LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
34 IHFR Defensible Space Debris Monthly Dropoff
The District funds this program allowing residents to drop-off brush debris and other combustible plant materials once a month associated with property clean-up activities. The District reimburses the Town of Los Altos Hills, who contracts debris hauling services with Greenwaste Recovery. The Town’s contract renewed in FY21-22, and the FY25-26 Budget reflects current program costs enhanced for newly introduced BIOMASS disposals in concert with chipping demand trends and a push for advertising/communications.
IHFR Home Ignition Zone and Rebate (HIZ) Program
In contract with SCCFSC, the District provides HIZ assessment services and rebate for homeowners.
Through this program, a trained representative from the SCCFSC visits homes of residents and walks the property, reviewing defensible space and making recommendations for protecting the home from hazardous ignition and fuels. The program was temporarily halted in FY20-21 given COVID-19 social distancing requirements. FY25-26 projections place a keen focus on energizing this program to an expected level of 10 assessments / rebates per month charged by increased resident education on rebate program opportunities.
IHFR Evacuation Route & Vegetation Management
In FY19-20, the District entered a contract with the SCCFSC to manage and oversee “IHFR Evacuation Route & Vegetation Management” by removing hazardous vegetation along roadways to help reduce wildfire progress, create defensive areas for firefighters to attack, and suppress fires, create egress routes for resident evacuations and ingress routes for firefighters and emergency personnel. As was the case in FY24-25, FY25-26 allocations anticipate a pattern of completing 6 to 8 evacuation routes per year.
IHFR Open Space Fuel Break Program
This account was added in FY21-22 for creation of fuel breaks and fuel reduction in the open space and high-risk wildfire areas within the District and adjoining territories. Recently, budget allocations were moderated to reflect plans for Community strategic fuel break around the southwest corner of the District with contract service support.
IHFR Defensible Space Debris Monthly Dropoff Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Defensible Space Debris Monthly Dropoff 55,547 56,178 77,741 80,000 72,500 80,350 Annual Growth % 24.63% 1.14% 38.38% 2.91% -9.38% 10.83% % Over (Under) Prior Year Budget 0.44%
IHFR Home Ignition Zone (HIZ) Program Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Home Ignition Zone (HIZ) Program 16,489 8,015 93,676 300,000 265,000 300,000 Annual Growth % 1312.94% -51.39% 1068.76% 220.25% -11.67% 13.21% % Over (Under) Prior Year Budget 0.00%
IHFR Evacuation Route & Veg. Management Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Evacuation Route & Veg. Management 273,008 230,434 571,305 809,500 842,500 818,200 Annual Growth % 525.02% -15.59% 147.93% 41.69% 4.08% -2.88% % Over (Under) Prior Year Budget 1.07%
IHFR Open Space Fuel Break Program Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Open Space Fuel Break Program 1,450 - 9,788 75,000 - 118,260 Annual Growth % - -100.00% - 666.28% -100.00% -
% Over (Under) Prior Year Budget 57.68%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
35 IHFR I-280 Fuel Break Project
This account supports the development of options for hazardous fuel reduction and removal of hazardous fire fuels along a 5.9-mile stretch of I-280 from Page Mill Road to Permanente Creek, which is a critical evacuation route and will serve as a fuel break in the event of wildfire, earthquake, or other disaster. The District originally applied for two Cal OES/FEMA grants to assist with financing the multimillion-dollar project, but recent information indicates that internal funding is the most likely direction to be taken. FY25-26 Budget allocations of $2.75M reflect the 2nd year of the three-year phasing of this project initially estimated at $6M. The FY24-25 allocation of $1M is subject to County rollforward. Additionally, the full management of this project internally is the main driver of the resource requests in this Budget. Ongoing maintenance of the vegetation will be necessary after completion of the project as will be projected in future forecasts.
IHFR Goat Grazing Program
The District rents goats annually for hazardous fuel load reduction via goat prescriptive grazing, usually provided at the end of the fiscal year in June. The annual contract with Ecosystem Concepts, Inc. has been renewed. FY25-26 costs over actual are increased to include the possibility of goat grazing in additional locations and the expectation of increased contract costs.
Emergency/CERT/ARK Supplies
This account covers costs relating to management of the CERT and Teen CERT programs, training and drill activities, and maintenance of the emergency supply ARK. These purchases are classified under “Projects and Programs.” FY25-26 costs enhances levels and supplies readiness of effort and anticipates equipment replacement and repairs.
Vegetation and Response Equipment & Maintenance
This account was created for the purchase and maintenance of an equipped utility truck with the capacity to haul equipment and emergency trailers to support staff in managing evacuation routes and vegetation mitigation projects. Starting FY23-24, major equipment purchases were broken out into distinct capital accounts noted in the following sections. This account now covers maintenance costs of the District’s vehicles and response equipment.
IHFR I-280 Fuel Break Project Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR I-280 Fuel Break Project - 51,146 - 1,000,000 650,000 2,750,000 Annual Growth % - - -100.00% - -35.00% 323.08%
% Over (Under) Prior Year Budget 175.00%
Emergency/CERT/ARK Supplies Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Emergency/CERT/ARK Supplies 37,724 31,444 49,713 65,400 71,700 80,220 Annual Growth % 32.30% -16.65% 58.10% 31.55% 9.63% 11.88% % Over (Under) Prior Year Budget 22.66%
IHFR Goat Grazing Program Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Goat Grazing Program 24,928 27,179 26,008 44,750 30,750 32,800 Annual Growth % 27.47% 9.03% -4.31% 72.06% -31.28% 6.67% % Over (Under) Prior Year Budget -26.70%
Vegetation and Response Equipment & Maint. Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Vegetation and Response Equipment & Maint. - - - 35,000 5,000 35,000 Annual Growth % - - - - -85.71% 600.00%
% Over (Under) Prior Year Budget 0.00%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
36 Hydrant/Infrastructure Repair, Maintenance & Additions This account covers District-owned hydrant and lateral repair, replacement, and maintenance costs for the District’s hydrants in the Purissima Hills Water District service area. In prior years, this account expanded to include the cost of hydrant and related infrastructure relocation and additions to provide better service coverage to the community. The District retained the services of Freyer & Laureta (F&L) Engineering Consulting firm for engineering and consulting services related to the District owned fire hydrants and related infrastructure water system. FY25-26 allocations have been increased to reflect actual trends while still allowing for the possibility of addressing larger scale water district events and projects.
Neighborhood Evac. Drills and Outreach
The Neighborhood Evacuation Drills and Outreach Program encourages LAHCFD residents to improve community emergency preparedness through neighborhood evacuation drills, and community education and training programs. FY25-26 allocations reflect actual trends and enhanced FSC Budget allocations with expected activities.
Firewise Communities
Firewise Communities encourage neighbors to work together on wildfire preparedness. The program is administered by the National Fire Protection Association (NFPA), which provides a collaborative framework to help neighbors get organized, find direction, and take action to increase the ignition resistance of their homes and community, and to reduce wildfire risks at a local level. Communities that have followed a systematic approach to organizing and implementing fire resiliency measures and maintain “Good Standing Status” on an annual basis will earn the special distinction of being nationally recognized as a “Firewise Community.” Continuing from the prior year, an increase in participation is expected in this program given enhanced education, integration with related projects, more robust state requirements and growing fire season awareness.
Temporary Refuge Areas
This account was added to collaborate with local agencies to create areas for residents and emergency service workers to take temporary refuge during emergencies and disasters. FY25-26 allocations have been budgeted in anticipation of utilizing this site as a staging area when implementation of I-280 is in full activation.
Hydrant/Infrastructure Repair, Maint. & Additions Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Hydrant/Infrastructure Repair, Maint. & Additions 137,556 137,108 50,440 220,000 158,480 223,800 Annual Growth % 38.44% -0.33% -63.21% 336.17% -27.96% 41.22% % Over (Under) Prior Year Budget 1.73%
Firewise Communities Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Firewise Communities 16,914 12,752 38,252 82,000 86,250 103,100 Annual Growth % - -24.61% 199.97% 114.37% 5.18% 19.54%
% Over (Under) Prior Year Budget 25.73%
Neighborhood Evac. Drills and Outreach Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Neighborhood Evac. Drills and Outreach - - 113 15,000 15,000 27,000 Annual Growth % - - - 13202.59% 0.00% 80.00%
% Over (Under) Prior Year Budget 80.00%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
37 Planning, Project Management & Programs Oversight
This account covers outside contracting services relating to oversight and coordination of various projects and programs requiring special expertise. This account will cover expenses relating to various “Projects and Programs,” such as management and supervision, researching further methods of fire prevention and detection, and community education and engagement. FY25-26 allocations have been increased in line with overall increases in key program and project activity district-wide.
Communications & Outreach
This account was added in FY21-22 to support the Strategic Plan Goals and Objectives and to strengthen communication tools and District outreach to residents and the community. FY25-26 allocations have been increased for enhanced professional service resources that may be needed in the presence of the I-280 project and maintaining the momentum on public wildfire events, magazine publications and supporting digital materials.
