CITY OF SEBASTOPOL CITY COUNCIL
AGENDA ITEM REPORT FOR MEETING OF: April 16, 2024
===================================================================================== To: Honorable Mayor and City Councilmembers
From: Fire Ad Hoc Committee
Subject: Report out of Recommendations from the Fire Ad Hoc Committee on the Future of Fire Delivery Services for the City of Sebastopol
===================================================================================== RECOMMENDATIONS:
1. City Council direct staff to move forward with the merger of the Sebastopol Volunteer Fire Department with the Gold Ridge Fire Department; and
2. City Council direct staff to send a letter to the Local Agency Formation Commission (LAFCO) requesting initiation of the consolidation process, including a waiver of fees to the extent feasible; and
3. City Council authorize staff to take other actions as needed to initiate process with LAFCO, including payment of $10,000 deposit from Fire Department budget; and
4. Council authorize the City Manager to enter into a short-term agreement with Gold Ridge to provide Chief Officer services at the Sebastopol Fire Station during the transition period while developing a longer-term agreement subject to the approval of the City Council and Gold Ridge Board of Directors, and
5. Council Terminate Current Ad Hoc Fire Committee; and
6. Council Authorize Creation of new Ad Hoc Committee and Appointment to Ad Hoc Committee to represent the City in negotiations with LAFCO and the Gold Ridge Fire Department and related matters, with a description of tasks, roles, and responsibilities to be presented to the City Council for approval at a future Council meeting; and
7. City Staff to terminate recruitment for Fire Chief for City of Sebastopol; thereby terminating the 960 Annuitant Agreement with Todd Derum, and
8. Authorize the City Manager to explore Consulting Services for Negotiations and related assistance for Consolidation
===================================================================================== EXECUTIVE SUMMARY: Consolidation with the Gold Ridge Fire District is the best option for the sustainability of quality fire services in Sebastopol.
The City’s level of response to calls for service is inadequate, either in the length of time to respond to calls, the number of qualified staff responding, or both. The key to improving response is to increase staff.
Providing appropriate fire apparatus (trucks and engines) and a much-improved fire station are also essential. Even with Measure H adding $1.1 million/year to fire services in Sebastopol, combining those funds with current City funding – which is at risk given the City’s financial challenges - the level of funding is insufficient to provide an acceptable level of services. Consolidation would bring an additional $1.1 million in annual funding through a parcel tax, along with opportunities for economies of scale, that would provide sufficient funding for quality fire services.
In addition to support from the Ad Hoc Committee, consolidation is also supported by the current and two prior Interim Fire Chiefs and the City Manager.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
With consolidation clearly needed, we have the question of which fire agency to merge with. After extensive research and analysis, we conclude that merging with the Gold Ridge Fire District is the best option. It provides economies of scale, quality and depth of leadership, strategic thinking, governance advantages, and the benefits of experience in mergers compared to the Graton Fire District.
Background: The topic of consolidating the Sebastopol Fire Department with a neighboring fire district has been under discussion for seven years. There have been numerous meetings, analyses, discussions, and debates. With the passage of Measure H, consolidating will allow the hiring of more staff and improve response time to emergency calls; we believe the time is right for a decision.
Throughout these years the many participants in this process have consistently expressed a common interest in finding the solution that is best for the Sebastopol community. There is also a common if not universal recognition that the current levels of service and financing – which are closely related – are not acceptable.
After reviewing available data and extensive discussions, the Ad Hoc Committee recommends that the City pursue merging, or reorganizing, the Sebastopol Fire Department with the Gold Ridge Fire District.
Staff concur with this recommendation. The current Interim Fire Chief Todd Derum, along with his two predecessors (Jack Piccinini and Bruce Martin), also support the concept of a mindfully designed and vetted consolidation fire service delivery option. Together, these Chiefs represent 125 years in the Fire Service. A memo from former Interim Chief Bruce Martin – a member of the California Fire Chiefs Hall of Fame who served in Sebastopol in November and December of 2023 - is included as Attachment A.
It is important to note that a decision to proceed with consolidation with Gold Ridge is not a commitment to consolidate. It represents an important step in a process that would continue with negotiations between the City and District. It is like agreeing to date seriously, then getting engaged, but not taking the final step of getting married. It is the ‘end of the beginning’ of the consolidation process – meaning a conclusion to the work over the past seven years – rather than the end result. The negotiations would begin once the Council has made a determination whether to consolidate or not. A definitive timeline for consolidation cannot be provided tonight as there are outside factors that would dictate that timeline (i.e. length of LAFCO process).
We have frequently been asked why we would reorganize the Sebastopol Fire Department with a neighboring agency. The short answer is that re-organiza�on represents the most sustainable op�on for quality fire and emergency services that we can afford in the long run. It represents the most cost and opera�onally effec�ve op�on. The remainder of this document explains how we reached this conclusion.
The Sebastopol community has been extremely fortunate to have a commited group of residents serve as our firefighters. Our firefighters deserve much gra�tude. While not commonly known, their commitment includes giving up one evening every week for training. It includes responding in the middle of the night.
They put themselves at personal risk to serve others. They have bucked na�onal trends by recrui�ng a cadre of younger members in recent years. They have saved taxpayers considerable money, allowing the City to provide more services in other areas. And they will con�nue to be an important part of our emergency response efforts if we re-organize with Gold Ridge.
Quality of Service: As grateful as we are to our firefighters, our current model has significant flaws and is not sustainable. Most importantly, the quality of service as measured by response capabili�es is Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
unacceptable. An appropriate response considers response �mes “speed” and adequate staffing of qualified personnel “weight.” Appropriate speed and weight of response are cri�cal in saving lives and property. Given the importance of a �mely, robust response to medical and fire emergencies, there have been too many cases in which responses were inadequate, including instances in which we were unable to respond at all. This is largely a mater of staffing at the fire sta�on. Adding sufficient staffing requires adding funding.
The Na�onal Fire Protec�on Associa�on (NFPA) has established na�onal standards for responding to calls.
Recognizing that volunteer-based departments are by their nature not able to respond as quickly as career staff-based departments, NFPA has established standards for both types of departments.
NFPA 1720 is the standard for volunteer departments. While Sebastopol’s Department is recognized as perhaps the best volunteer Department in Sonoma County, it is consistently not mee�ng the standards for speed and weight of response.
While the level of staffing is founda�onal to effec�ve services, fire departments also need quality apparatus (trucks and engines), equipment, and fire sta�ons. In Sebastopol we are modernizing our trucks and engines, not sufficiently funding equipment, and have a fire sta�on in need of significant investment.
Financing: To a significant degree, the challenges of staffing, apparatus, and the fire sta�on are a mater of funding. Proceeds from Measure H will make a substan�al difference in these areas. The passage of Measure H adds $1.1 million annually to Sebastopol’s budget for fire, although it’s Maintenance of Effort provisions allow the City to reduce our General Fund contribu�on to fire by about $230,000 from our FY 23-24 level.
We do not believe that those proceeds alone will be sufficient. The City’s General Fund is in serious condi�on and will remain challenged for the foreseeable future. Re-organiza�on could bring an addi�onal $1.1 million in revenue as the parcel tax from Gold Ridge would apply to Sebastopol. Re-organiza�on may also present opportuni�es for economies of scale – such as needing fewer apparatus (trucks and engines)– that would not be available should we retain an independent department. Addi�onally, it might also allow the City to reduce our General Fund support for fire services once they reach a sufficient level.
Regional and Na�onal Context: While some view re-organiza�on as a first step toward offering fire services on a regional basis, this occurs already. For example, with mutual aid prac�ces, neighboring fire agencies o�en respond automa�cally to structure fires and major vehicle collisions within Sebastopol.
However, an integrated training program and common opera�onal standards are vital to maximize a safe and efficient emergency response.
Ambulance services, which complement the Fire Department’s response to medical calls, are offered regionally. The same is true of dispatching for Fire, which is managed regionally by REDCOM.
Furthermore, we have seen the regional approach on consolida�on through at least a dozen mergers in Sonoma County over roughly the past decade – because it is the most cost-effec�ve way to provide services in rural and small suburban areas such as Sebastopol. We see a regional model in most of the smaller ci�es in Sonoma County, which are served by larger Fire Districts: Cota�, Sonoma, Windsor, and Cloverdale.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
The trend of moving toward regional districts reflects the nature of volunteer firefigh�ng. For a variety of well-documented reasons, the volunteer-driven model of firefigh�ng is largely giving way to a blended or career model. Passage of the Sonoma County fire tax demonstrates public recogni�on of this reality and the need to fund career firefighters. In our case as in much of the County – and country – we envision this backbone to have a crucial complement of volunteer firefighters.
Staffing and Opera�onal Costs:
Core staffing: We believe that Sebastopol residents deserve a beter, core level of staffing than we have historically provided – with enough staff available 24/7 to meet appropriate response standards. This level includes three firefighters available at all �mes – a Captain, an Engineer, and a firefighter. This is the most common level of staff for comparable communi�es, achievable with the resources provided by Measure H and consolida�on.
The table below (Titled: Core Staffing Costs) compares four core staffing op�ons and related costs:
COLUMN A: Current City of Sebastopol Personnel Staffing (Volunteer Fire Department) COLUMN B: Independent with Measure H (Sebastopol): This represents the costs of the core level of staffing, with three staff on duty 24/7.
COLUMN C: This represents the costs of the core level of staffing for the Gold Ridge District, which we an�cipate we would have with consolida�on.
COLUMN D: This represents the costs of the core level of staffing for the Graton Fire District, which we an�cipate we would have with consolida�on.
This table illustrates that properly staffing a Sebastopol fire sta�on costs substan�ally more than our current model; if we were to con�nue as an independent organiza�on, we would need to roughly double our staff costs.
The table also suggests significantly higher costs with consolida�on with either Gold Ridge or Graton. It is notable that the staffing costs for Gold Ridge are considerably lower than either an independent or Graton model. This in part reflects economies of scale, par�cularly in the leadership and administra�ve func�ons.
Gold Ridge is sugges�ng that Sebastopol would pay for 1/8 of these posi�ons since we would be one of their eight sta�ons. We consider this a star�ng point for nego�a�ons with Gold Ridge should we pursue that path.
Based upon the proposals, the Gold Ridge proposal is the most cost effec�ve, provides quality, depth, and experience of leadership for the community, and con�nues the strong commitment to career and volunteer firefighters.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
CORE STAFFING COSTS
ANALYSIS:
The sustainability of a staffing model is important in deciding if consolida�on is appropriate. We recognize and commend our Fire Department for recrui�ng numerous new firefighters in recent years, bringing us from 14 firefighters 5 years ago to 32 firefighters today. Recruitment and training of new volunteer/s�pend firefighters will need to con�nue with any op�on. However, remaining independent will pose a significantly greater challenge in volunteer recruitment as we would need more of them than with consolida�on. We are not alone in this challenge; Graton has had difficul�es in ge�ng their volunteers to atend drills, and Occidental is interested in Sebastopol’s volunteers because they do not have enough of their own.
On the other hand, we recognize that there may well be recruitment challenges in a consolidated approach. We expect neighboring departments – Santa Rosa in par�cular – to recruit many new career firefighters in the next few years as many of their current firefighters re�re. The same is likely to occur in the higher-paying Departments in the Bay Area. On balance, we believe that the greater use of career firefighters that will be possible with consolida�on – along with reten�on and recruitment of volunteers – is the most viable approach. This is in part because Gold Ridge is a larger Department with more resources and opportuni�es, and thus likely to be more successful in its recruitment than Graton or an independent Sebastopol Fire Department.
Leadership Staffing: Should Sebastopol retain an independent Department, we an�cipate hiring and funding a full-�me Fire Chief. The costs of this posi�on, including benefits, are $283,000/year. We also an�cipate a full-�me administra�ve support posi�on at $174,000/year.
Should we consolidate, we an�cipate that we would not have our own full-�me Chief nor administra�ve support posi�on. As a star�ng point for future discussions, Sebastopol will share the Full Time Fire Chief.
A B C D
Sebastopol Current/No Tax
Sebastopol
With Measure
H
Gold Ridge
wth Measure H
Graton With
Measure H
Position/Role Count Count Count
Fire Chief Full time position vacant $283,065.00 1 $283,065.00 1/8th $35,625.00 10 hrs week $48,000.00 Battalion Chief $0.00 1/8th $30,102.00 ***1 $220,907.00 Fire Marshall $0.00 1/8th $21,373.00 $0.00
Prevention Captain **1 $187,122.00 1 $187,122.00 $0.00
Admin support/services
50% shared with building
department $174,000.00 1 $174,000.00 1/8**** $22,930.00 0.5 $87,000.00 Captain **3 $571,382.00 3 $571,382.00 3 $586,505.00
Engineer 1 position filled / 1 vacant $275,660.00 3 $413,490.00 3 $442,543.00 3 $493,615.00 Firefighter Career(Graton only) 0 3 $433,247.00
Volunteer FireFighter Stipened Shift
This includes $40,000
Retention Pay $125,000 $125,000.00 $129,609.00 $153,800.00 Volunteer FF Reimbursements calls/drills
## $150,000 $150,000.00 $150,000.00 $150,000.00
Volunteer Battalion Chief Coverage $28,800.00 $28,800.00 $26,000.00 Total Staffing Costs $1,036,525.00 $1,932,859.00 $1,590,686.00 $2,199,074.00 ** Using Gold Ridge rates
***Dedicated to act as Sebastopol
station chief also responsilbe for fire
marshall duties
**** 1/8th cost of combined Exec. Asst. &
Admin. Asst.
# Based on SCFD
## Currently in Sebastopol budget
Calls/Drills
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Gold Ridge has proposed that Sebastopol pay 1/8 of the costs of their Chief, a Batalion Chief, and administra�ve support. The ra�onale is that Sebastopol would be one of eight sta�ons in the District.
Should we consolidate with Graton, Sebastopol will share a part �me Fire Chief with Graton. Graton has proposed that Sebastopol fund ½ (ten hours) of their Chief posi�on and a full-�me Batalion Chief, and half (or more if requested) of an administra�ve support posi�on.
Overall, core and leadership staffing costs would be considerably less expensive with a merger with Gold Ridge than a stand-alone Department.
Other Operational Costs: Staffing costs typically represent the largest share of opera�ng costs for a fire department. We an�cipate that other opera�onal costs – including fuel, equipment, vehicle maintenance, insurance, u�li�es, etc. – should generally be similar no mater which op�on we choose.
The table below begins with Sebastopol’s FY 23-24 budget for other opera�ng costs; however, the figures stated for *“Other Opera�ng Costs” includes an addi�onal $50,000 to beter reflect the costs to provide effec�ve fire delivery services. (i.e., addi�onal personal protec�ve equipment).
EXPENSES:
Cost Categories Sebastopol Current Sebastopol Best Prac�ces Gold Ridge Graton Core Staffing $1,036,525.00 $1,932,859.00 $1,590,686.00 $2,199,074.00 Other Opera�ng
Costs*
$530,000.00 $530,000.00 $530,000.00 $530,000.00
Total Opera�ng Costs $1,566,525.00 $2,462,859.00 $2,120,686.00 $2,729,074.00 This table suggests that consolida�on with Gold Ridge is likely to be the most efficient op�on. We recognize that this is based largely on the staffing costs noted above, and that the final costs are subject to nego�a�on.
It is important to note that the opera�ng costs do not include the costs for apparatus and a new fire sta�on. We expect these costs to be similar across the different op�ons, with greater poten�al for some savings due to the economies of scale if we merge with Gold Ridge.
The costs to replace apparatus in a �mely manner will be significant, although we have not analyzed them in detail. Similarly, the costs for a new fire sta�on will also be substan�al. A $5 million es�mate was used for purposes of alloca�ng Measure H revenues across the County. We believe that the total could be much higher, based on the costs of building new sta�ons in recent years in Healdsburg, Santa Rosa, and Rohnert Park. Remodeling the current sta�on may be a beter op�on. In any case, the costs will be high.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
REVENUES
The table below shows poten�al revenues under different op�ons.
Revenue Sources Sebastopol Current Sebastopol Independent Consolida�on/Gold Ridge
Consolida�on/Graton
City General Fund $1,553,903.00 $1,553,903.00 $1,553,903.00* $1,553,903.00** Measure H $1,080,000.00 $1,080,000.00 $1,080,000.00***
Consolida�on
Parcel Tax
$1,111,058.00 $1,060,806.00
TOTAL $1,553,903.00 $2,633,903.00 $3,744,961.00 $3,694,709.00 * Gold Ridge proposal states that the amount would be a fixed percentage of the City’s annual revenue; we’ve used the amount in the City’s FY 23-24 budget for ease of comparison. ** Graton’s proposal on City General Fund is unclear. It includes a $1,245,065 amount, but states that the amount would be close to the current level of $1,553,903. We have used the current budget for comparison purposes.
*** Graton’s projected amount from the Fire Tax is $1,125,000; we adjusted this es�mate to reflect the City’s expecta�ons of revenue.
The key difference among the op�ons is that consolida�on includes about $1.1 million/year in parcel tax revenues. Gold Ridge’s tax is $265/year for a typical single-family home. Graton’s tax is slightly lower at $250/year. Both Departments indicated that they are cau�ous about raising their tax, and both last raised it in 2019.
