Tasks Lead Stakeholders or
agencies involved
Succinctly define exact nature of the problem we
are dealing with
Interim Chief/CM
Council Ad hoc/ CM
End State - Products and Deliverables
Comments
Fire Ad Hoc Committee - Fire and Emergency Services Options Workplan Provide potential strategies to address the short and long-term fire station remodel options and future plan for 24 hour staffing - Will be included in the final report
Mission
Identify and evaluate optimum fire and emergency service delivery options for the City of Sebastopol -Options investigated. A compare and contrast table provided - Achieving optimum Fire Emergency Service is not based on the structure of the department (independent versus consolidation) but is based on looking at all options necessry to provide staffing to ensure response times and response reliability.
Tasks
Provide a detailed report with executive summary to the full council by June 6, 2023 - Report by the Interim Fire Chief (Interim Fire Chief) will be available and can be included in the council packet for the Sept 26 council meeting.
Provide a compact, compare and contrast report with key findings and key recommendations by June 6, 2023 - Will be included in the council packet for the scheduled Sept 26 council meeting.
Provide a progress report to the full council on May 3, 2023 - No presentation delivered Provide the council needed information necessary to ensure for fully informed decision making- The Interim Fire Chief will not be able to provide this deliverable as the product is not measurable.
Develop strategies to address the needed fire engine replacement -Strategies were presented to the budget committee and resulted in the purchase of a Type 1 engine; information will also be included in the final report.
Develop a strategy to address immediate staffing challenges - Strategies were presented to the budget committee and the council approved a new position FF Engineer position; more consideration required on this issue. Cost examples are presented. Information will also be included in the final report.
Compare and contrast financial implication with different options -Table has been completed Present the project workplan to the council on March 21, 2023 - Completed Discussed by ad hoc committee
Conduct a thorough analysis of the SFD Short and
Long Term Plan for the future of the SFD proposal
of two-years ago
Interim Chief/CM Council Ad hoc
Conduct a thorough analysis of the annexing
agency in terms of the agency's capacity,
economy of scale, greater efficiencies and
apportionment
Interim Chief Gold Ridge
administrative staff
Graton FD
administrative staff
Provide an overview of the LAFCO process Interim Chief LAFCO Director/staff
Provide an overview of the governance models
for each option
Interim
Chief/volunteer
fire staff
Provide a detailed overview of a potential parcel
tax/sales tax initiative
Interim
Chief/volunteer
fire staff
Provide an overview of the county-wide fire sales
tax initiative in 2024
Interim Chief Sonoma County
Fire Chiefs
Association
Investigate fire insurance implications associated
with options
Interim Chief ISO
Hold a “town hall” meeting Council Ad hoc
Provide a conceptual facility repair and
improvement plan with estimated costs and
timelines
Interim Chief
/Public Works
Director
Provide conceptual temporary housing facility
options on the station site
Interim Chief
/Public Works
Director
Develop a volunteer recruitment training and
retention plan
Interim
Chief/volunteer
fire staff
Highlights included in Service Delivery Options comparison table.
The Interim Chief has held meetings with Gold Ridge and the ad hoc committee has also had a meeting with Graton FD fire board. Both agencies are interested in continuing discussions.
Interim Chief has met with LAFCO. Sebastopol is currently not in any sphere of influence with another jurisdiction. To start the reorganization process, the city will need to make a formal request to start the MSR process with a specifically identified fire district. Approximate cost is 10k and would require direction from City Council to City Manager and Interim Fire Chief.
Information is provided in the Interim Fire Chief's Service Delivery Options comparison table.
Previously provided to Council in the previous sales tax agenda item.
The current initiative has qualified for the March 2024 ballot. Tax measure included in the packet.
The Interim Fire Chief has held meetings with ISO representative and a reorganization with GRFPD or GFPD could be potentially consequential to the current ISO rating of 3 which SFD currently maintains.
More information and evaluation is required.
Hybrid meeting currently in process
An approximate estimate is provided in the final report identifying the steps of; contract with an architect to develop conceptual drawings, provide plans for final remodel construction; go to bid for construction; develop and funding and finance strategies; develop a plan for any temporary facility modification to accommodate 24-hour staffing.
Estimated at approximately $150k per building.
Volunteer recruitment training and retention plan has been completed and implemented. We have recruited and on boarded 8 volunteers in March 2023 and are finishing the process for an additional 8 which will bring the volunteer roster to the desired goal of 30 +/- Provide a detailed overview of Gold Ridge’s
master plan of annexing other fire service
agencies
Interim Chief Gold Ridge
administrative
staff/LAFCO
Provide staffing options and strategies with
different options: independent versus
consolidated versus JPA or contract for services
Interim Chief/
CM/ Admin
Services Dir
Outreach to business owners (SDA/Chamber/etc.) Council Ad hoc Conduct an examination of cost of annexing
district's parcel tax on residents and annual
increase and impacts on commercial property
Interim
Chief/CM/ Admin
Services Dir
Examination of PERS costs (if status quo; career;
consolidation)
Admin Services
Director
Identify likely items or terms of negotiations that
maybe associated with various options
Interim Chief Council Ad hoc/ CM
Investigate potential shared services agreements
with other agencies
Interim Chief/ Ad
hoc
Council Ad hoc
Apparatus purchasing strategies Interim Chief /
Admin services
Dir
Provide the updated Matrix report to council ACM/Interim Chief
Keep stakeholders informed and involved
throughout the process
Council Ad
hoc/Interim Chief
Report was completed and provided to the fire and budget had hoc committees. Council acted on the recommendation during the budget process and the Apparatus replace plan will be on track as the new engines are delivered
Completed. Report and list of completed changes provided.
Information is provided in the Interim Fire Chief's Service Delivery Options comparison table. Council direction required to determine further options.
Have been holding discussions with GFPD and GRFPD on possible shared services agreement to potentially include shared battalion coverage, volunteers serving across agencies, administrative functions (training, fleet management) as examples. City of Sebastopol was in MSR for West Sonoma County Fire, which was initiated in 2018 and has expired. We could open another MSR with another fire district through LAFCO. Approximate cost $10K.
The Interim Fire Chief has been conducting biweekly meetings with the volunteers.
GRFPD has recently gone through the reorganization process and has extended the legal boundaries of the GRFPD to include many departments from the south county to Fort Ross. The single governing body of the GRFPD now oversees all responsibilities of the expanded district with in now approximately 300+/- square miles and about 15+/- fire stations.
Information is provided in the Interim Fire Chief's Service Delivery Options comparison table.
Not at this time.
Information is provided in the Interim Fire Chief's Service Delivery Options comparison table.
Would be further examined in the course of any negotiations regarding a consolidation.
Examination cost recovery for EMS responses Chief/Admin Services Dir
Research has been completed and preliminary findings are that the city does not have the capacity for billing and cost recovery. The billing process costs do not result in a cost benefit that results in enterprise fund revenue.