Emergency Access Roads
This funds emergency road repairs and maintenance. FY25-26 allocations have been moderated to reflect actual trends, but the District expects increased review and analysis with enhanced staffing resources initiated in the prior year. Allocations also reflect the challenges that exist in defining easement and jurisdictional boundaries and allows for those parameters to be studied and clarified.
Projects & Programs Contingency
The District budget allocation of $775,000 to cover additional needs or unexpected Projects and Programs expenses, such as change orders, additional services, or emergency needs for the Projects and Programs listed above. FY25-26 allocations have been significantly increased to allow for the operational and contingent resource demands that are expected as the I-280 project hits full implementation. An additional $175,000 was also added for a proposed roadside grass mitigation program to be coordinated with the Town to enhance the District and regional safety.
Planning, Project Mgmt. & Programs Oversight Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Planning, Project Management & Programs Oversight 28,259 39,462 49,885 62,500 62,500 118,125 Annual Growth % 81.17% 39.64% 26.41% 25.29% 0.00% 89.00% % Over (Under) Prior Year Budget 89.00%
Communications & Outreach Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Communications & Outreach 18,143 17,862 95,224 87,800 90,800 108,830 Annual Growth % - -1.55% 433.11% -7.80% 3.42% 19.86%
% Over (Under) Prior Year Budget 23.95%
Emergency Access Roads Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Emergency Access Roads - - - 168,500 15,250 81,000
Annual Growth % - - - - -90.95% 431.15%
% Over (Under) Prior Year Budget -51.93%
Temporary Refuge Areas Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Temporary Refuge Areas - - - 75,000 - 75,000
Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
38 CAPITAL EQUIPMENT
Capital Equipment
In the past two years, the District began breaking out capital purchases to clarify the extent and nature of infrastructure investments, comply with accounting best practices, and enhance transparency. It also has developed an inventory of District funded, owned, and managed assets. The purchases directly align with the Strategic Plan focus on equipping staff with the resources necessary to realize service delivery. FY25-26 specific capital asset purchases include:
• $175,000 – Facility Health & Safety Main
• $60,000 – Commercial Star Link (subscription)
• $45,000 – IT Equipment and Software
• $25,800 – In Home Printers (as needed)
• $9,000 - Staff power banks
• $7,500 – Document Management Systems (subscription)
• $2,500 – Disaster Facility Equipment
• $2,500 – Video/Audio Equipment
• $750 – Field Power Banks
The prior year capital allocation included two vehicles (bringing the District to an owned fleet of 4), now in the process of delivery, for a combined amount of $142,500, also $250,000 anticipating support for County Fire detection AI technology, and $50,000 for portable emergency communications equipment.
To the extent some of these items are delayed, they are subject to rollovers in FY25-26 pending County approval.
PROFESSIONAL & SPECIALIZED SERVICES
Annual Audit Charter
The District's finances are audited annually by an outside CPA firm and are subject to audit at any time by the Audit Division of the Santa Clara County Board of Supervisors. The contract is anticipated for renewal in FY25-26 and has been budgeted slightly higher to account for a new contract and expanded services given new systems and emerging standard operating procedures.
Capital Equipment Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Capital Equipment - - 67,697 720,675 295,675 328,050
Annual Growth % - - - 964.56% -58.97% 10.95%
% Over (Under) Prior Year Budget -54.48%
Projects & Programs Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Projects & Programs Contingency - - - 325,000 - 775,000 Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 138.46%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
39 Accounting Services
Vargas Company provides the District with financial consulting services including monthly reports, budget monitoring, and audit preparation. Accounting services are contracted at a set annual rate and are paid monthly. The Financial Consultant’s contract increases are reflected in the FY25-26 Budget and include additional work to migrate financial systems to the cloud and enhanced payroll, service area reporting.
Legal Fees
Beginning in FY22-23, the District ended contracts with private legal firms and is now represented exclusively by the Offices of the County Counsel. County Counsel supports the District in all legal matters, including legal analysis, advice, matters pertaining to Human Resources, employee hiring, personnel policies, contract review, and the drafting of legal documents. FY25-26 expects an increased level of service anticipating full staffing, I-280, a planned new fire facility study and the many professional service agreements and contracts associated with those efforts.
Outside Professional Services
The District uses outside business consultants to assist with operations, including website maintenance and content development, development of the Strategic Plan, records retention development, GIS development, videographer services, HR, and designing of District brochures and materials.
The outside professional services budget recognizes the addition of services to advance the results of a fire-facility study to improve District response time, HR development, District parcel design services and a CWPP District wide supporting EIR. Key allocations include:
• $715K for a Fire Facility Assessment at the El Monte Station in support of SCCCFPD in addition to the existing $350K FY24-25 allocation.
• $250K for the performance of District wide EIR to streamline IHFR progress/project management in addition to the existing $150K FY24-25 allocation.
• $182K for IT management services, software licensing and Software Subscriptions • $95K HR support services
• $55K increase for general professional services to offset resource demands given the large scale operational and technology projects anticipated for FY25-26. • $55K for a new web based Financial Budget System and community transparency portal • $11K reclassification of software licensing to IT managed services.
Annual Audit Charter Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Annual Audit Charter 20,081 17,000 26,015 32,750 28,075 50,900 Annual Growth % 0.00% -15.34% 53.03% 25.89% -14.27% 81.30% % Over (Under) Prior Year Budget 55.42%
Accounting Services Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Accounting Services 39,600 41,200 46,000 50,500 50,800 55,200 Annual Growth % 0.00% 4.04% 11.65% 9.78% 0.59% 8.66%
% Over (Under) Prior Year Budget 9.31%
Legal Fees Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Outside Legal Fees 73,920 56,656 81,311 150,000 150,000 182,500 Annual Growth % -42.99% -23.35% 43.52% 84.48% 0.00% 21.67% % Over (Under) Prior Year Budget 21.67%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
40 Professional and Specialized Services Contingency
The District allocates $226,000 to cover additional professional services necessary to address Strategic Plan goals and objectives. This Professional and specialized services contingency line item covers businesses providing services to the District. The contract services (Consultants) contingency line-item noted below covers independently contracted individuals providing services for the District.
Allocations have increased to provide additional, and flexible, contingency resources given an expected high demand/major project filled FY25-26. This resource allocation also seeks to address the unknown ramification of the Southern California Fires on overall state and regional fire prevention and suppression services.
CONTRACT SERVICES (CONSULTANTS)
Independent Contractor – Consultants:
This account covers any individual providing independent contract consulting services to the District as needed, such as financial, administrative, operational, or technical assistance. This Budget was increased in recognition of full staffing given enhanced level of life and property safety project and program activity as well as other key initiatives including IT enhancements, website re-design, infrastructure assessments and other emerging continual improvement initiatives.
Contract Services (Consultants) Contingency
The District budgets $50,000 to cover additional independent contractor consultant services that may be necessary given Strategic Plan goals, adherence to Management Audit Report recommendations, and other projects such as GIS mapping and records retention.
Outside Professional Services Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Outside Professional Services 99,861 191,748 196,579 793,700 719,228 1,435,440 Annual Growth % 10.34% 92.01% 2.52% 303.76% -9.38% 99.58% % Over (Under) Prior Year Budget 80.85%
Professional & Specialized Serv. Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Professional & Specialized Serv. Contingency - - - 50,000 - 226,000 Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 352.00%
Independent Contractor - Consultants Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Professional & Specialized Serv. Contingency 116,418 74,892 59,363 143,800 85,000 166,000 Annual Growth % 61.35% -35.67% -20.74% 142.24% -40.89% 95.29% % Over (Under) Prior Year Budget 15.44%
Contract Serv. (Consultants) Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Professional & Specialized Serv. Contingency - - - 50,000 - 50,000 Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
41 SUMMARY
In conclusion, as the reader peruses the District FY25-26 Budget, it is critical to note that it is foundationally based on the 2023-2027 Strategic Plan updated in the first calendar quarter of 2023.
The Strategic Plan is posted on the District website. Additionally, the introduction of a District wide operational Workplan provides an action-based roadmap to achieving the goals outlined in the Strategic Plan. Lastly, the Budget connects financial resource allocations to the Workplan. The prior year Budget was designed to integrate with the longer-term Strategic Plan and was built on its main theme “to provide the District with those resources necessary” to optimize delivery of its mission critical life and safety projects and programs to the community. The FY25-26 Budget goes further in providing a pragmatic and realistic plan for reaching defined deliverables. It continues the District’s fiduciary obligation to keep finances strong, to maintain operational continuity, to take proactive measures to maintain community safety, and to keep the community and District prepared for unforeseen disasters. With its sound fiscal strength, this Budget establishes a strong plan for future years while continuing to enhance community services. Core County fire and emergency medical services remain firmly in place along with the District’s array of life and safety risk mitigation projects, community education, and outreach. Regionalization is underscored with the I-280 Fuel Break Project in both FY24-25 adopted and FY25-26 Budget allocations as well as the significant presence of allocations to assess the possibility of a new District fire/community facility to bolster response time and overall readiness.
LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
42 ADDENDUM– FY25-26 SERVICE AREA BUDGET
Los Altos Hills County Fire District
Service Area Program Budget
FY2025-2026
Fire Services
IHFR
Programs,
Planning,
Grants
OutReach,
Emergency
Prep, Disaster
Coord.,
Volunteers
Community
Education &
Media PIO, Risk
Reduction
Infrastructure
Personnel
Organization,
Strategic Plan
Finance-ITFiscal Planning
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
EXPENDITURES BY SERVICE / PROGRAM AREA FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET Fire Services GEN 1.0 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% IHFR Programs, Planning and Grants GEN 2.0 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% Outreach, Emerg Prep, Disaster Coord, Volunteers GEN 3.0 173,613 221,057 374,852 609,870 549,601 826,058 216,188 35.45% Community Education & Media PIO, Risk Reduction GEN 4.0 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% Infrastructure GEN 05/06 142,701 146,852 121,715 1,192,500 723,480 1,167,300 (25,200) -2.11% Personnel Organization, Strategic Plan GEN 7.0 757,809 921,082 807,721 2,006,380 1,385,769 2,270,687 264,307 13.17% Finance-IT-Fiscal Planning GEN 8.0 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% 9,546,198 10,322,118 11,748,541 18,587,987 15,564,606 22,167,034 3,579,047 19.25% POSITIONS - Full Time Equivalents GEN All 5.50 5.50 8.00 13.50 12.50 13.50 0.00 0.00% Los Altos Hills County Fire District
“Protect the lives, property, and environment within the district it serves from fires, disasters, medical emergencies, or other incidents through education, prevention, and emergency response services and be responsible for the financial stewardship of district taxpayers’ funds.”
41%
30%
4% 5%
5%
10%
5%
Allocations By Service / Program Area
Fire Services 40%
IHFR 31%
Outreach 4%
Community Ed 5%
Infrastructure 5%
Personnel 10%
Finance-IT 5%
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET Fire Services GEN 1.0 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% Fire Services 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50%
FIRE SERVICES
Providing Superior Fire Prevention, Detection and Suppression Services and Emergency Medical Response Budget Snapshot FY25-26 Allocation Changes
In FY25-26 LAHCFD continues the critical funding of fire and emergency medical services through its long-term contract with Santa Clara County Central Fire. These services are
foundational to Fire prevention, suppression and response in an era where current and proactive funding for this core service is more evident than ever. The high impact fire season
experienced over the recent years is a testament to the critical nature of this community funding.
Emergency medical services are both essential and highly used throughout the year. These services are provided by Santa Clara County Central Fire and funded through LAHCFD.
The primary budget change this year has to do with the annual expected contract COLA adjustments amounting to $370,170.
Additionally, the District augmented funding for additional high fire season staffing at Palo Alto station #8 was increased for an additional month of coverage at an increased cost of $98,950.
District professional services under infrastructure includes $715K (over and above the prior year allocation of $350K ) for the evaluation of a feasibility study to plan, design, construct and implement a new Fire Station within the District to enhance overall response time.
Key Workplan Items FY24-25 & Upcoming
FIRE & EMERGENCY RESPONSE SERVICES
• Service contract continuation
• Battalion Chief Service contract continuation
• Fire detection early warning system County study
AUGMENTED EQUIPMENT & FACILITIES
• Water Tender funded & delivery pending
• 1 Fire Truck & Apparatus Reimbursement funded & delivery pending • 2 Type 1 Fire Engines and Equipment Reimbursement funded and delivery pending
• $250K allocated expected rollover in Capital for an AI system to supplement County plans
20-21 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET FIRE SERVICES 6,809,485 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% 6,809,485 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% POSITIONS (Contract Service) 20-21 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE % Fire Services 0.00 0.00 0.00 0.00 0.00 0.00 0.00 - -
0.00 0.00 0.00 0.00 0.00 0.00 0.00 - -
Summary Budget
Fire -EMS
Service
Contract
72%
Battalion
Chief
17%
Extra Fire
Season
Staffing
1%
Palo Alto
Station 8
7% Apparatus
1%
Contingency
2%
Fire Services
SCC Central Fire
• Prevention/Suppression
• Emergency Medical
Response services
• Disaster response
• HazMat
• Investigation
• Communication Systems
Battalion Chief
• 24/7 Battalion Chief
funding
LAHCFD
Enhancements
• Palo Alto Station 8
staffing
• High Fire season
staffing
• Engine rentals
• Emergency contingency
funding
Capital Funding
• Fire Truck funding
• Other Apparatus needs
• Future evaluation of the
planning, design &
construction of a new
Fire Facility ($350K in
Infrastructure)
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % SCCCFPD Service Contract GEN 5255000 5255501 5,279,346 5,492,616 5,764,998 6,055,600 6,051,000 6,353,560 297,960 4.92% Battalion Chief Services GEN 5255502 1,278,972 1,330,638 1,396,626 1,467,000 1,465,915 1,539,210 72,210 4.92% SCCCFPD Supplies, Maint. & Reimbursements GEN 5255503 2,627 2,799 2,993 5,000 3,120 4,000 (1,000) -20.00% Extra Fire Season Staff GEN 5255504 0 0 0 100,000 0 100,000 0 0.00% Type 3 Fire Engine Rental GEN 5255505 0 0 0 50,000 0 50,000 0 0.00% Palo Alto Fire Station #8 GEN 5255506 390,840 435,752 434,172 525,000 539,240 623,950 98,950 18.85% Fire Protection Hand Crews GEN 5255507 0 0 0 105,000 0 105,000 0 0.00% SCCCFPD Apparatus & Enhancements GEN 5255508 (179,134) 0 0 0 0 0 0 - SCCCFPD Fire Engine Water Tender GEN 5255509 475,836 0 0 0 0 0 0 - Contract Services Contingency GEN 5255510 0 0 0 200,000 0 200,000 0 0.00% Emergency Services Coordinator GEN 0 0 0 0 -
Total Fire Contract Services 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% Fire Services 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% Controllable Costs-OT,M&S 6,951,785 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% Controllable Costs-APPARATUS FUNDING 296,702 - - - - - - - 7,248,487 7,261,805 7,598,789 8,507,600 8,059,275 8,975,720 468,120 5.50% Detail Budget
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET IHFR Programs, Planning and Grants GEN 2.0 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% IHFR Programs, Planning and Grants 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% IHFR Programs, Planning and Grants
Planning the Projects and Programs that Make the Community Safe, Resilient & Ready Budget Snapshot 25-26 Allocation Changes
+ 1.75M IHFR Year Two I-280 (Multi-Year
$5.9M Fuel Break Project)
+ 304K Increase overall IHFR Programs &
Projects contingencies
+175K Pilot roadside grass clearing in
coordination with the Town
+ 125K Increase overall IHFR supporting
professional services
+55K Increase in overall planning-mgmt. -
oversight contract costs
+43K Open Space Fuel breaks jurisdictional
analysis
- (87K) Reassigned project specialist to CERR
& Personnel
- (43K) Reassigned operations project
manager to CERR & Personnel
As represented in the District Workplan, this
service area is highly impacted by several
key organizational and regional
dependencies. Building relationships and
communications are core to success in this
area. Key dependencies include:
Dependencies
Town of LAH , MidPen Open Space
Stanford, Palo Alto Fire Dept.
City of Palo Alto Planning, Hidden Villa
Central Fire, District 5
County Roads & Airports, Caltrans
CALFIRE, SC County
Key Workplan Items FY24-25 &
Upcoming
Evacuation Route & Road Hardening
- Magdalena - Eastbrook
- Black Mountain-Purissima
- La Paloma
- Elena-Freemont
Maintain & Monitor Evacuation Routes:
- Altamont Maintenance
- Arastradero Maintenance
- Page Mill Maintenance
- Moody El Monte Maintenance
Vegetation Management Programs
-Defensible Space Brush Chipping
- Byrne Preserve
Community Strategic Fuel Breaks
I-280
- I-280 (Year 2 - Multi-Year $5.9 M
Project)
- Adjust Scope of Work, Project Costing,
& Budget
- Solicit & select Technical/Engineering
Firm for Project Management
- Supporting District-Wide CEQA (10 Yr
cycle)
- Continue Regional Collaboration
Community Open Space Fuel Break
- Determine CEQA model
- Collaborate with MidPen
- Collaborate with Central Fire
- Determine Plan for Hidden Villa
- Define Plan for Target Residentials
Key Workplan Items FY24-25 &
Upcoming
Planning:
-Plan Fire Access road vegetation
treatment (Pre-Fieldwork), mapping
and determine ownership, research
easement authority
-CWPP Countywide Update -
management team
-CWPP Annex 4 District wide EIR
-- Analyze CEQA on a project-specific
basis
- Cross-train staff in CEQA
- Maintain and expand regional
partnerships
- Coordinate partners for Temporary
Refuge Areas
-Contribute to Multijurisdictional
Hazard Mitigation Plan (MJHMP)
-Train staff to extend support to
regional partners
-Coordinate GIS/mapping
Grants:
- Support regional partner grant writing
- Train staff on grant processes as the
need arises
IHFR Programs, Planning and Grants 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET PERMANENT SALARIES 35,256 232,250 422,156 801,860 605,725 674,150 (127,711) -15.93% OPERATING - - 9,636 23,150 16,215 26,575 3,425 14.79%
PROFESSIONAL SERVICES - - 61,811 221,450 174,900 359,325 137,875 62.26% CONSULTANTS - - 11,873 28,760 17,000 33,200 4,440 15.44% PROGRAMS & PROJECTS 787,342 1,111,835 1,484,850 3,290,750 2,532,500 5,615,935 2,325,185 70.66% 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % IHFR Programs, Planning and Grants 1.50 1.50 2.90 5.15 5.15 3.75 (1.40) -27.18%
1.50 1.50 2.90 5.15 5.15 3.75 (1.40) -27.18%
Summary Budget
The service area of IHFR PROGRAMS, PLANNING AND
GRANTS (PPG)-manages programs, and plans and grant
applications currently under development. This area develops and designs planning and project management tools,
coordinates project design, planning and implementation with the projects team, and coordinates grants and funding sources supporting District initiatives. Operational tasks include, the selection, procurement, installation, training and implementation of project management software, automated workflow systems, data platforms, GIS mapping, and related training of personnel.