When comparing the tables of expenses and revenues, it shows that the annual opera�ng costs for Sebastopol to remain independent are about $2.4 million/year. With Measure H and FY 23-24 General Fund (GF) funding, the City could cover those costs. However, this would leave litle funding for a new firehouse and proper replacement of apparatus, unless the City dedicated considerable amounts of addi�onal General Funds. Given the City’s dire fiscal outlook this does not appear feasible in the foreseeable future. Also, the City is looking at all op�ons to reduce projected General Fund deficits es�mated at an average of nearly $3 million/year for ten years. Thus, the City cannot remain independent if we want the quality of fire delivery services we believe our residents deserve.
Consolida�on gives us an addi�onal $1.1 million/year with either op�on. This would provide substan�al funding towards fleet and buildings. Just how much we need for those purposes is undetermined and may depend on part of consolida�on because it creates the poten�al for economies of scale and thus lower costs. If we do not need this full $1.1 million for fleet and buildings, we may be able to reduce our General Fund contribu�on below the level required by Measure H, which we project at approximately $1.2 million. The actual General Fund contribu�on is a topic for nego�a�ons during the consolida�on process.
Other topics/issues considered by the Ad Hoc Commitee:
Governance: The Sebastopol Fire Department is governed by the City of Sebastopol City Council. The Graton Fire Board currently has five directors who serve four-year terms. The terms are staggered so that no more than three directors change each elec�on cycle. Graton has proposed crea�ng elec�ons by Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
district, with two of seven districts in Sebastopol. This is too litle representa�on for Sebastopol, which responds to more calls than Graton. The Gold Ridge Fire Protec�on District Board of Directors is comprised of seven Directors elected to four-year terms of office. Gold Ridge would retain District-wide elec�ons. While not alloca�ng a par�cular number to Sebastopol, it allows for poten�ally greater City representa�on. Per Gold Ridge, their Board believes in transparency and community representa�on, and based on this belief they have stated there will be an opportunity to integrate residents from the city to serve on the Board as seats become available.
Fleet: It should be noted that there are differences in the proposals related to Fleet Management. We believe that Gold Ridge suggests a more appropriate, strategic approach. Sebastopol has minimal funding set aside for vehicle replacement. Although the City has recently purchased Type 1 and Type 3 Fire Engines, the City is s�ll behind in vehicle replacement.
Gold Ridge will provide a comprehensive preven�ve maintenance (PM) program consis�ng of semi-annual service and safety inspec�ons by equipment/safety specialists and a cer�fied fire mechanic, brake and lamp inspec�ons, and Basic Inspec�on of Terminal, if applicable. Repairs will be completed in-house, within their capability, and by outside vendors such as Twin Oaks Garage, Burton's Fire Apparatus in Modesto, Pete's Automo�ve in Sebastopol, as well as others, depending on the nature of repair. Reserve apparatus may also be available when equipment is out of service for an extended �me period. Gold Ridge Fire District has a comprehensive Fleet Replacement plan. Per Gold Ridge, while there are several apparatus approaching or beyond the replacement schedule, they believe they can manage the replacement of apparatus by u�lizing a lease purchase plan. The replacement of the fleet requires immediate ac�on, but Gold Rodge has indicated it can be priori�zed and spread across the next 5 years.
While we agree with this approach, we have not analyzed the viability of full fleet replacement in five years.
Graton stated their approach is to manage the two fleets separately. Per Graton, the current engines are designed to serve each other’s districts; there is nothing logical or any interest in moving engines around.
Their fleet replacement strategy varies based on use, reliability, and engine type. They indicated they will work with the City to determine immediate needs and es�mate the fleet replacement budget necessary to ensure reliable service to the community. Such an approach locks in the current situa�on and limits flexibility that may be desirable over �me. It also presumes that there are no economies of scale such as the possibility of needing fewer apparatus with a combined agency. Their Chief later said that there is flexibility on fleet over �me; what they submited is intended to be the ini�al approach.
New Station: In addi�on to response capabili�es, our current model does not adequately fund a new and much-needed fire sta�on. Also, we believe that prior es�mates of $5 million for a new sta�on may be considerably understated.
Whether the City remains an independent department or merges with Gold Ridge or Graton, in all scenarios altera�ons and improvements may be the responsibility of the City of Sebastopol. Measure H can help to fund some improvements, but the City would be responsible for all maintenance, repair, and altera�ons considered a capital improvement (Capital improvements are any single project that exceeds a cost of $15,000.).
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
It is recommended that the City review op�ons for either remodel or new building and propose that this be addressed in the new fiscal year. Currently, dra� drawings are being developed to allow us to beter es�mate remodel cost.
Administrative Support: Graton currently has a contract administra�ve assistant that supports their department and works 10-20 hours/week. Their proposal states they would like to extend an offer to the current administra�ve assistant (City of Sebastopol) to become full-�me, serving the needs of Sebastopol and Graton Fire. The City of Sebastopol’s current administra�ve posi�on works half �me for the Fire Department and half �me for the Building Department. While we appreciate the sensi�vity to retaining her as a current staff person, Graton does not explain why they would need to add a full �me posi�on, and has requested if merged with Graton that the city provide $87,000 towards the salary of the new full- �me posi�on.
The Gold Ridge Fire Protec�on District has three administra�ve employees who serve as support staff for the Fire Chief and management staff, as well as provide assistance to the public when they call or visit the sta�on. Administra�ve staff is also responsible for the following tasks: payroll, human resources (health insurance, PERS re�rement and worker’s compensa�on), accounts payable, accounts receivable, contracts, budge�ng, banking, finance, grant wri�ng assistance, volunteer onboarding and scheduling, and serves as clerk of the board. Gold Ridge has indicated that the integra�on of the current City of Sebastopol administra�ve assistant posi�on will need to be evaluated; we concur with this approach.
Emergency Management: Currently, the Sebastopol Fire Chief is the Emergency Manager for the City of Sebastopol. However, we propose that if the fire service responsibility is transferred to an outside fire agency, the City’s Emergency Management func�on be delegated to the City’s Police Department. As such, the City’s Chief of Police or their designee will serve as the City’s Emergency Manager. The Gold Ridge Proposal indicates that the Gold Ridge Fire Chief, or their designee, will provide leadership to the City’s emergency management func�on as it relates to emergency management, incident command, mi�ga�on, preparedness, response, and recovery. Graton’s proposal did not address their rela�onship to the City’s emergency management func�on.
Fire Marshall/Prevention: Currently, we address our marshal/preven�on responsibili�es by conduc�ng rou�ne inspec�ons by the one fire engineer as addi�onal du�es. As such there is a heavy reliance on the rela�onship with the City’s currently contracted Building Inspector. The City relies on contract or consul�ng services in the event of major or specialized new developments.
Gold Ridge: The 40-hour Preven�on Captain will be supervised by the Administra�ve Division Chief. Plan Check for new construc�on and tenant improvements would be conducted by an independent contractor with those costs passed along to the applicant. The contractor (H & S Associates) is the current contractor that the City of Sebastopol uses for plan review. The Preven�on Captain will conduct the new construc�on and tenant improvement inspec�ons. The Preven�on Captain will also have a suppression background and will be able to augment the response to greater alarm calls for service. Many of the current annual fire preven�on inspec�ons and pre-fire plan inspec�ons would be handled by the engine company. Managing the annual inspec�ons would be coordinated by the Preven�on Captain. The Fire Preven�on Captain would handle community outreach programs as well as act as the department Public Informa�on Officer (PIO). 24/7 Fire Inves�ga�on would be coordinated by the Administra�ve Division Chief. There are Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
currently 2 available inves�gators with an addi�onal inves�gator in trainee status. While large scale fires may incorporate the Sonoma County Fire Inves�ga�on Task Force, the majority of the incidents can be inves�gated internally by department personnel.
Graton: The engine captains are responsible for commercial building inspec�ons and upda�ng preplans annually. Graton contracts with the County of Sonoma for hazardous materials inspec�ons (CUPA). Their plan checks and building inspec�ons are contracted with Permit Sonoma at no cost to the fire department. Graton proposes that the s�pend fire chief for Cloverdale Fire conduct inspec�on and preven�on needs and that it is manageable within his part-�me role. To provide a higher level of customer service, Graton recommends that the Sebastopol Sta�on Chief be responsible for the fire preven�on aspects needed within the City of Sebastopol. The Sta�on Chief would be supported by the engine captains as needed. The captains would complete the commercial building inspec�ons and preplans to ensure a working knowledge of the proper�es.
Role of Volunteers:
If Sebastopol merges with Gold Ridge, Gold Ridge is commited to making the transi�on process as smooth as possible. All volunteers and career firefighters would transfer to the fire district holding their current rank. Gold Ridge regularly hires from our volunteer ranks and this would be an added benefit to the members who meet the minimum qualifica�ons for open posi�ons. A merger creates greater opportuni�es for career advancement. The proposed staffing model will include par�cipa�on from volunteers. The inclusion of volunteers is important to ensure appropriate response depth when mul�ple resources are required i.e. fires, traffic accidents, storm flood events, and mul�ple calls within the response area. A larger volunteer and paid labor force will enhance the ability to cover responses and sta�on coverage. Combining the two agencies will act as a recruitment and reten�on tool providing more choices and opportunity for par�cipa�on.
If Sebastopol merges with Graton, they would focus on incorpora�ng the current volunteer firefighters into the process. This assessment would start with surveying the current volunteers about what is essen�al and what would encourage their reten�on.
Culture: We recognize that combining organiza�ons is a complex, o�en emo�onally charged experience.
We also recognize that there is considerable value in matching the ‘culture’ of organiza�ons. Culture includes factors such as tradi�ons and symbols. Examples in the fire services are o�en around the iden�ty of the par�es involved. For example, it is important to some that the names on the apparatus reflect the 'home sta�on,’ and that the patches on uniforms do so as well.
Graton: Their Board is not interested in changing the name of their department or ours. They are defini�ve on that point. Per Graton, doing so would definitely impact our ability to recruit and retain volunteers as well as Graton’s. Graton does not propose changing the name on the sta�on, engines, patches, etc. Fire engines will remain with respec�ve departments; and Graton indicates fire engines were built for different service areas, and there is no ra�onal reason to change anything.
Gold Ridge: Integra�ng two agencies that have a tremendous amount of pride and history will be challenging. There will be a strong emo�onal response to the idea alone. The approach must be inclusive, allowing input from all stakeholders. A collabora�ve management style will be necessary. Ul�mately the Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
most important outcome of consolida�ng our two agencies is that our community will receive the benefit of a sustainable, community minded, dedicated, and professional emergency response.
Gold Ridge has indicated that they will include their vehicles will include both the District’s and City’s names. Their patches will note that the personnel are part of Gold Ridge and may include a way of iden�fying those from Sebastopol as well.
Transition: The process for transi�oning to a new organiza�on must be done though�ully and collabora�vely. Gold Ridge has a successful record of fire service reorganiza�ons. In 1993, the Gold Ridge Fire Protec�on District was formed following the merger of the Twin Hills and Hessel Fire Districts. Since that �me, Gold Ridge has also provided management, administra�ve, and fire protec�on services through several coopera�ve agreements or contracts. Most recently, Gold Ridge has successfully annexed and increased the level of services to some of those areas known as Sonoma County CSA-40, which included 8 volunteer fire companies. Gold Ridge is experienced with transi�ons. While there have been challenges which would be expected, we would work with them to apply lessons from their experiences to help with our merger.
Graton has not completed any mergers.
Regarding expanded staffing, Gold Ridge provides a more complete response. They indicate that all volunteers would transfer to the District with their current rank. The full-�me Engineer would be promoted to the proposed Preven�on Captain’s posi�on or be assigned to the Sebastopol sta�on. They indicated that they regularly hire from their volunteer ranks and suggest that they would con�nue this prac�ce and include Sebastopol volunteers within their candidate pool.
Graton has indicated that they would hire current volunteers or priori�ze internal candidates.
Both proposals recognize the need for discussions to occur at different levels once the City commits to merge with a partner. As an example, these discussions would include nego�a�ons at the management level with LAFCO, to tac�cal agreements to ensure con�nuity of safe fire ground opera�ons at the firefighter level. To achieve this, task groups or commitees comprised of members from both agencies will be established to address these issues and opportuni�es. Member selec�ons are to be based on exper�se, experience, and diversity. This should also include establishing ways to collaborate on the opera�onal details, ideally with firefighters with varying levels of skills and exper�se. It is an�cipated that working groups will be established to help coordinate the transi�on.
LAFCO Process: Any merger – or reorganiza�on - is subject to approval by the County’s Local Agency Forma�on Commission, or LAFCO. A leter from Mark Bramfit, LAFCO’s Execu�ve Director, is atached.
This leter outlines the process, �ming, and costs in detail. A summary is provided here.
At this point LAFCO cannot provide defini�ve �melines or cost es�mates. Should the City Council decide to pursue consolida�on and should Gold Ridge (or Graton if selected by the Council) also formally approve moving forward, we would work with LAFCO to begin the process and beter define �melines and costs.
The poten�al reorganiza�on would consist of two steps: an amendment to the sphere of influence of the district that would be taking on service provision, followed by the reorganiza�on itself, which is con�ngent on a protest proceeding that may or may not extend the �meframe significantly or annul the reorganiza�on outright.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
To amend a sphere of influence, LAFCO conducts a Municipal Service Review and atendant Sphere of Influence Study (MSR/SOI). LAFCO would conduct these studies upon request by the City and Gold Ridge or Graton a�er receiving a leter from each agency asking that the study be conducted; a formal resolu�on is not required.
Cost: LAFCO asks that one or both of the subject agencies pay the staff costs involved in conduc�ng an MSR/SOI study. This includes a $10,000 deposit; the costs for an MSR/SOI study for the en�rety of a City (all func�ons) have generally been on the order of $25,000 when the commission hires a consultant to do the work.
For fire and EMS services, the Commission conducted an expansive study for west county agencies, including the City, in 2019, using commission staff resources. Addi�onally, staff is currently comple�ng a study covering the Gold Ridge Fire District and another agency. Therefore, a study for Gold Ridge (if that is the City’s chosen agency partner) and the City could be completed fairly expedi�ously and at a lower cost.
The City is also welcome to seek a waiver of fees from the Commission. In the past, when the Commission has waived fees, they have waived staff �me costs but not any costs associated with no�cing hearings (in this case a newspaper pos�ng) or other external costs (such as legal services).
Depending on other workload, LAFCO staff considers an op�mis�c �meframe to complete an MSR/SOI study at four months, which includes a required 21-day public pos�ng of the report. LAFCO has a considerable number of other efforts underway which may affect this �ming. Hiring a consultant to do this work does not shorten the �meframe and has always extended �melines.
A reorganiza�on proposal to the Commission involves an applica�on by the annexing agency, including a resolu�on of applica�on, a deposit against fees, a plan for service, an applica�on form, and a map of the territory being annexed that meets State Board of Equaliza�on requirements. It is helpful, but not required, that the agency “ceding” territory (in this case the City) submit a resolu�on in support of the reorganiza�on. (The Commission would be unlikely to approve an annexa�on against the City’s wishes.) The most cri�cal component of the applica�on is the plan for service, which must describe how the annexing agency intends to provide service and how it will be funded. The Commission has approved a half-dozen fire agency reorganiza�ons in recent years, so examples of plans for service from those proposals are available. It would be important for the Commission to see any proposed or executed financial agreement between the City and the annexing agency that would speak to the financial viability of the reorganiza�on.
Because of the parcel tax that would come with consolida�on, every Sebastopol landowner must be no�fied directly (by mail) of the proceeding, and again if the reorganiza�on is approved and then subject to a protest proceeding. Also, if there is sufficient protest by landowners and/or voters, an elec�on must be undertaken at the applicant’s expense.
LAFCO staff has not evaluated how many parcels are within City limits, which would yield an es�mate of no�cing costs. Previous reorganiza�ons of this scope have generated fees on the order of $15,000, though it should be noted that none of the prior reorganiza�ons had protest levels that resulted in a required elec�on.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
From the date of submission of a complete applica�on, a reorganiza�on can be completed and recorded in about six months, assuming there is not sufficient protest to trigger an elec�on.
If the Council decides to proceed, LAFCO recommends that ge�ng the MSR/SOI underway is the cri�cal first step. Leters from both agencies to the Commission would start the process and should include a request for a fee waiver if that is necessary. While LAFCO staff is re�cent to make this recommenda�on, if there is urgency to move this proposal forward, the proponents can seek to have the Commission priori�ze staff resources for the effort.
LAFCO staff would then recommend that the City and the partner agency begin prepara�on of an applica�on package, and most notably the plan for service document. Dra�ing or even execu�ng a financial agreement might also be undertaken concurrently with the MSR/SOI prepara�on. The proponents should also consider consul�ng with the State Board of Equaliza�on regarding mapping requirements, and the County’s Auditor-Controller-Treasurer-Tax Collector regarding deadlines for applica�on of special taxes on annexed territories.
LAFCO staff also recommend that the City engage with its populace regarding any proposal, in part to avoid the poten�al for extending the �meframe of a reorganiza�on due to protests.
