.0000 CARDIAC MONITORS 0.00 0.00
n;i1.6301s.oooo RADIOS 10,000.00 10,000.00
Expense Total: 253,314.00 253,314.00
Fund: 72 - CMFA EQUIPMENT FUND Surplus (Deficit): -100,000.00 -100,000.00 Report Surplus (Deficit): -100,000.00 -100,000.00
10/14/2022 4:18:03 PM
Budget Report
Account Summary
For Fiscal: 2021-2022 Period Ending: 06/30/2022
Variance
Period Fiscal Favorable Percent
Activity Activity (Unfavorable) Remaining

0.00 72,236.36 72,236.36 0.00%
153,314.00 153,314.00 0.00 0.00%
153,314.00 225,550.36 72,236.36 47.12 %

0.00 305.93 -305.93 0.00%
-17,700.93 135,612.91 17,701.09 11.55 %
17,700.93 17,700.93 -17,700.93 0.00%
5,061.42 79,673.09 -29,673.09 -59.35 %

0.00 4,191.93 35,808.07 89.52 %

0.00 72,246.36 -72,246.36 0.00%

0.00 0.00 10,000.00 100.00%
5,061.42 309,731.15 -56,417.15 -22.27 %
148,252.58 -84,180.79 15,819.21 15.82%
148,252.58 -84,180.79 15,819.21 15.82 %

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Fire Council - Central Marin Fire AuthorityNovember 10, 2022

Fire Council - Central Marin Fire Authority
November 10, 2022