The PPG manager leading this effort serves in a liaison role for planning, project management and grants and
Countywide and District CWPP Annex 4 initiatives with the County, local, State, and regional agencies. The manager provides oversight in the field at field projects, attends meetings with residents and local agencies. Coordination with several key vendor dependencies is a critical part of
PERMANENT
SALARIES
10%
OPERATING
0%
PROFESSIONAL
SERVICES
5%
CONSULTANTS
1%
PROGRAMS &
PROJECTS
84%
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Programs, Planning & Grants Manager (Full-Time) GEN 5108400 5108405 35,256 186,570 166,512 200,480 190,652 205,650 5,170 2.58% Technical Analyst/Project Manager (Part-Time) GEN 5108407 0 45,680 67,886 94,000 80,170 97,330 3,330 3.54% Field Manager (Full-Time) GEN 5108413 0 0 141,336 175,580 171,210 179,520 3,940 2.24% General Analyst (Full-Time) GEN 5108410 0 0 19,539 25,240 25,593 13,495 (11,745) -46.54% Technical Data Analyst (Full-Time) GEN 5108411 0 0 0 26,360 27,065 21,841 (4,519) -17.14% IHFR Specialist) (from .5 to 1FTE FY24-25) GEN 5108412 0 0 0 150,000 76,230 156,315 6,315 4.21% Project Speciialist FT (1.0 FTE) (FY24-25 mid-year hire) GEN 5108xx1 0 0 0 86,800 0 0 (86,800) -100.00% Operations Project manager FT (.5 FTE) (Shared)(FY24-25 add) GEN 5108xx2 0 0 26,883 43,400 34,805 0 (43,400) -100.00% Total Permanent Employees - Special Districts 35,256 232,250 422,156 801,860 605,725 674,150 (127,711) -15.93% Workshops, Conferences & Seminars GEN 5251000 5251000 0 0 9,636 23,150 16,215 26,575 3,425 14.79% Total Operating Expenditures 0 0 9,636 23,150 16,215 26,575 3,425 14.79% Outside Professional Services GEN 5255100 5255104 0 0 61,811 211,450 174,900 336,825 125,375 59.29% Professional & Specialized Serv. Contingency GEN 5255105 0 0 0 10,000 0 22,500 12,500 125.00% Total Professional & Spec. Services 0 0 61,811 221,450 174,900 359,325 137,875 62.26% Independent Contractor - Consultants GEN 5257130 5257131 0 0 11,873 28,760 17,000 33,200 4,440 15.44% Total Contract Services (Consultants) 0 0 11,873 28,760 17,000 33,200 4,440 15.44% IHFR Defensible Space Chipping & Debris Removal GEN 5282200 5282201 429,078 734,615 788,602 1,055,000 917,500 1,044,125 (10,875) -1.03% IHFR Defensible Space Debris Monthly Dropoff GEN 5282202 55,547 56,178 77,741 80,000 72,500 80,350 350 0.44% IHFR Evacuation Route & Veg. Management GEN 5282204 273,008 230,434 571,305 809,500 842,500 818,200 8,700 1.07% IHFR Open Space Fuel Break Program GEN 5282205 1,450 0 9,788 75,000 0 118,260 43,260 57.68% IHFR I-280 Fuel Break Project GEN 5282206 0 51,146 0 1,000,000 650,000 2,750,000 1,750,000 175.00% Temporary Refuge Areas GEN 5282213 0 0 0 75,000 0 75,000 0 0.00% Planning, Project Management & Programs Oversight GEN 5282214 28,259 39,462 37,414 50,000 50,000 105,000 55,000 110.00% Projects & Programs Contingency GEN 5282217 0 0 0 146,250 0 625,000 478,750 327.35% Haz. Fuel Reduction/Tree Removal
Total Projects and Programs 787,342 1,111,835 1,484,850 3,290,750 2,532,500 5,615,935 2,325,185 70.66% IHFR Programs, Planning and Grants 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% Salary & Benefits 35,256 232,250 422,156 801,860 605,725 674,150 (127,711) -15.93% Controllable Costs-OT,M&S - - 83,320 273,360 208,115 419,100 145,740 53.31% Controllable Costs-PROJECTS 787,342 1,111,835 1,484,850 3,290,750 2,532,500 5,615,935 2,325,185 70.66% Total Controllable 787,342 1,111,835 1,568,169 3,564,110 2,740,615 6,035,035 2,470,925 69.33% Total Allocations 822,598 1,344,085 1,990,325 4,365,970 3,346,340 6,709,185 2,343,215 53.67% Detail Budget
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 - -
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Outreach, Emerg Prep, Disaster Coord, Vol. GEN 3.0 173,613 221,057 374,852 609,870 549,601 826,058 216,187 35.45% Outreach, Emerg Prep, Disaster Coord, Vol. 173,613 221,057 374,852 609,870 549,601 826,058 216,187 35.45% Outreach, Emerg Prep, Disaster Coord, Volunteers
Preparing the community to be resilient through Outreach, Training, Coordination & Volunteer Programs Budget Snapshot 25-26 Allocation Changes
+55K Reallocation of General Analyst to 60%
from 20%
+72K Reallocation of Community events
Specialist to 90% from 50%
+40K project and prof contingencies for major
regional project impacts and needs
+14K Enhance ARK supplies mostly for trailer
maintenance
+14k Enhanced media /outreach resources
+8K enhance staff development allocations
* Wildfire/Community Fair - 4 events
As represented in the District Workplan, this
service area is highly impacted by several key
organizational and regional dependencies.
Building relationships and communications are
core to success in this area. Key dependencies
include:
Dependencies
SCC Office of Emergency Management
SCC Joint Information System Team
SCC CERT Leadership/Mgr. Teams
Central Fire Community Education Team
Los Altos Hills Town Staff
Town of Los Altos Hills Emergency Prep &
Response Committee (EPRC)
Los Altos Hill CERT Team
Santa Clara County Teen CERT Board
Santa Clara County Teen CERT Team
Los Altos High Staff
Boy and Girl Scouts of America
Foothill DeAnza Police Department
Santa Clara County Fire Safe Council
Key Workplan Items FY24-25 & Upcoming
Outreach -Communications
Publish Quarterly Newsletter
Publish Annual Resilience Calendar
Manage social media content
Create multimedia comm materials
Vendor procurement for collateral needs
Publish LAHCFD annual magazine
Emergency Preparedness (EP)
Yearly calendar EP events, training, classes
Expand youth prep programs to K-8
Support TACER program /Wildfire AI
Implement tech tools for events
District support to EPRC program goals
Expand youth preparedness program to K-8
Coordinate with Central Fire's Comm. Ed.
Continue volunteer program coordination
Support the LAH HAM Club
Disaster Coordination
Bridge disaster response efforts of district staff
volunteers and partners
Provide subject matter expertise to Town for
emergency management
Align district and Town Emergency Operations Plans
Coordinate with Town on the Local Hazard Mit. Plan
Create/Implement Strategic Comm. Plan
Create/Implement District Internal EOP (Emergency
Operations Plan)
Equip El Monte to support Disaster Ops.