Next Steps
Should the City Council decide to proceed with a merger with Gold Ridge, there are several next steps that we recommend:
1. City Council direct staff to move forward with the merger of the Sebastopol Volunteer Fire Department with the Gold Ridge Fire Department; and
2. City Council direct staff to send a letter to the Local Agency Formation Commission (LAFCO) requesting initiation of the consolidation process, including a waiver of fees to the extent feasible; and
3. City Council authorize staff to take other actions as needed to initiate process with LAFCO, including payment of $10,000 deposit from Fire Department budget; and
4. Council authorize the City Manager to enter into a short-term agreement with Gold Ridge to provide Chief Officer services at the Sebastopol Fire Station during the transition period while developing a longer-term agreement subject to the approval of the City Council and Gold Ridge Board of Directors, and
5. Council Terminate Current Ad Hoc Fire Committee; and
6. Council Authorize Creation of new Ad Hoc Committee and Appointment to Ad Hoc Committee to represent the City in negotiations with LAFCO and the Gold Ridge Fire Department and related matters, with a description of tasks, roles, and responsibilities to be presented to the City Council for approval at a future Council meeting; and
7. City Staff to terminate recruitment for Fire Chief for City of Sebastopol; thereby terminating the 960 Annuitant Agreement with Todd Derum, and
8. Authorize the City Manager to explore Consulting Services for Negotiations and related assistance for Consolidation
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
COMMUNITY OUTREACH:
The Fire Ad Hoc Committee has met multiple times with Graton Fire Department Board, Gold Ridge Fire Department Board, former and current Fire chiefs, as well as meeting with members of the Sebastopol Volunteer Fire Department, both as a group and with some individuals. The City Manager and the Interim Fire Chief have also met with the fire volunteers upon request and with the Fire Chiefs from Gold Ridge and Graton.
This item has been noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to schedule meeting date.
FISCAL IMPACT:
A financial analysis/comparison can be found in the staff report above.
OPTIONS:
If the Council does not support merging with the Gold Ridge Fire Department, the City Council has the option to:
1. Merge with Graton Fire Department
2. Maintain an Independent Fire Department
ATTACHMENTS:
Attachment 1 Memo from Former Interim Chief Bruce Martin Attachment 2 Gold Ridge Fire Department Proposal
Attachment 3 Graton Fire Department Proposal
Attachment 4 LAFCO Letter re: Consolidation
Attachment 5 Organizational Charts from Sebastopol; Gold Ridge and Graton Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
1 MEMORANDUM
DATE: February 1, 2024
TO: Don Schwartz, City Manager
FROM: Bruce Martin, former Interim Fire Chief Consultant SUBJECT: Fire Department Observations and Recommendation
Following my two months in Sebastopol in November and December 2023 I have made several observations on the decisions facing the City with regards to its provision of fire services. I have mentioned some of these and offer them for your evaluation.
These comments are made about organization, positions and structure, not individual performance. The incumbents in the Fire Department are a skilled, dedicated group with a host of institutional knowledge. Their resilience has been tested during the inevitable consequences of pandemics, economic downturns, and changes in volunteerism. They have kept their mission focus and performed admirably. The department is clearly wrestling with a desire to perform at historic high and broad levels with a changed workforce.
With that in mind, the City and SFD must resolve to focus on core mission activities and how best to sustainably provide them.
Background
Fire protection in the State of California is a matter of local interest. That is, local communities and their governments decide if and how fire protection is provided, and to what level. If fire protection is provided, it then must comply with a variety of regulations concerning operation, training and personnel (e.g. CalOSHA regulations).
Overview:
The Sebastopol Fire Department’s mission is to be a leading emergency service organization by:
• Meeting the service requirements of our community in fire prevention, fire suppression, rescue and education • Utilizing and improving the dedication and skills of our people Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
2 • Continually improving all of our services and operations In order to accomplish this mission the City established a volunteer fire department organization, which evolved and currently exists with a full-time Fire Chief position, half-time administrative support, and two 40 hour Fire Engineer (driver) positions, one of which is unfilled. The Chief acts as a generalist manager with operations experience who supervises volunteer Assistant Chiefs, Fire Captains, Engineers and Firefighters and other staff, manages the organization, and provides emergency command for incidents. The Fire Chief also performs Fire Marshal duties, and acts as the City’s Emergency Manager.
Previous internal (Chiefs Braga and Piccinini) and consultant reports (RGS and Matrix) have identified and articulated specific staffing and response issues in which SFD is failing to serve its citizens as well as it could. Several mitigating SFD options were offered and analyzed in those reports. Solutions to this community need could be internal or external, as past reports have discussed.
Of chief concern is the lack of adequate and qualified response staffing (volunteer firefighter drivers) during the working hours of the week. There have been several documented cases of no response, or unacceptably long delay in response due to this issue. It happened several times in my two months.
The City has enjoyed a lower than average cost for its fire department due to its all-volunteer operational staffing. Some of the options described below could cost a greater portion of the City budget than previously experienced. (By way of background I taught financial management/budget at the California Fire Academy/Regional Academies for twenty years and have seen hundreds of municipal fire budgets).
Internal
The internal solution moves the department towards a combination staffing model, with fulltime paid Fire Captain (3.0) and Fire Engineer (3.0) positions to cover response 24/7/365, supplemented by the volunteer firefighters. There are necessary improvements to the fire station facility for a 24 hour workforce. These efforts likely require additional funding per the studies and a mechanism to generate it (e.g. tax) is required.
The Fire Chief position is more and more difficult to fill; this is true around the State in my observation. Given the compensation against the cost of housing, it is difficult for out of area candidates to make the move. Housing assistance for the Fire Chief would be a difficult policy choice in light of the current fiscal emergency, which itself may discourage candidates.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
3 An internal mitigation to the response issue was to create the Fire Engineer positions in SFD. That provides driver coverage four days a week now; hiring the other position would fill the remaining open days and would be a worthy short-term action.
Maintaining an adequate cadre of volunteers will be a continuing effort. In general, volunteerism had diminished across the nation in many sectors; firefighters are no exception. Volunteers seem to have two general motivations: community and career. Community minded volunteers live in town, are response available most of the time, and serve for more traditional reason of community care.
Career minded volunteers may live remotely, will work scheduled volunteer days, and serve to gain experience and help their search for career employment elsewhere. Career minded volunteers likely have a shorter “career” in the SFD, necessitating constant recruiting, training and renewal of the force. It also results in periodic capability gaps such as the current dearth of qualified drivers.
Additionally, there are several operational and personnel issues I observed which can be resolved by filling the role of Fire Chief in a permanent and full-time manner. Most of these issues are likely addressed by updating and implementing existing policies, and include the areas of emergency medical level of service, volunteer hiring processes, driving standards, training mandates, and scheduling volunteer shift coverage.
The Fire Marshal role of the Chief is not a large time commitment, but some expertise in fire protection planning is required. This requirement acts as another barrier to candidates and is not worth it for a City the size and complexity of Sebastopol. The simple solution would be to outsource new construction fire plan checking to the existing City contractor for the Building Department.
The Emergency Manager role is a plan maintenance and training function within the City’s Disaster ordinance. It can fit with this position, perhaps augmented by some planning funds to buy consultant time for more involved exercises and projects.
External
The external solution which the City has been contemplating for some time is to consolidate with a neighboring jurisdiction. While that could take the form of several different governance options (e.g. Joint powers agreement, contract for service), the option most common in Sonoma County is a true City/Fire Protection District deannexation/annexation. The particulars are found in the government code and it is an involved process, however it has occurred successfully several times in the past thirty years within Sonoma County. The Fire Districts, Board of Supervisors and LAFCO are attuned to the process and generally supportive. The Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
4 process could take many months to design and execute and include bringing over a new tax override to Sebastopol citizens, which would need to be marketed.
Benefits of consolidation fire protection responsibilities with a neighbor include relieving the City of the necessity to staff and operate its fire department; that duty is transferred over to the successor fire protection district. Additionally, districts may bring capacity to handle unaddressed or lightly addressed FD issues mentioned above. Governance of the fire department transfers completely to the fire protection district, itself an autonomous political subdivision of the State, with its own elected Board. City influence on the Board would be collaborative rather than authoritative. The studies presented the idea that the successor district could be funded by its own tax overlay and an annual city funding commitment to be negotiated, but in the range of current city budget appropriations for fire.
The City could negotiate a CPI based escalator and/or cap to provide more budget certainty.
Operationally, the successor district and its funding mechanism could result in a 24/7/365 staffed fire station in Sebastopol. Of the two choices currently contemplated by the City (Gold Ridge and Graton), Gold Ridge has full time career staff chief officers and a depth of resources greater than Graton. While the staff and members of Graton FPD are quite capable, they work part-time or as volunteers and would have to develop how to handle the internal aspects of City needs. Gold Ridge stations and resources seem to have more adjacency and depth than Graton FPD’s, meaning the City would have greater back-up coverage during simultaneous and full alarm (fire) calls. Gold Ridge could handle Fire Marshal needs in conjunction with the City and may or may not be able to take on Emergency Management functions – that would have to be negotiated or shifted over to another City department, such as Police.
Both options would weave the current volunteers into the new organization, and the volunteers are absolutely necessary to provide the depth of staffing needed. Both options would require fire station improvements for 24/7/365 staffing.
Recommendation
Based on my experience and observations at the City of Sebastopol I recommend it pursue consolidation efforts with the Gold Ridge Fire Protection District. An immediate effort to cover the fire chief role and mitigate the weekday lack of response could be negotiated, as the parties progress towards a successful consolidation effort.
This is a dynamic process and if it was easy there would be many less fire departments in California. The National Volunteer Fire Council and International Association of Fire Chiefs have some general guidance on consolidation efforts, which I shared with the Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
5 Fire ad Hoc Committee. Above all it will be critically important to gain the trust and cooperation of the volunteer firefighters. They will continue to play an important role in the future organization.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Gold Ridge Fire Protection District
Proposal for
Consolidation
With Sebastopol Fire Department
Shepley Schroth-Cary
2-23-2024
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
1 Introduction
The Gold Ridge Fire Protection District was formed in 1993 when the Hessel and Twin Hills Fire Departments merged. In July of 2023, we completed the consolidation of the Volunteer Fire Companies CSA 40 into the District. This was the conclusion of an extended shared service agreement between the County of Sonoma, North Bay Fire, and the Gold Ridge Fire Protection District. The District is comprised of three staffed fire stations and 7 volunteer staffed stations located in the communities of Fort Ross, Camp Meeker, Freestone, Twin Hills, Bodega, Valley Ford, Hessel, Two Rock, Wilmar, and Lakeville. The district offers all-risk fire protection and emergency medical response spanning 226 square miles of rural Sonoma County, serving a population of roughly 25,000 residents, as well as providing mutual aid to all surrounding fire districts.
Gold Ridge is a combination Fire District consisting of 20 full-time firefighters, 3 battalion chiefs, 2 division chiefs, a fire chief, 3 administrative staff and approximately 180 volunteers. The full-time fire suppression staff at Gold Ridge works a 48 hour on-duty, 96 hour off-duty schedule covering three rotating shifts. Gold Ridge volunteers contribute to the organization in several important ways. They are available for response whenever needed, they fill stipend daytime and sleeper shifts, they staff engine companies during large wildland fire response, and provide station coverage. Our volunteers are comprised of district residents and out of district members. We recruit interns from the Junior College who make a year-long commitment to the organization. After their year-long internship, they have the option to become volunteers. Additionally, we have an Explorer Post which continues to mentor new volunteers.
Operations
The Fire Chief, or his designee, will provide leadership in the areas of emergency management, mitigation, preparedness, response and recovery. Under the authority of the Fire Chief, the Battalion Chief is responsible for planning and directing the regular daily operation of the assigned shift using discretion and independent judgment. Duties include supervising equipment operation, fire suppression, fire prevention, equipment maintenance, facilities maintenance, training, incident command, public education, daily activities, and personnel management, which includes assigning work schedules for paid and volunteer staff. The Battalion Chief will handle community concerns and staff discipline for events occurring during their assigned shift. There will be a Captain, an Engineer and a Volunteer Firefighter assigned to each shift. Captains are responsible for completing projects assigned by the shift Battalion Chief, ensuring equipment readiness, managing emergency response, and coordinating daily training of paid staff and weekly training of volunteer staff.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
2 Administration
The Gold Ridge Fire Protection District has three administrative employees who serve as support staff for the Fire Chief and management staff, as well as provide assistance to the public when they call or visit the station. Administrative staff is also responsible for the following tasks: payroll, human resources (health insurance, PERS retirement and worker’s compensation), accounts payable, accounts receivable, contracts, budgeting, banking, finance, grant writing assistance, volunteer onboarding and scheduling, and serves as clerk of the board.
Fire Prevention
The 40-hour Prevention Captain will be supervised by the Administrative Division Chief. Plan Check for new construction and tenant improvements would be conducted by an independent contractor with those costs passed along to the applicant. The contractor (H & S Associates) is the current contractor that the City of Sebastopol uses for plan review. The Prevention Captain will conduct the new construction and tenant improvement inspections. The Prevention Captain will also have a suppression background and will be able to augment the response to greater alarm calls for service. Many of the current annual fire prevention inspections and prefire plan inspections would be handled by the engine company. Managing the annual inspections would be coordinated by the Prevention Captain. The Fire Prevention Captain would handle community outreach programs as well as act as the department Public Information Officer (PIO). 24/7 Fire Investigation would be coordinated by the Administrative Division Chief. There are currently 2 available investigators with an additional investigator in trainee status. While large scale fires may incorporate the Sonoma County Fire Investigation Task Force, the majority of the incidents can be investigated internally by department personnel.
Added Service Level
An increased service level will be achieved in several ways. The new revenue from the tax overlay will provide staffing at the Sebastopol Station. The addition of staffing will be the most significant enhancement to public safety. The proposed staffing model will include participation from volunteers. The inclusion of volunteers is important to ensure appropriate response depth when multiple resources are required i.e. fires, traffic accidents, storm flood events, and multiple calls within the response area. A larger volunteer and paid labor force will enhance the ability to cover responses and station coverage. Combining the two agencies will act as a recruitment and retention tool providing more choices and opportunity for participation. A combined work force will strengthen specialized programs like water rescue, large animal rescue, and technical rescue. The Gold Ridge Fire Protection District has made a significant investment in providing meaningful training to our members. Recently, two training captains have been hired who are supervised by the B shift Battalion Chief and are tasked with ensuring training is engaging for volunteers. Additionally, the district was awarded a Staffing for Adequate Fire and Emergency Response (SAFER) Grant to bolster recruitment, retention and training of volunteers. As one agency, immediate efficiencies will be achieved on a day-to-day Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
3 operational level. This includes 24-hour Battalion Chief coverage. The Division Chiefs and Fire Chief provide duty chief coverage providing redundancy and depth of supervision for significant events including EOC activations. Full time staffing, an established training program, operational efficiencies, and a continued investment in volunteer participation will create a sustainable and efficient fire service for the City of Sebastopol and its residents.
Proposed Staffing Model
The proposed staffing model at the Sebastopol Station would include daily staffing of one fulltime Captain, one full-time Engineer, and one Volunteer Firefighter Stipend. The primary work location for the 40-hour Prevention Captain would be the Sebastopol station. Daily operations would be overseen by the on-duty Battalion Chief. The chart below represents the approximate cost to achieve the desired staffing model.
Gold Ridge is committed to making the transition process as smooth as possible. All volunteers would transfer to the District holding their current rank. In the case of the full-time Fire Engineer, he would have the opportunity to be promoted to the proposed 40-hour Prevention Captain’s position or work as an Engineer assigned to the Sebastopol station working a 56 hour work week. Gold Ridge regularly hires from our volunteer ranks this would be an added benefit to the members who meet the minimum qualifications for open positions. The current Fire Chief would be offered an opportunity to assist during the transition period. The integration of the current Senior Administrative Assistant position will need to be evaluated.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
4 Revenue
The Gold Ridge special taxes would generate approximately $1.1 million of new revenue if applied to Sebastopol boundary parcels. The summary of our taxes are as follows: The 1997 tax is a unit of risk assessment at $5.00 per unit of risk. A typical residential home is 4 units of risk equaling a total charge of $20.00. This tax passed with 84% percent support. Measure O was passed in 2008 with 76% support. Measure O is a very simple tax and is only applied to improved parcels at the rate of $45.00/parcel. Our most recent tax Measure E was passed in 2019 with 70% support. The three taxes combined when applied to a typical single-family home comes to a total of $265.00 annually. Attached are the individual ordinances for each tax.
Measure H allocates 1.8% of approximately 60 million dollars or $1,080,000 annually. The funds from Measure H are meant to be used for staffing and facility improvements.
The City of Sebastopol should continue to contribute to the cost of providing fire protection in the City. The City’s funding contribution should be expressed as a fixed percentage of the City’s annual revenue; therefore, it would fluctuate with the economic ups and downs. The initial amount would be negotiated and dictated by immediate and projected needs. The funding effort by the City will be largely dependent on the success of Measure H. The goal of the funding agreement would be to provide consistency to the City budget process, while also meeting infrastructure, apparatus, and operational needs for adequate fire response.