Develop GIS Platform for disaster response
Manage Ark and disaster trailers & evaluate
Evaluate Trailer vs. Cache system
Key Workplan Items FY24-25 &
Upcoming
CERT Program
Develop Los Altos High Teen CERT
Brand, recruitment and preparedness
Integration
Provide training for Teen CERT
Academy
Enhance Teen CERT Website presence
Extend Teen CERT Club program into
SCC
Create Teen CERT operating manual
Retain training and volunteer
Relationships with Boy/Girl Scout
groups through Teen CERT Board
Liaison and local troops
Regionalization
Participation, support, and leadership
with SCC Emergency Management
organizations
Continue participation, support and
leadership in CERT networks /County
and national
Train, support and participate with the
SCC regional GIS Group
Assist with training and provide
instructional assistance with
community alongside Central Fire
Componets of Outreach will be reorganized/blended into CERR & IHFR Service Areas
Outreach, Emerg Prep, Disaster Coord, Vol. 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET PERMANENT SALARIES 105,950 151,009 172,497 286,900 295,423 409,450 122,549 42.71% TEMP & PAYROLL 11,796 20,742 27,137 55,720 40,575 65,918 10,198 18.30% OPERATING - - 11,532 13,540 17,115 21,690 8,150 60.19%
CONTRACT SERVICES - - 18,750 68,010 33,988 79,950 11,940 17.56% PROGRAMS & PROJECTS 55,867 49,306 144,937 185,700 162,500 249,050 63,350 34.11% 173,613 221,057 374,852 609,870 549,601 826,058 216,187 35.45% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % Outreach, Emerg Prep, Disaster Coord, Vol. 1.00 1.00 1.40 1.90 1.90 2.60 0.70 36.84%
1.00 1.00 1.40 1.90 1.90 2.60 0.70 36.84%
Summary Budget
The service area of Outreach, Emergency prep., Disaster Coordination and Volunteers management coordinates
community projects, programs, training and outreach
materials related to emergency management services. This service area manages programs for the Community
Emergency Response Team (CERT) and Teen CERT, emergency preparedness training, events and programs for residents and volunteers. The ESM collaborates and coordinates with Santa Clara County Office of Emergency management to provide
situational awareness updates and emergency response
management for both the District Staff and Town Staff . This area also coordinates alongside the SCC Joint Information System and Town Staff, for emergency alert messaging for residents on social media and the website. Emergency
Preparedness involves maintenance of the emergency
supplies at the ARK and disaster trailers alongside training and collaboration with other local agencies to prepare for
emergencies or disasters.
PERMANENT
SALARIES
49%
TEMP &
PAYROLL
8%
OPERATING
3%
CONTRACT
SERVICES
10%
PROGRAMS &
PROJECTS
30%
Outreach, Emerg Prep, Disaster Coord, Vol.
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Emergency Services Manager (Full-Time) GEN 5108400 5108404 105,950 151,009 152,958 179,300 175,815 186,160 6,859 3.83% General Analyst (Full-Time) GEN 5108410 0 0 19,539 25,240 25,593 80,965 55,725 220.78% Technical Data Analyst (Full-Time) GEN 5108411 0 0 0 26,360 27,065 14,560 (11,800) -44.76% Community Events Specialist (Renamed FY24-25) GEN 5108409 0 0 0 56,000 66,950 127,764 71,764 128.15% Total Permanent Employees - Special Districts 105,950 151,009 172,497 286,900 295,423 409,450 122,549 42.71% Temporary & Seasonal Employees GEN 5101100 5101100 0 0 25,270 30,720 30,720 47,588 16,868 54.91% Overtime GEN 5103000 5103000 11,796 20,742 1,866 25,000 9,855 18,330 (6,670) -26.68% Total Tempoary Employees- Taxes 11,796 20,742 27,137 55,720 40,575 65,918 10,198 18.30% Workshops, Conferences & Seminars GEN 5251000 5251000 0 0 11,532 13,540 17,115 21,690 8,150 60.19% Total Operating Expenditures 0 0 11,532 13,540 17,115 21,690 8,150 60.19% Outside Professional Services GEN 5255100 5255104 0 0 6,877 37,250 16,988 31,750 (5,500) -14.77% Professional & Specialized Serv. Contingency GEN 5255105 0 0 0 2,000 0 15,000 13,000 650.00% Independent Contractor - Consultants GEN 5257130 5257131 0 0 11,873 28,760 17,000 33,200 4,440 15.44% Total Contract Services 0 0 18,750 68,010 33,988 79,950 11,940 17.56% Emergency/CERT/ARK Supplies GEN 5282200 5282208 37,724 31,444 49,713 65,400 71,700 80,220 14,820 22.66% Communications & Outreach GEN 5282215 18,143 17,862 95,224 87,800 90,800 108,830 21,030 23.95% Projects & Programs Contingency GEN 5282217 0 0 0 32,500 0 60,000 27,500 84.62% Total Projects and Programs 55,867 49,306 144,937 185,700 162,500 249,050 63,350 34.11% Outreach, Emerg Prep, Disaster Coord, Vol. 173,613 221,057 374,852 609,870 549,601 826,058 216,187 35.45% Salary & Benefits 105,950 151,009 172,497 286,900 295,423 409,450 122,549 42.71% Controllable Costs-OT,M&S 67,663 70,048 202,355 322,970 254,178 416,608 93,638 28.99% Controllable Costs-EQUIP - - - - - - - -
Total Controllable 67,663 70,048 202,355 322,970 254,178 416,608 93,638 28.99% Total 173,613 221,057 374,852 609,870 549,601 826,058 216,187 35.45% Detail Budget
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 - -
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Community Education & Media PIO, Risk Reduction GEN 4.0 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% Community Education & Media PIO, Risk Reduction 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% Community Education & Media PIO, Risk Reduction
Increasing community resiliency through education and information to the community, to reduce risk and promote safety, by utilizing best practices, preparedness and prevention
Budget Snapshot 25-26 Allocation Changes
+90K Project Specialist reallocated 50% to CERR
from IHFR
+26K Operations Project Mgr. allocation increase
from 50% to 75%
+39K Enhanced temp salaries heightened major
projects
+10K Enhanced HIZ & Firewise staff training
+22K Enhanced Firewise Contract Service Support
+12K Wildfire Community Faire reclassified from
Outreach to CERR
- (87K) Moderate - Emergency Access Roads
- (56k) Moderate project contingency
- (42K) Current salary adjustments & reallocations
- (11K) Adjust goat grazing to actual trends
* Continuation of HIZ$ at 300K
* Firewise regional coordinator funding via FSC
As represented in the District Workplan, this
service area is highly impacted by several key
organizational and regional dependencies. Building
relationships and communications are core to
success in this area. Key dependencies include:
Dependencies:
SCCFD, SCCFSC
LAH Town, Open Space Partners
County Weed Abatement
County Counsel , PHWD/City PA.
Surveyors/TBD, Watershed Partners
CADRE, Ecosystems Goats
Key Workplan Items FY24-25 & Upcoming
FIREWISE USA
Recognition of Firewise USA (FW) in 18 of 21 LAH Genasys protect areas (6 since 2022)
Support & facilitate Firewise annual renewal
Regionalize partnerships for additional treatment areas Support & facilitate Firewise 3-year plan goals
Develop Firewise annual renewal metrics based on vegetation removal and expenditures
Develop map Firewise depicting residential participation Deliver Wildfire Prep. Ed. event & 1st Saturday May
Develop FW Neighborhoods “Ambassadors”/ "Mentors"
HOME IGNITION ZONE (HIZ)
Increase parcel participation in HIZ
Administer Home Ignition Zone (HIZ) Rebate Program
Develop workforce to meet program demand
Develop program to assist with residential vegetation removal to support CSFB and I-280 projects
WEED ABATEMENT SUPPORT
Add key dates to annual prep. ,calendar & newsletter
Develop brochure calendar & integrate into newsletter
Staff to confirm weed abatement non-Compliance List and develop communication / mitigation Options
Coordinate Info. for annual weed abatement letters with regional partners
PRESCRIPTIVE GOAT GRAZING
Review goat grazing treatment drone data & mapping
Investigate partnerships for regional prescriptive grazing with Hidden Villa(HV), PHWD, Ester Clark Park (PA) Research
Residential Options
Key Workplan Items FY23-24 &
Upcoming
FIRE ACCESS ROADS
Facilitate an Assessment Survey of
emergency/fire roads
condition/quality
Identify and Record Security
Devices Present on
Emergency/Fire Access Roads
(Gate, Chain, Locks & Keys)
Update emergency/fire road maps
Investigate Emergency/Fire access
road easements
PRIVATE ROAD HARDENING
Integration with planned District
projects for private roads (Firewise
USA, HIZ & Road Hardening)
Research innovative service
options available- grants, rebates
for private road hardening projects
CREEK MAINTENANCE
Identify entities responsible for +/-
17 miles of LAH watercourses
including 4 watersheds & 12
creeks
Integrate creek & riparian
maintenance into Develop
information sheet /video for
creeks and riparian area
maintenance
Community Education & Media PIO, Risk Reduction 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET PERMANENT SALARIES 95,138 96,631 160,411 258,100 319,853 333,226 75,126 29.11% TEMP & PAYROLL - - 26,017 40,720 32,040 72,778 32,058 78.73% OPERATING - - 1,471 21,500 10,500 31,700 10,200 47.44%
CONTRACT SERVICES - - 11,873 28,760 17,000 33,200 4,440 15.44% PROGRAMS & PROJECTS 58,331 47,946 170,520 769,000 424,750 647,025 (121,975) -15.86% 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % Community Education & Media PIO, Risk Reduction 0.50 0.50 0.90 1.65 1.65 1.68 0.03 1.82%
0.50 0.50 0.90 1.65 1.65 1.68 0.03 1.82%
Summary Budget
The service area of Community Education & Risk
Reduction (CE&RR) is involved in risk reduction
projects and programs that support Firewise USA
Neighborhoods, presentations for community
education to residents, agencies and organizations,
serves as the point of contact to the media and
press, provides advice and guidance on vegetation
management, prescriptive goat grazing, vegetation
mitigation of access road projects, and responds to
resident inquiries and other related educational and
risk reduction programs, tasks and activities.
The CE&RR Manager works remotely and provides
educational services at meetings to residents,
agencies and organizations in the community, and
attends Commission meetings at local municipal
locations.
PERMANENT
SALARIES
30%
TEMP &
PAYROLL
6%
OPERATING
3%
CONTRACT
SERVICES
3%
PROGRAMS &
PROJECTS
58%
Community Ed & Media PIO, Risk Reduction
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Community Ed & Risk Reduction Manager (Part-time) GEN 5108400 5108402 95,138 96,631 113,989 107,100 121,395 130,625 23,525 21.97% General Analyst (Full-Time) GEN 5108410 0 0 19,539 25,240 25,593 13,495 (11,745) -46.54% Technical Data Analyst (Full-Time) GEN 5108411 0 0 0 26,360 27,065 14,560 (11,800) -44.76% Community Events Specialist (Renamed FY24-25) GEN 5108409 0 0 0 56,000 66,950 14,196 (41,804) -74.65% Project Speciialist FT (1.0 FTE) (FY24-25 mid-year hire) GEN 5108xx1 0 0 0 0 44,045 90,295 90,295 - Operations Project manager FT (.5 FTE) (Shared) 5108xx2 0 0 26,883 43,400 34,805 70,055 26,655 61.42% Total Permanent Employees - Special Districts 95,138 96,631 160,411 258,100 319,853 333,226 75,126 29.11% Temporary & Seasonal Employees GEN 5101100 5101100 0 0 25,270 30,720 30,720 70,018 39,298 127.92% Overtime GEN 5103000 5103000 0 0 746 10,000 1,320 2,760 (7,240) -72.40% Total Tempoary Employees- Taxes 0 0 26,017 40,720 32,040 72,778 32,058 78.73% Workshops, Conferences & Seminars GEN 5251000 5251000 0 0 1,471 21,500 10,500 31,700 10,200 47.44% Total Operating Expenditures 0 0 1,471 21,500 10,500 31,700 10,200 47.44% Independent Contractor - Consultants GEN 5257130 5257131 0 0 11,873 28,760 17,000 33,200 4,440 15.44% Independent Contractor - Consultants 0 0 11,873 28,760 17,000 33,200 4,440 7.12% IHFR Home Ignition Zone (HIZ) Program GEN 5282200 5282203 16,489 8,015 93,676 300,000 265,000 300,000 0 0.00% IHFR Goat Grazing Program GEN 5282207 24,928 27,179 26,008 44,750 30,750 32,800 (11,950) -26.70% Neighborhood Evac. Drills and Outreach GEN 5282211 0 0 113 15,000 15,000 27,000 12,000 80.00% Firewise Communities GEN 5282212 16,914 12,752 38,252 82,000 86,250 103,100 21,100 25.73% Planning, Project Management & Programs Oversight GEN 5282214 0 0 12,471 12,500 12,500 13,125 625 5.00% Emergency Access Roads GEN 5282216 0 0 0 168,500 15,250 81,000 (87,500) -51.93% Projects & Programs Contingency GEN 5282217 0 0 0 146,250 0 90,000 (56,250) -38.46% Total Projects and Programs 58,331 47,946 170,520 769,000 424,750 647,025 (121,975) -15.86% Community Education & Media PIO, Risk Reduction 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% Salary & Benefits 95,138 96,631 160,411 258,100 319,853 333,226 75,126 29.11% Controllable Costs-OT,M&S - - 39,360 90,980 59,540 137,678 46,698 51.33% Controllable Costs-projects 58,331 47,946 170,520 769,000 424,750 647,025 (121,975) -15.86% Total Controllable 58,331 47,946 209,881 859,980 484,290 784,703 (75,277) -8.75% Total 153,469 144,577 370,291 1,118,080 804,143 1,117,929 (151) -0.01% Detail Budget
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET Infrastructure-Hydrants-Capital GEN 05/06 142,701 146,852 121,715 1,192,500 723,480 1,167,300 (25,200) -2.11% Infrastructure-Hydrants-Capital 142,701 146,852 121,715 1,192,500 723,480 1,167,300 (25,200) -2.11% Infrastructure - Hydrants- Capital
Assets in support of Protection-Prevention-Resiliency-Preparedness Budget Snapshot FY25-26
Capital Allocations in Infrastructure
+ 365K Fire Facility Addition feasibility
study increased allocation (Total 715K)
* $224K ongoing hydrant repairs &
projects
* 175K ongoing annual El Monte &
Facilities health & safety maintenance,
repairs, upgrades
- (250K) Prior year funded AI Fire
Detection Systems subject to rollover
- (95K) Prior year funded F250 Field
Truck
- (48K) Prior year funded CERR
Dedicated small SUV vehicle
Capital Allocations in Finance/I.T.
* $45K annual IT equipment allocation
*$60K commercial star link -equipment
and annual subscription
* $26K In home laser printers
* $22K Portable IT Devices and power
banks
Key Workplan Items FY23-24 &
Upcoming
HYDRANTS
Repair hydrants when
struck/damaged
Replace hydrants relocated per CIP
Upgrade/add hydrants per CIP
Manage on-call hydrant contractor
Notify CNT, Sheriff, LAH Town
Upcoming projects
RISK MANAGEMENT
Manage claims and damage recovery
ENGINEERING
Relocate Radcliffe Lane hydrant –
PHWD west main
Rehabilitate LAH pavement
AGREEMENTS
Build partnerships
Collaborate with consulting engineer
Draft hydrant agreements with parties
Key Workplan Items FY24-25 & Upcoming
BUILDINGS & INFRASTRUCTURE
District Parcel facilities/fire station assessment
Fire facility feasibility evaluation
El Monte Fire Station health & safety
maint./upgrades
Conference Room at Foothill or TBD location
Housing element- Town coordination
/District/Community
Maintenance structure & grounds
VEHICLES & EQUIPMENT
FY23-24 Hybrid Truck (Develop PO, Utilize
Sourcewell Procurement)
FY23-24 Cargo/Transit Van (Develop PO,
Utilize Sourcewell Procurement)
FY24-25 second hybrid truck
FY24-25 CERR dedicated SUV
Assess condition, replace/repair of emergency
Trailers
IT Equipment for new staff and emerging
needs
IT Reporting Web Platforms & Portals
Vegetation Response Equip
Infrastructure-Hydrants-Capital 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET HYDRANTS 137,556 137,108 50,440 220,000 158,480 223,800 3,800 1.73% VEHICLES,EQUIPMENT, FACILITIES - - 47,586 567,500 192,500 175,000 (392,500) -69.16% INFRASTRUCTURE 5,145 9,744 23,689 405,000 372,500 768,500 363,500 89.75% 142,701 146,852 121,715 1,192,500 723,480 1,167,300 (25,200) -2.11% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % Infrastructure-Hydrants-Capital 0.00 0.00 0.00 0.00 0.00 0.00 - -
0.00 0.00 0.00 0.00 0.00 0.00 - -
Summary Budget
Hydrants
19%
Vehicles, Equip,
Facilities 15%
INFRASTRUCTURE
66%
Infrastructure-Hydrants-Capital
Battalio
n Chief
• 24/7
Battalio
n Chief
funding
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Hydrant/Infrastructure Repair, Maint. & Additions GEN 5282200 5282210 137,556 137,108 50,440 220,000 158,480 223,800 3,800 1.73% Hydrant/Water Main Improv. - Purissima 0 0 0 0
Total Hydrants 137,556 137,108 50,440 220,000 158,480 223,800 3,800 1.73% FY24 F250 Truck and Enhancements GEN 5561000 0 0 0 0 0 0 0 - FY25 F250 Truck and Enhancements 0 95,000 95,000 0 (95,000) -100.00% Ford Transit Van Eco-Boost and Enhancements GEN 5561000 0 0 0 0 0 0 0 - CED Dedicated Small SUV GEN 5561000 0 0 0 47,500 47,500 0 (47,500) -100.00% Facility Health & Safety Maintenance (on-going) GEN 5561000 0 0 47,586 175,000 50,000 175,000 0 0.00% AI Fire Detection Systems Funding GEN 5561000 0 0 0 250,000 0 0 (250,000) -100.00% Fire Service Water Flow Improvements 0 0 0 0 0 0 0 -
Total Capital Equipment 0 0 47,586 567,500 192,500 175,000 (392,500) -69.16% Vegetation and Response Equipment & Maint. GEN 5282200 5282209 0 0 0 35,000 5,000 35,000 0 0.00% Outside Professional Services GEN 5255100 5255104 0 0 0 350,000 350,000 715,000 365,000 104.29% Maint. - Structure & Grounds GEN 5235110 5235110 5,145 9,744 23,689 20,000 17,500 18,500 (1,500) -7.50% Infrastructure 5,145 9,744 23,689 405,000 372,500 768,500 363,500 89.75% Infrastructure-Hydrants-Capital 142,701 146,852 121,715 1,192,500 723,480 1,167,300 (25,200) -2.11% Controllable Costs-Capital 5,145 9,744 71,275 972,500 565,000 943,500 (29,000) -2.98% Detail Budget
SERVICE 22-23 23-24 23-24 24-25 24-25 25-26 - -
EXPENDITURES FUND AREA ACTUAL ADOPTED ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Personnel Organization, Strategic Plan GEN 7.0 921,081 1,779,405 807,721 2,006,880 1,385,769 2,270,687 263,808 13.15% Personnel Organization, Strategic Plan 921,081 1,779,405 807,721 2,006,880 1,385,769 2,270,687 263,808 13.15% Personnel, Organization, Strategic Plan
Developing People, Managing Risk, Planning for the Future Budget Snapshot 25-26 Allocation Changes
FY25-26 marks the second year of conversion to a service area/programbased budget. For the first time, expenditures have been allocated into the following key service areas as defined in the Workplan. In doing so, the FY23-24 allocations were restated, for internal purposes, to reflect these service area making sure the total adopted budget remained intact. All pre FY23-24 historical years remain unadjusted. History is preserved and service area-based budgets first began in FY24-25.