Estimated Revenue Using Gold Ridge Special Tax applied to Sebasopol City Parcels Use Code Type Use Code
count Base Rate Building Primary Size .14 per sq ft Building Secondary Size .14 per sq ft Agricultural Total 2.00 $ 200.00 - -$ - $ -
Commercial Total 329.00 $ 98,700.00 1,749,064.00 $ 244,868.96 194,921.00 $ 27,288.94 MultiFamily Total 114.00 $ 99,345.00 -$ $ -
Residential Total 2,350.00 $ 640,655.00 -$ $ -
Total 2,795.00 $ 838,900.00 1,749,064.00 $ 244,868.96 194,921.00 $ 27,288.94 Revenue Total 1,111,057.90
Gold Ridge Tax
CHARGE BASE
Residence
Sq Ft
Parcel
USE CODE
SUMMARY GROUP RATE PER APN RATE PER ADDITIONAL UNIT
$100.00
Residential $200.00
Commercial
Other Parcels
$100.00
$0.14
N/A
$300.00
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
5 Fleet Management
Gold Ridge will provide a comprehensive preventive maintenance (PM) program consisting of semi-annual service and safety inspections by equipment/safety specialists and a certified fire mechanic, brake and lamp inspections, and Basic Inspection of Terminal, if applicable. Repairs will be completed in-house, within our capability, and by outside vendors such as Twin Oaks Garage, Burton's Fire Apparatus in Modesto, Pete's Automotive in Sebastopol, as well as others, depending on the nature of repair. Reserve apparatus may also be available when equipment is out of service for an extended time period. Gold Ridge Fire District has a comprehensive Fleet Replacement plan:
• Command Vehicles: 10 years. Battalion Chief’s unit runs 3-4 years front-line, then is moved into utility use for the balance.
• Type 1 Engine: 20 years. No reserves.
• Type 3 Engine: 20 years. One reserve, so most reliable unit retired from front-line is moved into reserve capacity.
• Water Tender: 25 years. No reserves.
• Ladder Truck: 25 years.
• Rescue: 25 years.
While there are several apparatus approaching or beyond the replacement schedule, we believe we can manage the replacement of apparatus by utilizing a lease purchase plan. It is estimated that there is around $3 million worth of expenditure to replace the aging fleet and meet the District Fleet Replacement schedule. An old financing quote provided to the District quoted a %3.25 interest rate for a $3 million loan with an annual payment of $486,066.11 over seven years. Current rates are high and are expected to increase. The replacement of the fleet requires immediate action, but it can be prioritized and spread across the next 5 years.
Facilities
The station requires upgrades to the bathrooms and the addition of sleeping quarters. The cost and timing of these improvements is challenging. It may be necessary to house staff in a temporary building while station improvements are completed. Further analysis is required to provide an associated cost with the needed improvements. There are several ways to approach the ownership of the building and future improvements. One example would be:
The City of Sebastopol will lease the Fire Station to the Gold Ridge Fire Protection District for the nominal fee of $1.00 per year. Gold Ridge will use the premises for public safety purposes. The City shall be responsible for insurance protection of improvements against fire and other risks. Gold Ridge will provide normal, daily operations, and maintenance for the leased facility consistent with established district standards. Gold District will be responsible for all utilities, including gas, electricity, water, and trash removal.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
6 Normal daily operations and maintenance services include janitorial supplies, cleaning, maintenance of interior and exterior surfaces; service and repair of plumbing and electrical systems; trash pickup; and other minor repairs. Repairs of major items—such as air conditioning, apparatus doors, heating systems, and exterior coverings—are covered by participation in the station maintenance plan. Alterations and improvements in excess of $15,000 will be the responsibility of the City of Sebastopol and would be submitted to the City by the Chief for consideration. It is assumed that the station will be in operational order at time of transition and that the identified repairs at the station will be complete or a plan to correct any issues will be agreed upon.
The City shall be responsible for all maintenance, repair, and alterations considered a capital improvement (Capital improvements are any single project that exceeds a cost of $15,000.). Capital projects may include seismic repair, major remodel, renovation/ relocation of stations and new fire station construction including structural upgrade required by law.
The above proposed handling of the facilities does not resolve the challenge of funding the needed improvements to the fire station, but there are other options to explore. We are not the first two agencies to be challenged with this possible scenario. The subject needs to be discussed in greater detail.
Governance
The Gold Ridge Fire Protection District Board of Directors is comprised of seven Directors elected to four-year terms of office. The formation of the Board of Directors is pursuant to the provision of the California Health and Safety Code section 13842 and Government Code section 56886(n). The terms of four Directors expire in December of 2022, and three expire in 2023.
Our Board believes in transparency and community representation, based on this belief there will be an opportunity to integrate residents from the city limits to serve on the Board as seats become available. During preliminary discussions regarding consolidation, the Gold Ridge Board Chair has expressed the desire for inclusion of representation from city residents on the Board.
Initially, an oversight committee consisting of representatives from the City, Sebastopol Fire and Gold Ridge may be the best way to ensure collaboration. During the transition period the oversight committee would have a standing report on the Gold Ridge Board Agenda.
Summary
The benefit of consolidating our two agencies is shared. Operational and managerial efficiencies would be achieved. New opportunities to our volunteer and paid staff will be provided. A consolidated training program will ensure that responders are effective and efficient. The addition of a staffed engine company will enhance the safety of the region. We will be prepared for the challenges of the future.
Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
7 Integrating two agencies that have a tremendous amount of pride and history will be challenging. There will be a strong emotional response to the idea alone. The approach must be inclusive, allowing input from all stakeholders. A collaborative management style will be necessary. The leadership of the Gold Ridge Fire Protection District is prepared and capable of bringing our two departments together. It will be important that City leadership and Sebastopol Fire Department leadership are also up to the challenge and committed to the end goal.
The next steps towards consolidation should include:
• LAFCO engagement
• Short-term shared service agreement
• Negotiations
• Engaging a political consultant to educate the community on the benefits of consolidation.
• Co-authored Sphere of Influence (SOI) Study request to LAFCO • Application for Reorganization and a collaborative Plan for Service Ultimately the most important outcome of consolidating our two agencies is that our community will receive the benefit of a sustainable, community minded, dedicated, and professional emergency response. While we look forward to next steps, we should always ask the question, does this make sense and how will it serve the public? Gold Ridge District and Sebastopol City Contiguous Boundary Agenda Item Number: 5 Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Index of Attachments
1. Fire Chiefs Expectations
2. Current Salary Schedule
3. Stipend Timecard
4. Gold Ridge Special Tax Information
a. 1997 Tax Ordinance
i. Units of Risk Use Codes
b. Measure O
c. Measure E
5. Fleet Inventory and Replacement Schedule
6. Gold Ridge Fire Protection District Budgets (3 fiscal years) a. Final Budget FY 2021-2022
b. Final Budget FY 2022-2023
c. Final Budget FY 2023-2024
7. Gold Ridge Fire Protection District Financial Audits (3 fiscal years) a. Financial Audit FY 2020-2021
b. Financial Audit FY 2021-2022
c. Financial Audit FY 2022-2023
8. Current District Map
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
GOLD RIDGE FIRE PROTECTION DISTRICT
Proudly serving the communities of Hessel, Twin Hills, Freestone, Fort Ross, Camp Meeker, Bodega, Valley Ford, Bloomfield, Two Rock, Wilmar, San Antonio, and Lakeville Headquarters: 4500 Hessel Road, Sebastopol, CA 95472 (707) 823-1084 · www.goldridgefire.org
FIRE CHIEF EXPECTATIONS
MISSION STATEMENT: Our mission is to protect our communities through emergency response, public education, and community engagement.
VISION STATEMENT: We strive for excellence and seek improvement through innovation, education, training, and teamwork.
OUR CORE VALUES ARE: Honesty | Professionalism | Respect | Service | Teamwork Emergency Response
Equipment and personnel will always be prepared to respond. Always maintain situational awareness and be physically and mentally prepared. Appropriate PPE will be worn by all responders.
More time is saved by quickly initiating a response than by driving fast.
Training
Train as close to reality as possible.
Wear the appropriate PPE for the training activity.
When possible, participate in training as a member of the crew not as an instructor. Seek training opportunities, and when possible, train with neighboring agencies.
Relationships
Your success is dependent on your relationship with your supervisors, peers, and subordinates. Treat everyone with respect and in the manner that you would want to be treated. Provide a high level of customer service internally and to the community. Communicate with people effectively and handle conflict at the lowest level. Do not participate in rumors and bad-mouthing of other shifts and agencies. Have an open mind and be inclusive of others and their ideas.
Safety
Keep yourself and your crew safe during all activities and times. Apply a risk versus gain approach to all your decisions. Wear your PPE.
Leadership
Take responsibility for your actions and the actions of your subordinates. Perform your duties with pride and integrity.
Invest in your subordinates and help them achieve their goals. Recognize that you are being watched and always scrutinized by the public, your peers, and your subordinates. Lead by example.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Gold Ridge Fire Protection District
Publicly Available Pay Schedule
Effective 07/01/2023
Chiefs Annual Salary Schedule
Classification / Title Step 1 Step 2 Step 3 Step 4
Fire Chief 40 hours $ 171,328 $ 179,894 $ 188,889 $ 198,333 Division Chief 40 hours $ 155,422 $ 163,193 - -
Battalion Chief 56 hours $ 127,867 $ 134,260 $ 140,973 $ 148,022 Supression Annual Salary Schedule
Classification / Title Step 1 Step 2 Step 3 Step 4 Step 5 Captain $ 104,381 $ 109,600 $ 115,080 - -
Engineer $ 77,503 $ 81,582 $ 85,876 $ 90,168 $ 94,676
Firefighter $ 66,854 - - - -
Administration Annual Salary Schedule
Classification / Title Step 1 Step 2 Step 3 Step 4
Executive Assistant 40 hours $ 105,373 $ 110,641 $ 116,174 $ 121,982 Administrative Assistant up to 32 hours $ 72,800 - - -
Volunteer Coordinator up to 32 hours $ 53,248 - - -
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
NAME: MONTH / YEAR:
STA #
DAY FST FSL OST OSL INT Misc DAY FST FSL OST OSL INT Misc 1 17
2 18
3 19
4 20
5 21
6 22
7 23
8 24
9 25
10 26
11 27
12 28
13 29
14 30
15 31
16 TOTAL
FF Stipend (FST) X $32 =
FF Sleeper (FSL) X $60 =
Officer Stipend (OST) X $40 =
Officer Sleeper (OSL) X $80 =
Intern (INT) X $188 =
Misc. Hourly Pay (Misc)
Total Amount:
Description of Misc. hrs. worked
Volunteer Signature: Date:
Dept. Chief Approval: Date:
ALL TIMECARDS MUST BE SIGNED BY THE VOLUNTEER & STATION BC AND TURNED IN BY THE 3rd WORK PERIOD: 1st THRU 31st - PAID ON 10th OF FOLLOWING MONTH Gold Ridge Fire Stipend Timecard
1 STIPEND CREDIT = 3 HOUR BLOCK
1 INTERN CREDIT = 24 HOUR BLOCK
24 Hour Stipend Block = 4 Stipend
Credits and 1 Sleeper Credit
Please enter the TOTAL number of
completed CREDITS per day under the
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Fleet Inventory
Location E# YR Type Description
Replace
Year Due Mfr. Model License
Bodega 8782 2008 Type 1 Engine 2028 -4 Rosenbauer INT'L 4400 1300700 Bodega 8740 2020 Utility Pickup 2030 -6 Chevy K1500 1593682 Bodega 8762 2011 Type 3 Engine (4x4) 2031 -7 Rosenbauer Navistar /INT'L 1303758 Bodega 8792 2018 Type 2 Water Tender 2043 -19 Rosenbauer INT'L 7400 1411767 Camp Meeker 5585 1986 Type 1 Engine 2006 18 Kenworth Beck 494725 Camp Meeker 5562 2014 Type 6 Engine (4x4) 2029 -5 Ford F550 1375656 Fort Ross 4363 1984 Type 3 Engine 2004 20 Ford 750 1028464 Fort Ross 4331 1996 Utility Truck 1-Ton (Squad) 2006 18 Chevy 3500HD 1001711 Fort Ross 4396 1988 Type 2 Water Tender 2013 11 Ford E209313 Fort Ross 4340 2010 Utility Pickup 2020 4 Ford F150 73891U2 Fort Ross 4356 2008 Type 6 Engine (4x4) 2023 1 Ford F550 1449910 Fort Ross 4372 2004 Type 3 Engine 2024 0 Chevy 7500 1182196 Fort Ross 4356 2009 Type 6 Engine (4x4) 2024 0 Ford F550 1305958 Fort Ross 4371 2003 Type 2 Engine 2028 -4 Ford F-650 1094898 Freestone 8193 1995 Type 2 2015 9 Inter'l Central States Water Tender 8191 E358009 Freestone 8143 2015 Utility 2025 -1 CHEVROLET TAHOE 1403071 Hessel 8131 2008 Utility 2018 6 Ford F550/Boise Air/Light Unit 8131 1286640 Hessel 8141 2011 Utility 2021 3 Chevrolet Silverado 1339614 Hessel 8191 new 2021 Type 2 2023 1 Rosenbauer Water Tender Hessel 8181 2003 Type 1 2023 1 HME/Ferrara Fire Engine-1250 GPM Class A Pumper E425159 Hessel 8171 2022 Type 3 2022 2 Rosenbauer Type 3 Engine BW33H09 Hessel 8161 2009 Type 3 2029 -5 Rosenbauer HME Engine 8161 1321540 Hessel C8100 2023 Utility 2033 -9 Chevrolet Tahoe 1625263 Lakeville 9744 2002 Type 3 Fire Boat 2022 2 SAFE RBHS-B CF5447XC Lakeville 9781 2012 Type 1 Engine 2032 -8 Spartan Metro Star 1351354 Lakeville 9777 2003 Type 3 Engine 2023 1 International 7400 1449906 Lakeville 9701 2013 Utility Command 2023 1 Ford EXPEDIT 1412465 Lakeville 9741 2016 Utility SUV 2026 -2 Ford Police Interceptor 1470718 Lakeville 9779 2021 Type 3 Engine 2041 -17 Rosenbauer International 1416550 Twin Hills 8192 2005 Type 2 2025 -1 HME/Ferrara Water Tender 8192 1233524 Twin Hills U8142 2015 Utility 2025 -1 Chevrolet Silverado 1403069
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Location E# YR Type Description
Replace
Year Due Mfr. Model License
Twin Hills 8162 2018 Utility 2028 -4 Rosenbauer 2018 IH Chassis 8162 Twin Hills B81 2019 Utility 2029 -5 Chevrolet Silverado Twin Hills 8182 2011 Type 1 2031 -7 Ferrara Type 1 Custom Pumper 1321592 Twin Hills 8102 2022 Utility 2032 -8 Chevrolet Silverado 1639987 Twin Hills B8112 2023 Utility 2033 -9 Chevrolet 1625264 Twin Hills B8111 2023 Utility 2033 -9 Chevrolet 1633501 Two Rock 9640 2006 Utility SUV (4x4) 2016 8 Ford Expedition 1167289 Two Rock 8980 1998 Type 1 Engine 2018 6 Central-States HME 055994 Two Rock 9669 2009 Type 6 Engine 2024 0 Ford F550 1269126 Two Rock 9791 2009 Type 1 Engine/ Tender 2029 -5 Rosenbauer Spartan 1313140 Two Rock 9671 2021 Type 3 Engine 2041 -17 Rosenbauer International 1416499 Valley Ford 8690 1991 Type 2 Water Tender 2016 8 INT'L Beck E099888 Valley Ford 8630 2004 Type 6 Engine (4x4) 2019 5 Ford F550 1182177 Valley Ford 8640 2014 Utility Command 2024 0 Ford EXPLORE 1418282 Wilmar 9401 2020 Utility 3/4 Ton Pickup 2030 -6 Chevy K2500 Temp Wilmar 9441 2002 Utility 3/4 Ton (4x4) 4-door PU 2012 12 Chevy 2500HD 1222425 Wilmar 9471 2003 Type 3 Engine 2023 1 Freightliner American LaFrance 1158625 Wilmar DC89 2020 Utility Pickup 2030 -6 Chevy K1500 1593683 Wilmar 9496 2007 Type 2 Tactical Water Tender 2032 -8 Freightliner Westgates 1233655 Wilmar 9481 2016 Type 1 Engine 2036 -12 Spartan Riverside/ER Star 1534569
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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Account and Description FY 2022/23
10 · Tax Rev
1000 · Prop Tax - CY secured 1,823,097
1001 · Direct Charges - CY 1,589,706
1011 · SB 2557 Prop Tax Admin (23,260)
1020 · Prop Tax CY sup 46,988
1040 · Prop Tax -CY unsce 55,756
1042 · Cost Reimb-Coll Del CY Uns 0
1060 · Prop Tax PY sec (134)
1061 · Direct Charges PY 15,198
1070 · 1100 Prop Tx PY unsec 1,169
1080 · Property Taxes-PY Supp (56)
Total 10 · Tax Rev 3,508,464
17 · Use of Money/Property
1701 · Interest Earned 9,500
1801 · Rent of Real Estate 21,000
Total 17 · Use of Money/Property 30,500
20 · Intergovernmental Revenues
2440 · ST-Homeowners Prop Tax Relief 10,000
2500 · ST Strike Team 100
2900 · So.Co. Enhanced Services 600,000
2910 · Government Agency - MRFD 20,000
2920 · Government Agency - NBF 675,000
2930 · Government Agency - OCC 18,000
2930 · So.Co. DSI 5,000
Total 20 · Intergovernmental Revenues 1,328,100
30 · Charges for Services
3600 · Address Signs 550
3661 · Fire Control Services 0
3700 · Copy Fees 10
Total 30 · Charges for Services 560
40 · Miscellaneous Revenues
4040 · Cell Tower 18,840
4100 · Workers' comp Ins. Refund 0
4101 · Miscellaneous Revenues 1,000
4102 · Donations/Reimbursements 1,000
40 · Miscellaneous Revenues - Other 0
Total 40 · Miscellaneous Revenues 20,840
45 · Carry over revenue from prior year(s) 350,000
Total 45 · Carry Over from prior year(s) 350,000
Grand Total Revenues 5,238,464
Gold Ridge Fire Protection District
FY 2022/2023 FINAL Budget
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Account and Description FY 2022/23
Gold Ridge Fire Protection District
FY 2022/2023 FINAL Budget
50 · Salaries/Emp Benefits
5910 · Payroll Expenses 2,193,715
5911 · Extra Help 20,000
5912 · Strike Team Payroll Expenses 100
5913 · Boards 2,100
5915 · Overtime 100,000
5922 · FICA Retirement 42,063
5923 · PERS 500,000
5924 · Medicare 31,508
5930 · Health Insurance 431,514
5931 · Disability Insurance 6,000
5935 · Unemployment 10,000
5940 · Workers' Comp 230,000
Total 50 · Salaries/Emp Benefits 3,567,000
60 · Services/Supplies
6020 · Clothing/Personal 7,000
6040 · Communications 20,000
6060 · Food 8,000
6080 · Household Expense 6,500
6100 · Insurance 48,717
6140 · Fleet Maintenance 55,000
6145 · Equipment Maintenance 25,000
6149 · Radio Maintenance 5,000
6180 · Building Maintenance 25,000
6261 · Medical Supplies 8,000
6280 · Memberships/Subcriptions 35,000
6290 · Other Dept. Expense 8,000
6400 · Office Expense 5,000
6405 · Computer Expenses 2,500
6410 · Postage 900
6461 · Operating Supplies 7,000
6526 · Dispatch Fees 7,500
6540 · Payroll Services 6,500
6587 · LAFCO Charges 13,900
6610 · Legal Services 12,000
6630 · Audit Services 8,000
6640 · ALS Professional Services 265,000
6654 · Medical Exams 5,500
6800 · Public/Legal Notices 600
6801 · Newsletter 6,000
6820 · Equipment Lease 3,700
6880 · Small Tools 30,000
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Account and Description FY 2022/23
Gold Ridge Fire Protection District
FY 2022/2023 FINAL Budget
6881 · Safety Equipment 38,000
7005 · Election Expense 10,500
7120 · Training 17,000
7121 · Fire Prevention 2,500
7201 · Fuel 45,000
7202 · Water/Sewer Expense 850
7300 · Transportation/Travel 5,000
7320 · Utilities 9,000
Total 60 · Services/Supplies 753,167
75 · Other Charges
7910 · L.T. Debt Principal 86,278
7930 · L.T. Debt Interest 22,779
7970 · Taxes/Assessments 2,757
Total 75 · Other Charges 111,814
85 · Assets
8510 · Building 100,000
8560 · Equipment 342,000
Total 85 · Assets 442,000
90 · Appropriations
9000 · Contingencies 354,483
9030 · Wellness Program 10,000
Total 90 · Appropriations 364,483
Grand Total Expenditures 5,238,464
Increase/Decrease to Fund Balance (0)
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
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Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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Goranson and Associates, Inc.
GOLD RIDGE FIRE
PROTECTION DISTRICT
FINANCIAL STATEMENTS
FOR THE YEARS ENDED
JUNE 30, 2021 AND 2020
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
TABLE OF CONTENTS
Page
INDEPENDENT AUDITOR’S REPORT 1 - 2
MANAGEMENT’S DISCUSSION AND ANALYSIS 3 - 8
FINANCIAL STATEMENTS:
Government-wide Financial Statements:
Statements of Net Position 9
Statements of Activities 10
Statements of Cash Flows 11
Fund Financial Statements:
Balance Sheets - Governmental Funds 12
Reconciliation of the Governmental Funds Balance Sheets to the Statements of Net Position 13
Statements of Revenues, Expenditures, and
Changes in Fund Balances - Governmental Funds 14
Reconciliation of the Statements of Revenues,
Expenditures and Changes in Fund balance
of Governmental Funds to the Statements of Activities 15 Statements of Revenues, Expenditures and Changes in the Fund Balance - Budgets and Actual - General Fund 16 - 17
NOTES TO FINANCIAL STATEMENTS 18 - 31
REQUIRED SUPPLEMENTARY INFORMATION
Schedule of CalPERS 32 - 34
Notes to Required Supplementary Information 35
ROSTER OF BOARD MEMBERS 36
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
Goranson and Associates, Inc.
717 College Avenue, First Floor, Santa Rosa, CA 95404 Phone: 707/542-1256 Fax 707/978-3090 INDEPENDENT AUDITOR’S REPORT
To the Board of Directors of
Gold Ridge Fire Protection District
Sebastopol, California
We have audited the accompanying financial statements of the governmental activities and each major fund of the Gold Ridge Fire Protection District, as of and for the years ended June 30, 2021 and 2020 and the related notes to the financial statements, which collectively comprise Gold Ridge Fire Protection District’s basic financial statements as listed in the table of contents.
Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor’s Responsibility
Our responsibility is to express opinions on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Goranson and Associates, Inc.
Opinions
In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities and each major fund of the Gold Ridge Fire Protection District, as of June 30, 2021 and 2020, and the respective changes in financial position and, where applicable, cash flows thereof for the year then ended in accordance with accounting principles generally accepted in the United States of America.
Other Matters
Required Supplementary Information
Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis and budgetary comparison information on pages 3 - 8 and 16 - 17, schedule of CalPERS on pages 32 - 35, and roster of board members in page 36 be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.
Goranson and Associates, Inc.
December 1, 2021
Santa Rosa, CA
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
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MANAGEMENT’S DISCUSSION AND ANALYSIS
As management of the Gold Ridge Fire Protection District (District) we offer readers of the District’s financial statements this narrative overview and analysis of the financial activates of the District for the fiscal year ended June 30, 2021 and 2020. We encourage readers to consider the information presented here in conjunction with the District’s financial statements (pages 9-17) and the accompanying notes to the basic financial statements (pages 18-31).
Financial Highlights
The assets of the District exceeded its liabilities at the close of the fiscal year by $5,987,804 and $4,198,924 (net position) for 2021 and 2020, respectively. Of this amount $3,842,879 and $2,131,758 (unrestricted net position) for 2021 and 2020, respectively, may be used to meet the government’s ongoing obligations to citizens and creditors. The District’s total net position increased by $1,788,880 and $601,185 for 2021 and 2020. This increase for 2021 is a result of an increase in property taxes and intergovernmental revenue.
The increase for 2020 is primarily due to intergovernmental revenue. As of the close of the current fiscal year, the District’s governmental funds reported an ending fund balance of $3,966,383 and $2,728,131 for 2021 and 2020, respectively, a net increase of $1,238,252 and $654,353 for 2021 and 2020 in comparison with the prior years. The District’s long-term liabilities of notes payable had a net increase of $205,212 and a net increase of $5,786,907 for 2021 and 2020. The increase for 2021 is primarily due to the net pension liability. The net increase for 2020 is due to a revaluation of the net pension liability.
Overview of the Financial Statements
This discussion and analysis is intended to serve as an introduction to the District’s basic financial statements. The District’s basic financial statements comprise three components: 1) governmentwide financial statements, 2) fund financial statements, and 3) notes to the basic financial statements themselves.
Government-wide financial statements. The government-wide financial statements are designed to provide readers with a broad overview of the District’s finances, in a manner similar to a privatesector business.
The statement of net assets present information on all of the District’s assets and liabilities, with the difference between two reported as net assets. Over time, increases or decreases in net assets may serve as a useful indicator of whether the financial position of the District is improving or deteriorating.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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MANAGEMENT’S DISCUSSION AND ANALYSIS
The statement of activities presents information showing how the government’s net assets changed during the most recent fiscal year. All changes in net assets are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of related cash flows. Thus, revenues and expenses are reported in this statement for some items that will only result in cash flows in future fiscal periods (e.g., uncollected taxes and earned but unused vacation leave).
The government-wide financial statements can be found on pages 9-11 of this report.
Fund financial statements. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The District, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. The District’s funds are governmental funds.
Governmental funds. Governmental funds are used to account for essentially the same functions reported as governmental activities in the government-wide financial statements. However, unlike the government-wide financial statements, governmental fund financial statements focus on nearterm inflows of spendable resources, as well as on balances of spendable resources available at the end of the fiscal year. Such information may be useful in evaluating a government’s near-term financing requirements.
Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the government-wide financial statements. By doing so, readers may better understand the long-term impact of the government’s near-term financing decisions. Both the governmental fund balance sheet and the governmental fund statement of revenues, expenditures, and changes in fund balances provide a reconciliation to facilitate this comparison between governmental funds and governmental activities.
The District uses governmental funds to account for its activities, which include fire protection services in the district boundaries. The district adopts an annual appropriated budget for its funds. A budgetary comparison statement has been provided for the general fund to demonstrate compliance with this budget.
The basic governmental fund financial statements can be found on pages 12-17 of this report.
Notes to the basic financial statements - The notes provide additional information that is essential to a full understanding of the data provided in the government-wide and fund financial statements.
The notes to the basic financial statements can be found on pages 18-31 of this report.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
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MANAGEMENT’S DISCUSSION AND ANALYSIS
Government-wide Financial Analysis
As noted earlier, net position may serve over time as a useful indicator of a government’s financial position. In the case of the District, assets exceeded liabilities by $5,987,804 and $4,198,924 at the close of the fiscal years ended 2021 and 2020, respectively.
A large portion of the district’s net position (36 percent for 2021 and 49 percent for 2020) reflects its investment in capital assets (e.g. buildings and improvements and equipment). The District uses these capital assets to provide services to citizens; consequently, these assets are not available for future spending.
NET POSITION
2021 2020
Current and other assets $ 4,084,278 $ 2,792,401
Capital assets 2,144,925 2,067,166
Non current assets 6,491,582 5,881,840
Total assets 12,720,785 10,741,407
Long-term liabilities outstanding 6,615,086 6,409,874
Liabilities due within one year 117,895 132,609
Total liabilities 6,732,981 6,542,483
Net position:
Invested in capital assets, net of related debt 2,144,925 2,067,166 Unassigned 3,842,879 2,131,758
Total net position $ 5,987,804 $ 4,198,924
The balance of the unrestricted net position $3,842,879 for 2021 and $2,131,758 for 2020 may be used to meet the District’s ongoing obligations to citizens and vendors.
Long-term liabilities increased by $205,212 during 2021 and increased by $5,786,907 in 2020 due to the recording of the CalPERS retirement deferred outflows and principal payments to note payables for 2021 and 2020 as well as an increase in compensated absences.
At the end of the current fiscal year, the District is able to report positive balances in all categories of net assets. The same held true for the prior fiscal year.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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MANAGEMENT’S DISCUSSION AND ANALYSIS
Governmental activities - Governmental activities increased the Districts net position by $1,788,880 for 2021 and $601,185 for 2020. This increase is a result of net income in the governmental activities.
CHANGES IN NET POSITION
2021 2020
Revenues:
Program revenues:
Public safety - fire protection $ 2,709,339 $ 1,632,527 General revenues:
Property taxes 3,311,411 2,086,004
Investment income and other 6,125 4,388
Total revenues 6,026,875 3,722,919
Expenses:
Public safety - fire protection 4,237,995 3,121,734
Change in net position 1,788,880 601,185
Net position - beginning of the year 4,198,924 3,597,739 Net position - end of the year $ 5,987,804 $ 4,198,924
Financial Analysis of the Government’s Funds
As noted earlier, the District uses fund accounting to ensure and demonstrate compliance with finance-related requirements.
Governmental Funds
The focus of the District’s governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the District’s financing requirements. In particular, unreserved fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year.
As of the end of the 2021 fiscal year, the District’s governmental funds reported ending fund balances of $3,966,383, a net increase of $1,238,252 in comparison with the prior year. As of the end of the 2020 fiscal year, the District’s governmental funds reported ending fund balances of $2,728,131, a net increase of $654,353 in comparison with the prior year.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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MANAGEMENT’S DISCUSSION AND ANALYSIS
The general fund is the chief operating fund of the District. At the end of the current fiscal year, unreserved fund balance of the general fund was $3,734,557 for 2021 and $2,496,305 for 2020. As a measure of the general fund’s liquidity, it may be useful to compare unreserved fund balance to total fund expenditures. Unreserved fund balance represents 78 percent of total general fund expenditures which were $4,788,622 for 2021. Unreserved fund balance represents 81 percent of total general fund expenditures which were $3,068,566 for 2020.
General Fund Budgetary Highlights
Material differences between the original budget and the final amended budget can be briefly summarized as follows:
Increase in property tax revenue
Increase in salaries and benefits
Capital Assets
Capital assets - The District’s investment in capital assets, as of June 30, 2021 and 2020, amounts to $2,144,925 and $2,067,166 (net of accumulated depreciation). This investment in capital assets includes equipment, buildings and improvements.
Additional information on the District’s capital assets can be found on Note 1 on page 21 and note 5 on pages 24-25 of this report.
Debt Administration
At the end of the fiscal year ended 2021, the District had total long-term obligations of $136,696 in compensated absences $6,478,390 in deferred outflows for a total of $6,615,086. During the fiscal year, the District’s long-term debt increased by $205,212. At the end of the fiscal year ended 2020, the District had total long-term obligations of $110,908 in compensated absences, $5,987,982 in deferred outflows and $310,984 in notes payable for a total of $6,409,874. During the fiscal year, the District’s long-term debt increased by $5,786,907.
Economic Factors and Next Year’s Budgets and Rates
The following factors were considered in preparing the District’s budget for the fiscal year ending June 30, 2021.
Property tax revenues – the county anticipates a small increase in tax collection levels. The budget is adjusted accordingly
Amount of intergovernmental revenue anticipated based on contracts. Equipment purchases planned for fiscal year.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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MANAGEMENT’S DISCUSSION AND ANALYSIS
Request for Information
The financial report is designed to provide a general overview of the District’s finances for all those with an interest in the government’s finances. Questions concerning any of the information provided in this report or requests for additional financial information should be addressed to the Gold Ridge Fire Protection District, 4500 Hessel Road, Sebastopol, California.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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2021 2020
ASSETS
Cash and investments $ 3,920,478 $ 2,546,274
Accounts receivable, government agency 163,800 246,127
Total current assets 4,084,278 2,792,401
Capital assets (net of accumulated depreciation):
Land 40,066 40,066
Building and improvements 714,692 571,399
Equipment 1,390,167 1,455,701
Total capital assets 2,144,925 2,067,166
Deferred inflows 6,491,582 5,881,840
Total assets $ 12,720,785 $ 10,741,407
LIABILITIES
Current liabilities
Accounts payable and accrued expenses $ 117,895 $ 77,597 Current portion of note payable - 55,012
Total current liabilities 117,895 132,609
Long term liabilities:
Note payable - 310,984
Compensated absences 136,696 110,908
Deferred outflows
Net pension liability 6,478,390 5,987,982
Total long term liabilities 6,615,086 6,409,874
Total liabilities 6,732,981 6,542,483
NET POSITION
Net investment in capital assets 2,144,925 2,067,166
Unassigned 3,842,879 2,131,758
Total net position 5,987,804 4,198,924
Total liabilities and net position $ 12,720,785 $ 10,741,407
GOLD RIDGE FIRE PROTECTION DISTRICT
STATEMENTS OF NET POSITION
JUNE 30, 2021 and 2020
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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Program Expenses 2021 2020
Public safety - fire protection
Salaries and employee benefits $ 3,497,740 $ 2,564,274
Services and supplies 542,743 407,038
Interest 58,474 14,281
Depreciation 139,038 136,141
Total program expenses 4,237,995 3,121,734
Program Revenues
Intergovernmental revenue 2,603,534 1,575,384
Donations 11,210 11,116
Rent revenue 39,840 39,940
Charges for services 1,955 2,192
Other charges for services 52,800 3,895
Total program revenues 2,709,339 1,632,527
Net program revenues (expenses) (1,528,656) (1,489,207) General revenues
Property taxes 3,311,411 2,086,004
Investment earnings 6,125 4,388
Total general revenues 3,317,536 2,090,392
Change in net position 1,788,880 601,185
Net position, beginning of year 4,198,924 3,597,739
Net position, end of year $ 5,987,804 $ 4,198,924
GOLD RIDGE FIRE PROTECTION DISTRICT
STATEMENTS OF ACTIVITIES
FOR THE YEARS ENDED JUNE 30, 2021 and 2020
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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2021 2020
CASH FLOWS FROM OPERATING ACTIVITIES:
Cash received from government, grants, program revenue $ 5,983,743 $ 3,457,129 Cash paid to vendors and employees (4,032,871) (2,921,128) Investment income received 6,125 4,388
Net cash provided (used) by operations 1,956,997 540,389 CASH FLOWS FROM INVESTING ACTIVITIES:
Purchase of equipment (216,797) (7,081)
CASH FLOWS FROM FINANCING ACTIVITIES:
Net proceeds (principal payments) on note payable (365,996) (50,285) NET CHANGE IN CASH 1,374,204 483,023
CASH, beginning of year 2,546,274 2,063,251
CASH, end of year $ 3,920,478 $ 2,546,274
RECONCILIATION OF OPERATING INCOME TO
NET CASH PROVIDED (USED) BY OPERATING ACTIVITIES:
Change in net position $ 1,788,880 $ 601,185
Adjustments to reconcile change in net
assets to cash from operations
Depreciation and amortization 139,038 136,141
(Increase) decrease in:
Receivables 82,327 (172,755)
Prepaids (609,742) (5,881,840)
Increase (decrease) in:
Accounts payable and accrued expenses 66,086 64,465
Net deferred inflows and outflows 490,408 5,793,193
Total cash provided (used) by operations $ 1,956,997 $ 540,389 FOR THE YEARS ENDED JUNE 30, 2021 and 2020
STATEMENTS OF CASH FLOWS
GOLD RIDGE FIRE PROTECTION DISTRICT
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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2021 2020
ASSETS
Cash and investments $ 3,920,478 $ 2,546,274
Accounts receivable 163,800 246,127
Total assets $ 4,084,278 $ 2,792,401
LIABILITIES and FUND BALANCE
Liabilities
Accounts payable and accrued expenses $ 117,895 $ 64,270 Total liabilities 117,895 64,270
Fund balance
Assigned for capital improvements 231,826 231,826
Unreserved 3,734,557 2,496,305
Total fund balance 3,966,383 2,728,131
Total liabilities and fund balances $ 4,084,278 $ 2,792,401
GOLD RIDGE FIRE PROTECTION DISTRICT
BALANCE SHEETS
GOVERNMENTAL FUNDS
JUNE 30, 2021 and 2020
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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2021 2020
Fund balances - total government funds $ 3,966,383 $ 2,728,131 Non current assets are not due and payable in the current period and, therefore, are not reported in the
governmental funds.