Key Budget Allocations:
+150K increase professional service contingencies given large scale projects
+ 90K Project Specialist reclassification Personnel allocation from 0% to 50%
+ 46K Technical Data Analyst reclassification Personnel allocation from 20% to 50%
+17K Payroll tax for salary adjustments
+14K Increased staff development
- ($11K) tsfr of licensing costs to Finance/IT
demands
* Continue 350K benefits allocation
* Continue 142K labor mkt. contingencies
Key Workplan Items FY24-25 & Upcoming
• Administer benefits plan for full/part-time employees • Implement QSHERA (Health Reimbursement Account) • Implement deferred compensation plans • Review, align employment agreement terms & conditions • Finalize Illness Injury Prevention Program (IIPP)/Cal OSHA • Implement policies, procedures and SOPs • Review and update onboarding/offboarding • Develop workplace violence prevention plan and training • SOP development & training
• 700 filing, Cal OSHA-compliance training
• Design a District professional development roadmap
• Develop Individual plans for participating employee
• Staff upskilling in Exec. leadership and strategic planning • Develop professional development budget • Review and update District’s strategic plan • Align foundational documents with the revised plan
• Commission meeting management • Receive and respond to phone calls and inquiries • Communicate and ensure current contact info for
Commissioners, staff, consultants/contractors, County
• Respond to California Public Records Act Requests • Post legal notices in local press and media • Records retention management • Participate in records policy development and planning • Document scanning and electronic document management • Establish indexing standards, guidelines for Doc mgmt.
Components will be re-organized into a new Operations Service Area in FY25-26
Personnel Organization, Strategic Plan 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET PERMANENT SALARIES 348,598 311,574 394,905 1,259,730 856,515 1,336,166 76,437 6.07% TEMP & PAYROLL TAXES 43,501 168,118 113,554 197,750 166,030 208,839 11,089 5.61% OPERATING 75,511 118,093 132,406 205,140 123,724 189,882 (15,258) -7.44% CONTRACT SERVICES 290,199 323,296 166,857 344,260 239,500 535,800 191,540 55.64% 757,809 921,081 807,721 2,006,880 1,385,769 2,270,687 263,808 13.15% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % Personnel Organization, Strategic Plan 2.50 2.50 1.90 3.90 3.90 4.23 0.33 8.46%
2.50 2.50 1.90 3.90 3.90 4.23 0.33 8.46%
Summary Budget
The service area of Personnel, Organization and Strategic Planning is responsible for Employee Benefits – Agreements – Policies & Procedures – Compliance – Prof Development – Legislative administration. This service area includes the Commission in its legislative role for the District. This service area is also responsible for, under the leadership of the General Manager, the internal operational management of LAHCFD and its staff. Key areas of scope include
administration, legal services, human resources, benefits and contract management.
Strategic planning also emanates from this group as an
extension of the goals as set by the Commission in
representing the Community. This area also includes funding for the District Clerk function, a key role in conducting and managing public meetings. The General Manager is also
responsible for the overall budget which is coordinated by the Finance service area.
PERMANENT
SALARIES
59%
TEMP &
PAYROLL
TAXES
9%
OPERATING
8%
CONTRACT
SERVICES
24%
Personnel, Organization, Strategic Plan
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % General Manager (Full-Time) GEN 5108400 5108401 210,207 242,349 238,000 268,800 259,500 292,500 23,700 8.82% District Clerk (Part-Time) GEN 5108403 48,812 50,967 56,994 65,300 66,760 67,680 2,380 3.64% Operations Manager (Full-Time) GEN 5108406 89,579 18,258 0 202,800 102,960 211,120 8,320 4.10% General Analyst (Full-Time) GEN 5108410 0 0 19,539 25,240 25,593 13,495 (11,745) -46.54% Technical Data Analyst (Full-Time) GEN 5108411 0 0 0 26,360 27,065 72,802 46,442 176.18% Admin Specialist FT (1.0 FTE) (New FY24-25) GEN 5108414a 0 0 0 69,400 35,205 72,125 2,725 3.93% Project Speciialist FT (1.0 FTE) (FY24-25 mid-year hire) GEN 5108xx1 0 0 0 0 44,045 90,295 90,295 - Project Speciialist FT (1.0 FTE) (FY25-26 New FTE) (deferred) GEN 5108xx3 0 0 0 0 0 0 0 - Operations Project manager FT (FY25-26 new FTE) I(Deferred) GEN 5108xx4 0 0 0 0 0 0 0 - Operations Project manager FT (.5 FTE) 5108xx2 0 0 0 0 0 23,400 23,400 - Employee Benefits (Moderated for 2 FTE Deferrals) GEN 5108414 0 0 80,372 441,900 295,387 351,150 (90,750) -20.54% Labor Market Contingency (Moderated for 2 FTE Deferrals) GEN 5108415 0 0 0 159,930 0 141,600 (18,330) -11.46% Total Permanent Employees - Special Districts 348,598 311,574 394,905 1,259,730 856,515 1,336,166 76,437 6.07% Temporary & Seasonal Employees GEN 5101100 5101100 0 103,924 12,635 15,360 15,360 13,714 (1,646) -10.72% Overtime GEN 5103000 5103000 0 0 746 10,000 2,145 6,120 (3,880) -38.80% Medicare Tax - Employers Share (Moderated for 2 FTE Deferrals) GEN 5110500 5110500 8,653 12,608 19,035 32,680 30,380 36,614 3,934 12.04% Social Security - Special Districts (Moderated for 2 FTE Deferrals) GEN 5113020 5113020 33,546 49,814 76,166 129,390 108,055 142,951 13,561 10.48% Unemployment - Special Districts (Moderated for 2 FTE Deferrals) GEN 5113040 5113040 1,302 1,772 4,971 10,320 10,090 9,440 (880) -8.53% Total Tempoary Employees- Taxes 43,501 168,118 113,554 197,750 166,030 208,839 11,089 5.61% Liability Insurance (FAIRA) GEN 5220100 5220101 23,083 20,672 22,953 72,500 26,094 65,000 (7,500) -10.34% Commissioners Fee GEN 5225500 5225500 8,000 9,500 8,200 18,000 13,500 18,000 0 0.00% Office Expenses GEN 5250100 5250100 21,352 36,934 57,116 37,140 23,880 17,832 (19,308) -51.99% Workshops, Conferences & Seminars GEN 5251000 5251000 6,526 23,916 1,926 7,500 3,750 21,350 13,850 184.67% Publications and Legal Notices GEN 5260100 5260100 8,978 5,014 4,035 10,000 9,000 7,700 (2,300) -23.00% Self Insurance Claim (W Comp Los Altos) GEN 5340000 5340000 2,055 1,424 8,181 10,000 10,000 10,000 0 0.00% Miscellaneous/Operations Contingency GEN 5350100 5350100 5,517 20,634 29,995 50,000 37,500 50,000 0 0.00% Total Operating Expenditures 75,511 118,093 132,406 205,140 123,724 189,882 (15,258) -7.44% Outside Legal Fees GEN 5255100 5255102 73,920 56,656 81,310 150,000 150,000 182,500 32,500 21.67% Outside Professional Services GEN 5255104 99,861 191,748 73,674 90,000 72,500 94,600 4,600 5.11% Professional & Specialized Serv. Contingency GEN 5255105 0 0 0 25,500 0 175,500 150,000 588.24% Independent Contractor - Consultants GEN 5257130 5257131 116,418 74,892 11,873 28,760 17,000 33,200 4,440 15.44% Contract Serv. (Consultants) Contingency GEN 5257132 0 0 0 50,000 0 50,000 0 0.00% Total Contract Services 290,199 323,296 166,857 344,260 239,500 535,800 191,540 55.64% Personnel Organization, Strategic Plan 757,809 921,081 807,721 2,006,880 1,385,769 2,270,687 263,808 13.15% Salary & Benefits 508,458 1,457,480 1,022,545 1,545,005 87,526 6.01% Controllable Costs-OT,M&S 365,710 441,389 299,263 549,400 363,224 725,682 176,282 32.09% Controllable Costs-EQUIP - - - - - - - -
Total 365,710 441,389 807,721 2,006,880 1,385,769 2,270,687 263,808 13.15% Detail Budget
SERVICE 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
EXPENDITURES FUND AREA ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET Finance-IT-Fiscal Planning GEN 8.0 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% Finance-IT-Fiscal Planning 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% Finance & Technology
Fiscal Stewardship - Long-term Planning - Best Practices - Innovation Budget Snapshot FY25-26 Allocation Changes
FY24-25 marked a year of transition and change for finance and Information Technology, a direction and effort that extends into FY25-26. This budget year continues a focus on refined financial reports, upgrade and integrated financial systems for continuity and survivability, reengineer and documenting internal control processes, policy development, and staff development. Building a robust and redundant IT data system is key in an agency that is 100% remote, as well as equipping staff with the needed equipment to operate both in the office and in the field. Long-term planning takes central stage with a focus on major infrastructure projects on the near horizon.