Deferred inflows 6,491,582 5,881,840
Amount reported for governmental activities in the
statement of net assets is different because:
Capital assets used in governmental activities
are not financial resources and, therefore,
are not reported in the governmental funds. 2,144,925 2,067,166 Long-term liabilities are not due and payable in the current period and, therefore, are not reported in the
governmental funds.
Compensated absences (136,696) (110,908)
Deferred outflow (6,478,390) (6,001,309)
Notes and interest payable - (365,996)
Net position of governmental activities $ 5,987,804 $ 4,198,924 JUNE 30, 2021 and 2020
GOLD RIDGE FIRE PROTECTION DISTRICT
RECONCILIATION OF THE GOVERNMENTAL FUNDS BALANCE SHEETS
TO THE STATEMENTS OF NET POSITION
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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2021 2020
Revenues:
Property taxes $ 3,311,411 $ 2,086,004
Investment earnings 6,125 4,388
Intergovernmental revenue 2,603,534 1,575,384
Donations 11,210 11,116
Rental income 39,840 39,940
Charges for Services 1,955 2,192
Miscellaneous 52,799 3,895
Total revenues 6,026,874 3,722,919
Expenditures:
Current:
Salaries and employee benefits 3,814,911 2,588,155
Services and supplies 542,744 414,120
Debt Service:
Principal 372,493 50,285
Interest 58,474 16,006
Total expenditures 4,788,622 3,068,566
Net change in fund balances 1,238,252 654,353
Fund balance, beginning of year 2,728,131 2,073,778
Fund balance, end of year $ 3,966,383 $ 2,728,131
GOLD RIDGE FIRE PROTECTION DISTRICT
STATEMENTS OF REVENUES, EXPENDITURES AND
CHANGES IN FUND BALANCE
GOVERNMENTAL FUNDS
FOR THE YEARS ENDED JUNE 30, 2021 and 2020
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
RECONCILIATION OF STATEMENTS OF REVENUES, EXPENDITURES AND
CHANGES IN FUND BALANCE OF GOVERNMENTAL FUNDS TO
STATEMENTS OF ACTIVITIES
FOR THE YEARS ENDED JUNE 30, 2021 and 2020
Amount reported for governmental activities in the statements of activities is different because: 2021 2020
Net change in fund balance - governmental funds $ 1,238,252 $ 654,353 Governmental funds report capital outlays as expenditures. However, in the statements of activities the cost of those assets is allocated over their estimated useful lives and reported as depreciation expense.
Current year depreciation (139,038) (136,141)
Capital outlay 223,627 7,081
Repayment of the note's principal is an expenditure in the governmental funds, but the repayment reduces long-term liabilities in the statement of net positions
Principal repayment 372,493 50,285
Some expenses reported in the statements of activities do not require the use of current financial resources, and therefore, are not reported as expenditures in governmental funds
Change in compensated balances (25,788) (49,713)
Change in deferred inflows 609,742 5,881,840
Change in deferred outflows (490,408) (5,806,520)
Change in net position of governmental activities $ 1,788,880 $ 601,185 The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
STATEMENTS OF REVENUE, EXPENDITURE AND CHANGES IN FUND BALANCE
BUDGET TO ACTUAL
GENERAL FUND
FOR THE YEARS ENDED JUNE 30, 2021 and 2020
Variance
Budgeted Amounts Positive
Original Final Actual (Negative)
Revenues
Property taxes $ 3,022,813 $ 3,180,955 $ 3,311,411 $ 130,456 Investment earnings 4,178 4,178 6,125 1,947
Intergovernmental revenue 1,290,480 1,290,480 2,603,534 1,313,054 Donations 2,000 2,000 11,210 9,210
Miscellaneous revenue 39,840 39,840 92,639 52,799
Total revenues 4,359,871 4,518,013 6,026,874 1,508,861
Expenditures
Current:
Salaries and employee benefits 2,970,804 3,069,136 3,814,911 (745,775) Services and supplies 462,450 480,950 542,744 (61,794)
Debt service:
Principal 50,994 50,994 372,493 (321,499)
Interest 15,297 15,297 58,474 (43,177)
Appropriations for contingency 857,612 898,922 - 898,922 Total expenditures 4,357,157 4,515,299 4,788,622 (273,323) Net change in fund balance 2,714 2,714 1,238,252 1,235,538 Fund balance, beginning of year 2,728,131 2,728,131 2,728,131 - Fund balance, end of year $ 2,730,845 $ 2,730,845 $ 3,966,383 $ 1,235,538 2021
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
STATEMENTS OF REVENUE, EXPENDITURE AND CHANGES IN FUND BALANCE
BUDGET TO ACTUAL
GENERAL FUND
FOR THE YEARS ENDED JUNE 30, 2021 and 2020
Variance
Budgeted Amounts Positive
Original Final Actual (Negative)
Revenues
Property taxes $ 2,060,507 $ 2,022,812 $ 2,086,004 $ 63,192 Investment earnings 1,935 4,178 4,388 210
Intergovernmental revenue 1,010,518 1,010,480 1,575,384 564,904 Donations 8,293 8,293 11,116 2,823
Charges for services 2,334 2,435 2,192 (243)
Miscellaneous revenue 39,244 39,244 43,835 4,591
Total revenues 3,122,831 3,087,442 3,722,919 635,477
Expenditures
Current:
Salaries and employee benefits 2,316,491 2,316,491 2,588,155 (271,664) Services and supplies 317,714 317,714 414,120 (96,406)
Debt service:
Principal 50,995 50,995 50,285 710
Interest 15,297 15,297 16,006 (709)
Appropriations for contingency 422,334 386,945 - 386,945 Total expenditures 3,122,831 3,087,442 3,068,566 18,876 Net change in fund balance - 654,353 - 654,353
Fund balance, beginning of year 2,073,778 2,073,778 2,073,778 - Fund balance, end of year $ 2,073,778 $ 2,073,778 $ 2,728,131 $ 654,353 2020
The accompanying notes are an integral part of these financial statements
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
REPORTING ENTITY
The District was formed in 1993 when the fire districts of Hessel and Twin Hills merged, serving the communities of Hessel, Twin Hills, and Freestone. They provide all-risk fire protection and emergency medical response across 75 square miles of rural Sebastopol and mutual aid to all surrounding fire districts. The June 29, 1993 resolution approved by the Board of Supervisors of Sonoma County created the reorganization under Resolution No. 93-0888. Under resolution No. 92- 93-05, the Gold Ridge Fire District name was created. The District operates under Health and Safety Code Sections, 13816 through 13822. The District's governmental powers are exercised through the seven-member Board of Directors.
INTRODUCTION
The District's financial statements are prepared in conformity with generally accepted accounting principles (GAAP). The Governmental Accounting Standards Board (GASB) is responsible for establishing GAAP for state and local governments through its pronouncements (Statements and Interpretations). Governments are also required to follow the pronouncements of the Financial Accounting Standards Board (FASB) issued through November 30, 1989 (when applicable) that do not conflict with or contradict GASB pronouncements. The more significant accounting policies established in GAAP and used by the District are discussed below.
GOVERNMENT-WIDE STATEMENTS
The District's basic financial statements include both government-wide (reporting the District as a whole) and fund financial statements (reporting the District's major fund).
In the government-wide financial statements (i.e. the Statement of Net Position and the Statement of Activities), the district's activities are reported on a full accrual, economic resource basis, which recognizes all long-term assets and receivables as well as long-term debt and obligations. The District's net position are reported in two parts:(l) net investment in capital assets, and (2) unrestricted net position. Property taxes are recognized as revenues in the year for which they are levied. Grants and similar items are recognized as soon as all eligibility requirements imposed by the grantor have been met.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, continued GOVERNMENT-WIDE STATEMENTS (Continued)
The government-wide Statement of Activities reports both the gross and net cost of each of the District's functions. The functions are supported by general government revenues (property taxes, Intergovernmental revenues, and fire related charges, i.e. fire permit fees). The Statement of Activities reduces gross expense's (including depreciation) by related program revenues, operating and capital grants and contributions, including special assessments. Operating grants include operating-specific and discretionary (either operating or capital) grants while capital grants reflect capital-specific grants.
When both restricted and unrestricted resources are available for use, it is the district's policy to use restricted resources first, then unrestricted resources as they are needed.
GOVERNMENTAL FUND FINANCIAL STATEMENTS
Governmental fund financial statements include a balance sheet and a statement of revenues, expenditures, and changes in fund balance for its major governmental fund. An accompanying schedule is present to reconcile and explain the difference in net position as presented in these statements to the net position presented in the Government-wide financial statements.
The General fund is accounted for by providing a separate set of self-balancing accounts that comprises its assets, liabilities, reserves, fund equity, revenues, and expenditures.
The District reports on the following major governmental fund:
The General Fund is the general operating fund of the District. It is used to account for all financial resources except those required to be accounted for in another fund.
ASSETS, LIABILITIES, AND NET ASSETS OR EQUITY
Cash and Investments – The District reports certain investments at fair value in the balance sheet, and recognizes the corresponding change in the fair value of investments in the year in which the change occurred.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, continued Receivables and Payables
Flat charges Receivable – Flat charges collected are apportioned to the District to supplement property taxes collected for operating costs. Not all of the assessments are collected as of June 30, 2021 and 2020; therefore, the remainder of the uncollected assessments is considered flat charges receivable.
Property Taxes – The County of Sonoma is responsible for assessing, collecting and distributing property taxes in accordance with state law. Liens on real property are established January 1 for the ensuing fiscal year. The property tax is levied as of July on all taxable property located in the County of Sonoma. Secured property taxes are due in two installments, on November 1 and February 1, and are delinquent after December 10 and April 10, respectively. Additionally, supplemental property taxes are levied on a pro rata basis when changes in assessed valuation occur due to sales transactions or the completion of construction.
Since the passage of California’s Proposition 13, beginning with the fiscal year 1978/1979, general property taxes are based either on a flat 1% rate applied to the 1975/1976 full value, or on one percent of the sales price of the property on sales transactions and construction after the 1975/1976 valuation. Taxable values on properties (exclusive of increases related to sales and construction) can rise at a maximum of two percent per year.
On June 30, 1993, the board of Supervisors adopted the “Teeter” Method of property tax allocation.
This method allocates property taxes based on the total property tax billed. At Year-end, the county advances cash to each taxing jurisdiction equal to its current year delinquent property taxes based on the total property tax billed. At year-end, the County advances cash to each taxing jurisdiction equal to its current year delinquent property taxes. In exchange, the county receives the penalties and interest on delinquent taxes when collected. The penalties and interest are used to pay the interest cost of borrowing the cash used for the advances.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, continued Capital Assets
Capital assets, which include land, buildings and improvements, and equipment, are reported in the applicable governmental activities columns in the government-wide financial statements.
Capital assets are defined by the District as assets with an initial, individual cost of more than $5,000 and an estimated useful life in excess of five years. Such assets are recorded at historical cost of purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation.
The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized.
Buildings and improvements and equipment of the District are depreciated using the straight-line method over the following estimated useful lives:
Asset Years
Buildings and improvements 30-50
Equipment 5-20
Compensated Absences
It is the District’s policy to permit employees to accumulate earned but unused vacation and sick pay benefits. All vacation pay is accrued when incurred in the government-wide financial statements. A liability for these amounts is reported in the governmental funds only if they have matured, for example, as a result of employee resignation and for retirement.
Deferred Inflows and Outflows
The District has deferred inflows and outflows for the CalPERS retirement plans they hold and per GASB No. 68.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, continued Net Position
Net position is classified into two components – invested in capital assets and unrestricted. These classifications are defined as follows:
Invested in capital assets, net of related debt – This component of net assets consists of capital assets, net accumulated depreciation and net of related debt if any. Unrestricted net position – This component of net assets consists of net assets that do not meet the definition of ‘restricted” or “Invested in capital assets, net of related debt.” Fund Equity
In the fund financial statements, governmental funds report reservations of fund balance for amounts that are not available for appropriation or are legally restricted by outside parties for use for a specific purpose. Designations of fund balance represent tentative management plans that are subject to change.
NOTE 2 STEWARDSHIP, COMPLIANCE, AND ACCOUNTABILITY
Budgetary Information
Budgetary revenue estimates represent original estimates modified for any authorized adjustments which were contingent upon new or additional revenue resources. Budgetary expenditure amounts represent original appropriations adjusted by budget transfers and authorized appropriation adjustments made during the year. All budgets are adopted on a non-GAAP basis.
The District’s budgetary information was amended during the year.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 3 CASH AND INVESTMENTS
Hold funds in an Insured Cash Sweep account and other funds that are all federally insured, except for a petty cash fund at local financial institutions.
The amount of cash at June 30 is as follows:
2021 2020
Cash held with financial institution $ 3,920,046 $ 2,546,093 Petty Cash 432 181
Total $ 3,920,478 $ 2,546,274
NOTE 4 ACCOUNTS RECEIVABLE
Accounts Receivable represents the outstanding balance for services provided rendered to fire service clients that haven’t paid for services rendered as well as flat charges collected that are apportioned to the District to supplement property taxes collected for operating costs, and other intergovernmental revenue. Management believes receivables at June 30, 2021 and 2020 will be fully collected. Accordingly, no allowance for doubtful receivables is recorded. The balance of accounts receivable at June 30 is as follows:
2021 2020
Property tax receivable $ 163,800 $ 83,627
Other government agencies - 162,500
Total $ 163,800 $ 246,127
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 5 DETAILED NOTES
Capital Assets
Capital asset activity for the years ended on June 30 is as follows:
Beginning Ending
Balance Additions Balance
Capital assets, not being
depreciated:
Land $ 40,066 $ 40,066
Total capital assets, not being
depreciated 40,066 40,066
Capital assets, being depreciated:
Buildings and improvements 1,239,932 $ 172,527 1,412,459 Equipment 2,817,096 44,267 2,861,363
Total capital assets, being
depreciated 4,057,028 216,794 4,273,822
Less accumulated depreciation for:
Buildings and improvements (668,533) (29,234) (697,767) Equipment (1,361,392) (109,804) (1,471,196)
Total accumulated depreciation (2,029,925) (139,038) (2,168,963) Total capital assets, being
depreciated, net 2,027,103 77,756 2,104,859
Capital assets, net $ 2,067,169 $ 77,756 $ 2,144,925
Depreciation expense is charged to functions/programs of the Gold Ridge Fire Protection District government as follows:
Governmental activities:
Public safety - fire protection $ 139,038
2021
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 and 2020
NOTE 5 DETAILED NOTES (continued)
Capital Assets, continued
Beginning Ending
Balance Additions Balance
Capital assets, not being
depreciated:
Land $ 40,066 $ 40,066
Total capital assets, not being
depreciated 40,066 40,066
Capital assets, being depreciated:
Buildings and improvements 1,239,932 1,239,932
Equipment 2,810,012 $ 7,083 2,817,095
Total capital assets, being
depreciated 4,049,944 7,083 4,057,027
Less accumulated depreciation for:
Buildings and improvements (641,256) (27,277) (668,533) Equipment (1,252,528) (108,867) (1,361,395)
Total accumulated depreciation (1,893,784) (136,144) (2,029,928) Total capital assets, being
depreciated, net 2,156,160 (129,060) 2,027,099
Capital assets, net $ 2,196,226 $ (129,060) $ 2,067,166 Depreciation expense is charged to functions/programs of the Gold Ridge Fire Protection District government as follows:
Governmental activities:
Public safety - fire protection $ 136,141
2020
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 5 DETAILED NOTES (continued)
Long-term Liabilities
Changes in long-term liabilities
Long term liability activity for the years ended June 30, was as follows:
Beginning Ending Due Within
Balance Additions Reductions Balance One Year
Note payable $ 310,984 $ (310,984)
Deferred outflows 5,987,982 $ 490,408 6,478,390 - $
Compensated absences 110,908 25,788 136,696 - $ - Total long-term liabilities $ 6,409,874 $ 516,196 $ (310,984) $ 6,615,086 $ - Beginning Ending Due Within Balance Additions Reductions Balance One Year
Note payable $ 366,983 $ (55,999) $ 310,984 $ 55,012
Deferred outflows 194,789 $ 5,881,840 (88,647) 5,987,982 - Compensated absences 61,195 49,713 110,908 - - Total long-term liabilities $ 622,967 $ 5,931,553 $ (144,646) $ 6,409,874 $ 55,012 2020
2021
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 6 OTHER INFORMATION
Employee Retirement Plan
During fiscal year 2005/2006 the District enrolled in the California Public Employees Retirement System (PERS) cost-sharing multiple-employer Defined Benefit Pension Plan. In cost-sharing multiple-employer plans the benefit obligations are pooled. A single actuarial valuation is performed covering all participants, all employers contribute at the same rate, and all plan assets are available to pay plan benefits pertaining to the employee and retirees of any employer.