Key budget items of note this year include: • +72K Reallocate .5FTE Admin Analyst to Finance/IT • +48K Enhanced Temp Staffing given large scale operations & IT • +55K Dedicated software/systems implementation prof. services • +36K Reclass & centralize software licensing to Finance/IT • +35K Increase County IC Cost allocation
• +55k Implement Transparency & Web Budgeting System software • +15K Evaluate W-Comp Brokerage services • +14K Financial Audit contract fee with service options • +6K Enhanced staff development • Maintain ongoing 60K for IT managed services • Maintain 350K employee benefits allocated in Personnel • +60K Commercial Starlink subscription allocation in capital • +7K Staff Power Banks & Field Power Banks in capital • Support network, website and technology applications and portals Major Workplan Items FY24-245 & Upcoming
* Complete/Approve FY24-25 Financial Audit
* Financial Reporting Regulatory Filings
* Fiscal Policy Compliance
* Plan and Complete FY25-26 Budget
* Develop Infrastructure budgetary cost center
* Complete redesign of service area budget
* Develop & Maintain a Five/ten-Year Forecast
* District Procurement process/contract Tracking
* Implement a Website Fiscal Reporting Portal
* Maintain Monthly Financial Systems
* Process voucher payments on a timely basis
* Process payroll on a timely basis
* Maintain District Asset Valuations
* Migrate to QuickBooks Cloud Advanced
* Implement Project based accounting systems
* Maintain a District-wide data back-up model
* Maintain a Network Document Archival System
* Equip staffing with technology Equip/Training
* Maintain District IT Policy
* Create/District Social Media Policy
* District Wide Website Upgrade/ Re-Design
* Optimize District Wide Website ADA Compliance
Finance-IT-Fiscal Planning 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE $ CHANGE %
COST CATEGORY ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET PERMANENT SALARIES - - 129,990 166,100 203,043 228,422 62,322 37.52% TEMP STAFF - - - - - 43,680 43,680 -
OPERATING 187,840 224,460 196,641 238,302 189,065 265,439 27,137 11.39% CONTRACT SERVICES 59,681 58,200 138,106 230,010 200,715 409,565 179,555 78.06% CAPITAL EQUIPMENT - - 20,111 153,175 103,175 153,050 (125) -0.08% 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% POSITIONS 21-22 22-23 23-24 24-25 24-25 25-26 CHANGE CHANGE % Finance-IT-Fiscal Planning 0.00 0.00 0.90 0.90 0.90 1.25 0.35 38.89%
0.00 0.00 0.90 0.90 0.90 1.25 0.35 38.89%
Finance-IT-Fiscal Planning
Summary Budget
With the update of the Workplans this past year, Finance is implementing the service-area or program-based budget model for the organization. FY25- 26 continues this jurney for LAHCFD.
The District wide Workplans call for Finance and Technology support in several other areas to enhance levels of reporting, accounting, and technology controls. In this coming year these innovations will include an upgrade of the finance system to a cloud-based version, implementation of a new procurement purchasing card model to support service area manager purchases, support the review and implementation of a first time employee benefits package, develop contract tracking tools, re-engineer the District's General Ledger, update asset valuations, enhance long-term forecasting, and launch a web-based financial reporting portal.
Finance leads technology initiatives to assist all staff to further the mission and goals of LAHCFD. These include:
- Implementing a new District website & ADA compliance
- Implementing a District data/ back-up model
- Analyzing best practices on remote network data archival systems - Equipping staff with remote-based office and field equipment. - Continuing policy compliance
- Supporting the possibility of f ture fire facility and supporting major
PERMANENT
SALARIES
21%
TEMP STAFF
4%
OPERATING
24%
CONTRACT
SERVICES
37%
CAPITAL
EQUIPMENT
14%
Finance -IT -Fiscal Planning
FUND COUNTY LAHCFD 21-22 22-23 23-24 24-25 24-25 25-26
EXPENDITURES BY LINE ITEM GL GL ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET CHANGE $ CHANGE % Finance Manager (Part-Time) GEN 5108400 5108408 0 0 110,451 114,500 115,180 120,960 6,460 5.64% General Analyst (Full-Time) GEN 5108410 0 0 19,539 25,240 25,593 13,495 (11,745) -46.54% Technical Analyst (Full-Time) GEN 5108411 0 0 0 26,360 27,065 21,843 (4,517) -17.14% Admin Specialist FT (1.0 FTE)(Shared 50%) GEN 5108414a 0 0 0 0 35,205 72,125 72,125 - Total Permanent Employees - Special Districts 0 0 129,990 166,100 203,043 228,422 62,322 37.52% Temporary & Seasonal Employees GEN 5101100 5101100 0 0 0 0 0 43,680 43,680 - Total Tempoary Employees- Taxes 0 0 0 0 0 43,680 43,680 - Workers Comp (State Comp Insurance Fund) GEN 5220100 5220102 12,061 19,474 48,899 80,000 50,000 80,000 (0) 0.00% Professional Services - Internal GEN 5258200 5258200 231 462 231 500 500 500 0 0.00% Property Tax Admin Fee GEN 5259200 5259200 115,554 125,590 119,360 152,000 131,000 138,000 (14,000) -9.21% IC - Cost Allocation Plan GEN 5281610 5281610 59,994 78,934 28,151 5,802 5,840 41,134 35,332 608.96% Workshops & Conferences 5251000 0 0 0 0 1,725 5,805 5,805 - Total Operating Expenditures 187,840 224,460 196,641 238,302 189,065 265,439 27,137 11.39% Annual Audit Charter GEN 5255100 5255101 20,081 17,000 26,015 32,750 28,075 50,900 18,150 55.42% Accounting Services GEN 5255102 39,600 41,200 46,000 50,500 50,800 55,200 4,700 9.31% Outside Professional Services GEN 5255104 0 0 54,218 105,000 104,840 257,265 152,265 145.01% Professional & Specialized Serv. Contingency GEN 5255105 0 0 0 13,000 0 13,000 0 0.00% Independent Contractor - Consultants GEN 5257130 5257131 0 0 11,873 28,760 17,000 33,200 4,440 15.44% Total Contract Services 59,681 58,200 138,106 230,010 200,715 409,565 179,555 78.06% IT Equipment and Software GEN 5561000 5561000 0 0 20,111 153,175 103,175 153,050 (125) -0.08% Total Fixed Assets 0 0 20,111 153,175 103,175 153,050 (125) -0.08% Finance-IT-Fiscal Planning 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% Salary & Benefits 0 0 129,990 166,100 203,043 228,422 62,322 37.52% Controllable Costs-OT,M&S 247,521 282,660 334,747 468,312 389,780 718,684 250,371 53.46% Controllable Costs-EQUIP - - 20,111 153,175 103,175 153,050 (125) -0.08% Total 247,521 282,660 484,847 787,587 695,998 1,100,155 312,568 39.69% Detail Budget
Agenda Item Details
Meeting Jul 15, 2025 - Special Meeting of the Board of Trustees Category ADJOURN TO CLOSED SESSION - District Office Building D700, Human Resources Conference Room (Room 211)
Subject CONFERENCE WITH REAL PROPERTY NEGOTIATORS – Pursuant to Government Code § 54956.8 Property: 699 N. Shoreline Blvd, Mountain View, CA (APN 153-24-027). District negotiators: Chris Dela Rosa, Ann Volz, Sean Absher [Other Negotiating Parties:
Mountain View Whisman School District (equitable owner)] Under negotiation: Price and Terms of Payment
Type Discussion
7/20/25, 12:39 PM BoardDocs® Plus
https://go.boarddocs.com/ca/fhda/Board.nsf/goto?open&id=DBJV567F05C6 1/1