Summary of Significant Accounting Policies
For purposes of measuring the net pension liability, deferred outflows and inflows of resources related to pensions, and pension expense, information about the fiduciary net position and additions to/deductions from the fiduciary net position have been determined on the same basis as they are reported by the CalPERS Financial Office. For this purpose, benefit payments (including refunds of employee contributions) are recognized when currently due and payable in accordance with the benefit terms. Investments are reported at fair value. CalPERS audited financial statements are publicly available reports that can be obtained at CalPERS’ website under Forms and Publications.
GASB 68 requires that the reported results must pertain to liability and asset information within certain defined timeframes. For this report, the following timeframes are used.
Valuation Date (VD) June 30, 2021
Measurement Date (MD) June 30, 2020
Measurement Period (MP) July 1, 2019 to June 30, 2020
Plan Description, Benefits Provided and Employees Covered The Plan is a cost-sharing multiple-employer defined benefit pension plan administered by the California Public Employees’ Retirement System (CalPERS). A full description of the pension plan benefit provisions, assumptions for funding purposes but not accounting purposes, and membership information is listed in the June 30, 2020 Annual Actuarial Valuation Report. Details of the benefits provided can be obtained in Appendix B of the June 30, 2020 actuarial valuation report. This report is a publicly available valuation report that can be obtained at CalPERS’ website under Forms and Publications.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 6 OTHER INFORMATION, continued.
Contribution Description
Section 20814(c) of the California Public Employees’ Retirement Law (PERL) requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. The total plan contributions are determined through the CalPERS’ annual actuarial valuation process. For public agency cost-sharing plans covered by either the Miscellaneous or Safety risk pools, the Plan’s actuarially determined rate is based on the estimated amount necessary to pay the Plan’s allocated share of the risk pool’s costs of benefits earned by employees during the year, and any unfunded accrued liability. The employer is required to contribute the difference between the actuarially determined rate and the contribution rate of employees. For the measurement period ended June 30, 2020 (the measurement date), the active employee contribution rate is
6.891 percent of annual pay, and the average employer’s contribution rate is 11.623 percent of annual payroll. Employer contributions rates may change if plan contracts are amended. It is the responsibility of the employer to make necessary accounting adjustments to reflect the impact due to any Employer Paid Member Contributions or situations where members are paying a portion of the employer contribution.
Actuarial Methods and Assumptions Used to Determine Total Pension Liability For the measurement period ending June 30, 2020 (the measurement date), the total pension liability was determined by rolling forward the June 30, 2019 total pension liability. Both the June 30, 2019 total pension liability and the June 30, 2020 total pension liability were based on the following actuarial methods and assumptions:
Actuarial Assumptions
Discount Rate 7.50%
Inflation 2.75%
Salary Increases
Investment Rate of Return
Mortality Rate Table
Post Retirement Benefits Increase
Actuarial Cost Method Entry Age Normal in accordance with the requirements of GASB Statement No. 68
Varies by Entry Age and Service
7.50% Net of Pension Plan Investment and Administrative Expenses; includes Inflation
Derived using CalPERS’ Membership Data for all Funds
Contract COLA up to 2.75% until Purchasing Power Protection Allowance Floor on Purchasing Power applies, 2.75% thereafter
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Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 6 OTHER INFORMATION, continued
All other actuarial assumptions used in the June 30, 2020 valuation were based on the results of an actuarial experience study for the fiscal years 1997 to 2011, including updates to salary increase, mortality and retirement rates. The Experience Study report can be obtained at CalPERS’ website under Forms and Publications.
Discount Rate
The discount rate used to measure the total pension liability was 7.50 percent. To determine whether the municipal bond rate should be used in the calculation of a discount rate for each plan, CalPERS stress tested plans that would most likely result in a discount rate that would be different from the actuarially assumed discount rate. Based on the testing, none of the tested plans run out of assets. Therefore, the current 7.50 percent discount rate is adequate and the use of the municipal bond rate calculation is not necessary. The long term expected discount rate of 7.50 percent is applied to all plans in the Public Employees Retirement Fund. The stress test results are presented in a detailed report called “GASB Crossover Testing Report” that can be obtained at CalPERS’ website under the GASB 68 section.
According to Paragraph 30 of Statement 68, the long-term discount rate should be determined without reduction for pension plan administrative expense. The 7.50 percent investment return assumption used in this accounting valuation is net of administrative expenses. Administrative expenses are assumed to be 15 basis points. An investment return excluding administrative expenses would have been 7.65 percent. Using this lower discount rate has resulted in a slightly higher total pension liability and net pension liability. This difference was deemed immaterial to the Public Agency Cost-Sharing Multiple-Employer Defined Benefit Pension Plan. However, employers may determine the impact at the plan level for their own financial reporting purposes.
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 6 OTHER INFORMATION, continued.
CalPERS is scheduled to review all actuarial assumptions as part of its regular Asset Liability Management review cycle that is scheduled to be completed in February 2022. Any changes to the discount rate will require Board action and proper stakeholder outreach. For these reasons, CalPERS expects to continue using a discount rate net of administrative expenses for GASB 67 and 68 calculations through at least the 2017 -2018 fiscal year. CalPERS will continue to check the materiality of the difference in calculation until such time as we have changed our methodology.
The long-term expected rate of return on pension plan investments was determined using a buildingblock method in which best-estimate ranges of expected future real rates of return (expected returns, net of pension plan investment expense and inflation) are developed for each major asset class.
In determining the long-term expected rate of return, staff took into account both short-term and long-term market return expectations as well as the expected pension fund cash flows. Such cash flows were developed assuming that both members and employers will make their required contributions on time and as scheduled in all future years. Using historical returns of all the funds’ asset classes, expected compound (geometric) returns were calculated over the short-term (first 10 years) and the long-term (11-60 years) using a building-block approach. Using the expected nominal returns for both short-term and long-term, the present value of benefits was calculated for each fund.
The expected rate of return was set by calculating the single equivalent expected return that arrived at the same present value of benefits for cash flows as the one calculated using both short-term and long-term returns. The expected rate of return was then set equivalent to the single equivalent rate calculated above and rounded down to the nearest one quarter of one percent.
The table below reflects long-term expected real rate of return by asset class. The rate of return was calculated using the capital market assumptions applied to determine the discount rate and asset allocation. These geometric rates of return are net of administrative expenses.
Asset Class
Global Equity 47.00% 5.25% 5.71%
Global Fixed Income 19.00 0.99 2.43
Inflation Sensitive 6.00 0.45 3.36
Private Equity 12.00 6.83 6.95
Real Estate 11.00 4.50 5.13
Infrastructure and Forestland 3.00 4.50 5.09
Liquidity 2.00 (0.55) (1.05)
Real Return
Years 11+2
New Strategic
Allocation
Real Return
Years 1 - 101
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Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2021 AND 2020
NOTE 6 OTHER INFORMATION, continued
Pension Plan Fiduciary Net Position
The plan fiduciary net position disclosed in your GASB 68 accounting valuation report may differ from the plan assets reported in your funding actuarial valuation report due to several reasons. First, for the accounting valuations, CalPERS must keep items such as deficiency reserves, fiduciary selfinsurance and OPEB expense included in fiduciary net position. These amounts are excluded for rate setting purposes in your funding actuarial valuation. In addition, differences may result from early CAFR closing and final reconciled reserves.
NOTE 7 SUBSEQUENT EVENTS
The District has evaluated subsequent events through December 1, 2021, the date the financial statements were available to be issued.
Prior to year ending June 30, 2021, The District signed a purchase and sale agreement for a new Water Tanker with a sales price of $583,895. Delivery of the Tanker was not taken as of June 30, 2021.
In January 2020, COVID-19 emerged and has subsequently spread worldwide. The World Health Organization has declared COVID-19 a pandemic resulting in federal, state and local governments and private entities mandating various restrictions. This could have a material effect on the District’s operations, financial position, and cash flows.
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Agenda Item Number: 5
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REQUIRED SUPPLEMENTARY INFORMATION
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GOLD RIDGE FIRE PROTECTION DISTRICT
REQUIRED SUPPLEMENTARY INFORMATION
JUNE 30, 2021
SCHEDULE OF THE PLAN’S PROPORTIONATE SHARE OF THE NET PENSION LIABILITY AND
RELATED RATIOS AS OF THE MEASUREMENT DATE IN RELATION TO PERF C Net pension liability and fiduciary net position are allocated to the pension are allocated to the plan based on its propositions as a percentage of the total plan (PERF C, excluding the 1959 Survivors Risk Pool), which includes both the Miscellaneous or Safety within PERF C. Therefore, to assist employers in meeting the requirements of GASB 68, proportions shown in the table below represent the plan’s proportion of PERF C, excluding the 1959 Survivors Risk Pool, and not its proportions of the Miscellaneous Risk Pool.
MISCELLANEOUS PLAN
06/30/2020
Plan's Proportion of the Net Pension Liability/(Asset) 0.00239% Plan's Proportionate Share of the Net Pension Liability/(Asset) $ 421,174 Plan's Covered-Employee Payroll $ 71,705
587.37%
0.00241%
Plan's Proportionate Share of Aggregate Employer Contributions $ 24,583 Plan's Proportionate Share of the Net Pension Liability/(Asset) as a Percentage of its Covered-Employee Payroll
Plan's Proportionate Share of the Fiduciary Net Position as a Percentage of the Plan’s Total Pension Liability
See notes to supplemental information
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GOLD RIDGE FIRE PROTECTION DISTRICT
REQUIRED SUPPLEMENTARY INFORMATION
JUNE 30, 2021
SCHEDULE OF THE PLAN’S PROPORTIONATE SHARE OF THE NET PENSION LIABILITY AND
RELATED RATIOS AS OF THE MEASUREMENT DATE IN RELATION TO PERF C SAFETY
06/30/2020
Plan's Proportion of the Net Pension Liability/(Asset) 0.02640% Plan's Proportionate Share of the Net Pension Liability/(Asset) $ 6,057,216 Plan's Covered-Employee Payroll $ 216,983
2791.56%
0.02497%
Plan's Proportionate Share of Aggregate Employer Contributions $ 70,885 Plan's Proportionate Share of the Net Pension Liability/(Asset) as a Percentage of its Covered-Employee Payroll
Plan's Proportionate Share of the Fiduciary Net Position as a Percentage of the Plan’s Total Pension Liability
See notes to supplemental information
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
REQUIRED SUPPLEMENTARY INFORMATION
JUNE 30, 2021
SCHEDULE OF PLAN CONTRIBUTIONS
MISCELLANEOUS PLAN
Fiscal Year
2019-2020
Actuarially Determined Contribution 24,583$
Contributions in Relation to the Actuarially Determined Contribution (24,583) Contribution Deficiency (Excess) -$
Covered-Employee Payroll 71,705$
Contributions as a Percentage of Covered-Employee Payroll 34.28% SAFETY
Fiscal Year
2019-2020
Actuarially Determined Contribution 70,885$
Contributions in Relation to the Actuarially Determined Contribution (70,885) Contribution Deficiency (Excess) -$
Covered-Employee Payroll 216,983$
Contributions as a Percentage of Covered-Employee Payroll 32.67%
See notes to supplemental information
Attachment to Gold Ridge Proposal
Agenda Item Number: 5
Agenda Item Number: 5
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GOLD RIDGE FIRE PROTECTION DISTRICT
NOTES TO SUPPLEMENTARY INFORMATION
JUNE 30, 2021
NOTES TO SCHEDULE
Change in Benefit Terms: The figures above do not include any liability impact that may have resulted from plan changes which occurred after June 30, 2021 as they have minimal cost impact. This applies for voluntary benefit changes as well as any offers of Two Years Additional Service Credit (a.k.a Golden Handshakes). Employers that have done so may need to report this information as a separate liability in their financial statement as CalPERS considers such amounts to be separately financed employer-specific liabilities. These employers should consult with their auditors.
Change in Assumptions: None
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GOLD RIDGE FIRE PROTECTION DISTRICT
ROSTER OF BOARD MEMBERS
JUNE 30, 2021
Directors:
Robert Gloeckner Chairman December 2022
Domenic Carinalli Secretary December 2022
Joe Petersen December 2024
Christopher Tachouet December 2024
Antonia Bello December 2022
Charles Lachman December 2024
Steve Petrucci December 2022
Clerk of the Board:
Shepley Schroth-Cary Chief Continuous
Regular Meetings: The regular meetings of the Board of Directors is held at 7:00 PM on the first Wednesday of each month. The schedule of locations can be found on the District’s website.
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Graton-Sebastopol Proposal Page 2 of 18
Table of Contents
Table of Contents...............................................................................................................................2 Introduction.......................................................................................................................................3 History................................................................................................................................. 3 Why is Graton Interested? .................................................................................................. 4 Merger Strengths................................................................................................................ 4 Graton Merger Strengths.................................................................................................... 4 Culture ..............................................................................................................................................4 Identity................................................................................................................................ 4 Foundation.......................................................................................................................... 4 Staffing Priority ................................................................................................................... 5 Taxation without Representation........................................................................................ 5 Standard Operating Policies and Guidelines (SOP/SOGs) ................................................... 5 Vision................................................................................................................................... 5 Operations.........................................................................................................................................6 Current................................................................................................................................ 6 Proposed ............................................................................................................................. 6 Administration...................................................................................................................................6 Current................................................................................................................................ 6 Proposed ............................................................................................................................. 6 Fire Prevention ..................................................................................................................................7 Current................................................................................................................................ 7 Proposed ............................................................................................................................. 7 Revenue ............................................................................................................................................7 Current................................................................................................................................ 7 Proposed with Measure H .................................................................................................. 7 Proposal with Measure H and Parcel Tax............................................................................ 8 Added Service Level ...........................................................................................................................8 Proposed with Measure H .................................................................................................. 8 Proposed with Measure H and Parcel Tax........................................................................... 8 Proposed Organizational Chart...........................................................................................................9 Proposed Staffing Model ....................................................................................................................9 With Measure H or Merger................................................................................................. 9 With Measure H and Merger............................................................................................ 10 Fleet Management...........................................................................................................................10 Facilities ..........................................................................................................................................10 Governance .....................................................................................................................................10 Current.............................................................................................................................. 10 Proposed ........................................................................................................................... 10 Supplemental Questions ..................................................................................................................11 Next Steps .......................................................................................................................................15 Shared Services................................................................................................................. 15 Merger .............................................................................................................................. 15 Summary .........................................................................................................................................16 Graton Fire Budget, FY23/24.............................................................................................................17 Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 3 of 18
Introduction
Thank you for asking Graton Fire to provide this proposal for merging with Sebastopol Fire. Our firefighters have always felt a strong connection with Sebastopol firefighters due to our proximity. The south end of our fire district is closer to your station, and a closer working relationship would result in better service to our residents.
History
Graton Fire was formed by sailors returning from World War II. They recognized the lack of organized fire suppression efforts and took it upon themselves to meet this need. Seventy-five years later, we are a strong and thriving fire department. Our firefighters serve roughly 8,800 residents from Western Santa Rosa to Occidental, from incorporated Sebastopol to Forestville.
After completing the fire station in 2011, we had the facilities to offer sleeper shifts to our volunteers.
Shortly after that, we added day shifts. There are two day and two night shifts available daily.
Until 2019, our department was 100% volunteer, from the fire chief to the trainees. Based on a 100% increase in calls for service in 20 years, the Board decided to ask the community if they would like to pay for career staff or continue to receive longer response times and varying levels of firefighter certifications. The voters spoke clearly; they passed the parcel tax at 78%. In 2020, the department hired three firefighters and three engineers as our founding career staff. Every person hired was a current or prior volunteer with Graton. Many accomplishments were achieved quite quickly:
• 80% faster response times: average enroute times: 5:30 (2019) – 1:23 (2022). • Improved fire insurance ratings for homeowners.
• Four grants (including Sebastopol Fire for SCBAs & extrication tools). • Over 100 defensible space checks were completed.
• All commercial building preplans were completed.
• Seven training classes were completed in-house (Driver/Operator 1A and 1B, Rescue Systems I, Rope Rescue, Confined Space, Heavy Equipment, Incident Command) and available to outside agencies, which covered the cost of our FFs attending.
During the same time, the career firefighters and engineers were improving personally. At 18 months, they had completed the necessary training to be promoted. We held interviews and promoted all staff to engineer and captain, respectively. We continue to offer two day and night shifts for our volunteer firefighters, who work in complete unison with our career staff.
Similar to Sebastopol, we are blessed with a fantastic group of volunteers. Currently, there are 23 volunteer firefighters. These resources enabled us to staff six engines and pickup trucks with 18 volunteer and career firefighters during the recent February 4 storm night. Eleven trainees are halfway through their academy. Our volunteers are a blend of career and community-oriented firefighters.
80% faster
response
times [with
24/7 career
staff]
23 volunteer
firefighters
[and] 11
trainees are
halfway
[done]
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 4 of 18
Why is Graton Interested?
• Our Board of Directors is concerned that someday we will be forced to consolidate with a partner we do not choose.
• Our fire departments are similar, including moving to combination departments in the same year. • We hope to expand our staffing pool to cover when career staff are ill or injured. • ISO deducts points because we do not have a ladder truck in our district. We can get full credit on our next ISO inspection (without moving the truck from the Sebastopol station).
Merger Strengths
• Using existing parcel tax rates would generate enough new revenue to cover six career positions.
Staffing will reduce response times by four minutes based on our experience. • With Measure H sales tax funding, three more career positions could be supported. • There will no longer be annual competition between the City of Sebastopol departments for the fire budget percentage.
• Be governed by a Board knowledgeable on fire service needs.
Graton Merger Strengths
• We have no interest in losing our identity as Graton Fire and are committed to the same for Sebastopol Fire.
• As this possible consolidation is the first in our district’s history, we are open to collaborating on all topics. We have no preconceived or required model.
• We are interested in hiring the existing administrative assistant if she is interested. • Our department is fiscally strong, with $2.9M in cash reserves, and we have never had a negative annual budget or deficit at year’s end.
• Our Board is willing to add two positions dedicated to Sebastopol City residents.
Culture
This undertaking is probably the most significant change ever considered in Sebastopol Fire’s 120-year history. When contemplating something of this scale, it is essential to understand the culture of the new partner.
Identity
Our Board is not interested in changing the name of our department or yours. They are definitive on that point. Doing so would definitely impact your ability to recruit and retain volunteers and ours. We do not propose changing the name on the station, engines, patches, etc. Fire engines will remain with their respective departments; they were built for different service areas, and there is no rational reason to change anything.
Foundation
The Sebastopol Firefighters Foundation is a separate legal entity, similar to the Graton Firefighters Association. We have no say or control over what the Foundation chooses to do. We assume both organizations would continue as they have – scheduling fundraisers, supporting sports teams, etc.
Not
interested in
changing
the name of
our
department
or yours.
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 5 of 18
Staffing Priority
We intend to operate the two fire stations as independent entities, whether we collaborate under a shared services agreement or a merger. Each station will be responsible for scheduling shifts with its career and volunteer staff – essentially, the “right of first refusal.” Once station personnel have filled the schedule, there may be an opportunity to share openings with the neighboring station. Our current approach to scheduling is shown in the table to the right. After the 25th of the month, that may be the correct place to allow volunteers from either station to sign up on either schedule. This same approach would be carried over for upstaffing and strike team assignments.
Taxation without Representation
Next to not losing our identity, our Board is adamant that broad public support exists for any proposed merger. The directors do not want to explain what happened to a group of upset residents when the parcel tax appears on their tax bills. Ideally, this would happen through a vote; however, that is expensive and requires timing with election cycles, which may not be realistic. At a minimum, there need to be multiple town hall sessions for firefighters, residents, and businesses to learn why this is being proposed, how it benefits them, and voice their concerns. We used direct mailing before our parcel tax to guarantee every taxpayer was aware, share town hall dates, and gather feedback. For larger businesses impacted the most, one-on-one meetings were held. We would recommend both strategies should a merger be considered.
Standard Operating Policies and Guidelines (SOP/SOGs)
Every fire department has “its way” of doing things. We recommend establishing a career and volunteer firefighters committee to review our respective SOP/SOGs and identify if one policy or guideline is sufficient. There may be situations where both need to remain, possibly due to our service areas’ urban vs. suburban/rural compositions.
Vision
Our vision is to ensure the highest level of response to our community cost-effectively. We are considering on-site apartments for Graton to decrease volunteers’ time to reach the station. They are rented at/near cost or in return for covering shifts. This program has proven very effective for SchellVista and St. Helena Fire. We are also looking to increase our training opportunities on-site through additional props and structures. These were identified through our long-term strategic planning sessions with our firefighters.
Sebastopol Fire likely has different needs looking forward. One known example is a new or renovated fire station to support a combination fire department. Our commitment is to hold similar strategic planning sessions to understand and prioritize the future needs of the City of Sebastopol’s residents.
Graton Scheduling
Day Deadline
15th Submit availability
20th Draft schedule is posted;
anyone can pick any opening
25th Final schedule is posted
…our Board
is adamant
that broad
public
support
exists
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 6 of 18
Operations
Current
Graton Fire currently has six career staff – three captains and three engineers. There are two day and two night shifts available for volunteers daily. When Measure H passes, we will add three career firefighter positions. The volunteer stipend shifts will continue as they do now. The sales tax measure will allow all salaries to match those of the Sonoma County Fire District.
Proposed
See Proposed Staffing Model Section.
Administration
Current
The fire chief is a stipend position who has been with Graton for 25 years – the last eight years as chief.
He has a total of 38 years of fire and EMS experience. He holds a Bachelor’s Degree in Management and a Master’s in Business Administration (MBA). His dedication to Graton’s administration is exemplified by his completion of the Executive Fire Officer (EFO) 4-year program from the National Fire Academy in Maryland and his achievement of Chief Fire Officer (CFO) designation by the Center for Public Safety Excellence. A contract administrative assistant supports our department. She currently works 10-20 hours/week.
Proposed
Our recommended staffing for administrative duties would include a full-time Sebastopol Battalion Chief. This position would be the “Station Chief” for all Sebastopol’s daily needs. We would create a comparable position and responsibilities with a full-time Graton Battalion Chief. We like the current Sebastopol Duty Officer program and would like it to continue. We propose to share the role between Sebastopol and Graton captains and chief officers. The Station Chiefs would cover set days of the week, with the Duty Officer covering a similar weekend shift to today’s model. This model would guarantee Battalion Chief/Duty Officer coverage for both of our departments 24/7/365 – something that does not exist today. After 12 months, the officers of both departments would evaluate the effectiveness of the Duty Officer approach and determine any improvements.
We would like to extend an offer to the current administrative assistant to become full-time, serving the needs of Sebastopol and Graton Fire. This position would include our complete benefits package, CalPERS retirement, etc.
It should be noted that the proposed administrative services could be provided using a shared services arrangement and do not require consolidation.
Utilize
Sebastopol
and Graton
Battalion
Chiefs as
Station
Chiefs with
weekend
Duty
Officers
Offer the
current
admin.
assistant a
full-time
position
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 7 of 18
Fire Prevention
Current
Our engine captains are responsible for commercial building inspections and updating preplans annually.
We contract with the County of Sonoma for hazardous materials inspections (CUPA). Our plan checks and building inspections are contracted with Permit Sonoma at no cost to the fire department.
Proposed
We interviewed the stipend fire chief for Cloverdale Fire. He indicated that the inspection and prevention needs are manageable within his part-time role. To provide a higher level of customer service, we recommend that the Sebastopol Station Chief be responsible for the fire prevention aspects needed within the City of Sebastopol. The Station Chief would be supported by the engine captains as needed.
The captains would complete the commercial building inspections and preplans to ensure a working knowledge of the properties. Similar to administrative services, this could be accomplished through a shared services agreement.
Revenue
Current
Our Board of Directors provides excellent stewardship of the district’s finances. As provided in the enclosed financials, our revenue ranges from $2.3M to $2.8M, depending on grants received and strike team deployments. Over the last five years, we have averaged $500,000 to invest into our capital investment account. To my knowledge, we have never spent more than we collect annually. Our only long-term debt is the fire station, and we recently paid down $1.1M of principal due to the excellent financial situation. When we buy engines, we use our capital account to purchase outright; this usually is at a vendor discount and with no interest expenses. Measure H will generate roughly $600,000 towards three career firefighter positions, pay parity, and volunteer recruitment and retention.
Proposed with Measure H
When Measure H passes, Sebastopol will have the financial support for three career captains, three career engineers, and a daily stipend firefighter. There is existing funding for a Station Chief as the Sebastopol Fire Chief remains vacant. Station improvements will be a significant focus of the Measure H funding.
Sebastopol
Station Chief
be
responsible
for the fire
prevention
aspects
$2.9M in
capital
account,
adding
$500,000
annually
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 8 of 18
Proposal with Measure H and Parcel Tax
The Graton parcel tax will be applied to the Sebastopol parcels by merging the two fire departments.
Based on the table below, the overlayed parcel tax is anticipated to generate $1.06M.
The additional revenue will provide sufficient funding for three career firefighter positions. In addition, two day and two night shifts for volunteer firefighters will be available.
Added Service Level
Proposed with Measure H
Regardless of any merger, we can support the Station Chief, career and volunteer staff, and the administrative assistant. This approach would include leadership, hiring, budgeting, capital projects, strategic planning, etc. With our respective Measure H funding, we can secure 24/7/365 Battalion Chief/Duty Officer coverage that does not exist today.
Proposed with Measure H and Parcel Tax
Adding the parcel tax funding offers a higher level of service. It provides funding for three career firefighters and a second stipend firefighter each day. The administrative assistant position becomes fulltime for just the fire service needs. There are efficiencies in consolidating insurance costs, legal fees, human resources, elections, etc.
Use Code Type
Use Code
Count
Tax Rate
Per Use
Code
Tax
revenue
Generated
Building Size
Primary
@.14/sq Ft
Building size
Secondary
@.14/sq Ft
Total
Revenue by
Use Code
Agricultural Total 2 $ 250 $ 500 $ 500
Commercial Total 329 $ 350 $ 115,150 $ 244,868 $ 27,288 $ 387,306 Multi-Family Total 114 $ 750 $ 85,500 $ 85,500
Residential Total 2,350 $ 250 $ 587,500 $ 587,500
Total $ 788,650 $ 244,868 $ 27,288 $ 1,060,806
note: *the multi-family is estimated at $750 (our measure is $250 + $100/additional unit) Graton Tax Model
… the
overlayed
parcel tax is
anticipated
to generate
$1.06M
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 9 of 18
Board of Directors (7)
Fire Chief
Sebastopol
Battalion Chief
3 Captains
3 Engineers
3 Firefighters
(with merger)
2 Stipend
Firefighters/Day
Volunteers
Graton
Battalion Chief
3 Captains
3 Engineers
3 Firefighters
(with Measure
H)
2 Stipend
Firefighters/Day
Volunteers
Shared Volunteer
Graton/Sebastopol
Duty Officer
Administrative
Assistant
Proposed Organizational Chart
The chart below assumes that Measure H passes and Graton and Sebastopol choose to merge. If the decision were to remain independent and share services, the three career firefighters, second stipend firefighter, and full-time administrative assistant would be eliminated.
Proposed Staffing Model
Our approach to staffing is to have each station run independently. The career staff would have the right of first refusal for open shifts. Once exhausted, the station could contact the other station to fill the opening. Similarly, volunteer firefighters would bid shifts at their respective stations each month. Once completed, any remaining shifts would be open to volunteers from either station. A similar approach would be recommended for strike teams, and upstaffing assignments are managed by each station and only combined when necessary to build a complete crew (which we have done in the past).
With Measure H or Merger
When Measure H passes, Sebastopol will have the financial support for three career captains, three career engineers, and a daily stipend firefighter. There is existing funding for a Station Chief as the 1 bat. chief,
3 captains,
3 engineers,
1 stipend
firefighter
using
Measure H
or a merger
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 10 of 18
Sebastopol Fire Chief remains vacant. Station improvements will be a substantial focus of the Measure H funding.
With Measure H and Merger
Adding the parcel tax funding to Measure H offers a higher level of service. It provides funding for three career firefighters and a second stipend firefighter each day. The administrative assistant position becomes full-time for just the fire service needs. There are efficiencies in consolidating insurance costs, legal fees, human resources, elections, etc.
Fleet Management
Our approach is to manage the two fleets separately. The current engines are designed to serve each other’s districts; there is nothing logical or any interest in moving engines around. Our fleet replacement strategy varies based on use, reliability, and engine type. Typically, primary engines are in service for 15-20 years. They can move into reserve status for another 5-10 years. We budget $175,000 a year to maintain the age of our fleet. We will work with the City to determine immediate needs and estimate the fleet replacement budget necessary to ensure reliable service to the community.
Facilities
We designed and built a fire station in 2011. This experience gives us insight into what a facility needs to support a combination fire department. We designed a cost-effective station that did not require asking the taxpayers for a tax or bond measure. A mortgage was secured with annual payments that we could afford out of our operating expenses.
Measure H will fund some (maybe all) of the necessary renovations for the Sebastopol Fire Station (or a new station). We commit to supporting the process in whatever way is required. Outside of the renovations, we commit to covering the maintenance and station costs under $15,000.
Governance
Current
The Graton Fire Board has five directors who serve four-year terms. The terms are staggered so that no more than three directors change each election cycle.
Proposed
Our subcommittee is willing to add two director positions that would be dedicated to the residents of Sebastopol.
1 bat. chief,
3 captains,
3 engineers,
2 stipend
firefighters,
full-time
admin.
assistant
using
Measure H
and a
merger
…there is
nothing
logical or
any interest
in moving
engines
… willing to
add two
director
positions
[for]
Sebastopol
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 11 of 18
Supplemental Questions
1. What assumptions does your proposal reflect regarding General Fund contributions from Sebastopol (both with and without passage of Measure H), noting that the Measure H Maintenance of Effort requirement may not apply when consolidation occurs.
We assume the City of Sebastopol will continue to fund close to its current service level. The service impact of Measure H and our parcel tax funding is detailed in the table below. A breakdown of revenue and expenses is provided in Question #2e.
Services Available per Revenue Stream
Revenue Stream Service Level
Current City Budget Operational costs, 1 chief officer, 1 engineer, volunteer stipends Measure H Adds five career staff, funding for station renovation/build Parcel Tax Adds five career staff, full-time administrative assistant Measure H + Parcel
Tax
Adds eight career staff, full-time administrative assistant, funding for station renovation/build
2. What assumptions does your proposal reflect regarding:
a. How the on-going costs related to salaries, wages, stipends, and benefits (reflected in the information already requested) would be paid.
We assume the City will continue similar funding to support the same level of operations as today. Additional salaries and station improvements would be covered through a combination of Measure H and parcel tax revenue commensurate with the appropriate service level to meet the needs of the City residents.
• Please provide your schedule for stipends and all forms of compensation provided to volunteers (or use another term).
Stipend Pay and Reimbursement
Our two stipend programs have evolved entirely separately. Sebastopol Fire currently pays more per stipend shift. We want to develop a hybrid solution with the input of Graton and Sebastopol volunteer firefighters that is mutually acceptable.
Stipend Schedule
Shift Length Pay Reimbursement Total
Day
Sebastopol 8 hours $200 $0 $200
Graton
Current 12 hours (for volunteers within 5
minutes of the station, 6-8a & 5-6p
can be on-call (i.e., 9 hours on-duty)
$125 $25 $150
Graton
Proposed $160 $40 $200
Night
Sebastopol N/A N/A N/A N/A
Graton 12 hours (okay to miss up to 2 hours
due to work) $0 $35 $35
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 12 of 18
Call/Drill Reimbursement
Below are the current schedules for each of our department’s reimbursement programs.
The difference in our approaches is minimal – only $15,554 based on 2023 data. We have the available funding to match the current Sebastopol call and drill reimbursement model.
We intend to create a single call/drill reimbursement plan across both departments. Please see the table below.
Reimbursement Models
Type Graton Sebastopol Difference
Calls $7 - 11 $15 $13,296
Drills $8 - 32 $15 - 20 $1,008
Duty Weekend $375 $500 $1,250
Total Stipend Schedule Difference $15,554
• Please provide your salary schedule, or range, for all career positions.
Salaries
Position Graton 2024 Graton 2025*
Firefighter/EMT $ 65,760 - $ 75,422 $ 91,873 - $ 97,395 Engineer $ 79,211 - $ 87,331 $ 99,880 - $ 112,774
Captain $ 91,697 - $ 101,096 $ 120,464 - $ 134,426
Note: *Based on Measure H passing
b. How other operating costs currently paid by Sebastopol would be paid We would request the City of Sebastopol continue to support the operating costs it does today.
There may be opportunities to combine expenses for mutual savings. We would assume all maintenance costs of the fire station up to $15,000.
c. How the costs of a new or replacement Sebastopol fire station would be addressed.
Measure H provides funding towards a new or renovated Sebastopol Fire station. This money may be sufficient to meet the need. As a city building, it would be the City’s responsibility to fund the difference between Measure H funding and the station needs. Our history building a new station shows that we are diligent and cost-efficient with station design. We built the station for $243 per square foot, holding change costs under three percent.
We have the
available
funding to
match the
current
Sebastopol call
and drill
reimbursement
model.
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 13 of 18
d. How the costs of apparatus replacement – particularly those currently owned or planned for replacement by Sebastopol - would be addressed.
Apparatus replacement is a recommended budget item to allow for a stable budget. The table below estimates the annual budget needed to support fleet replacement at the Sebastopol station. It is just under $300,000 annually.
Sebastopol Fire Fleet Replacement Program
Unit Type Age Lifespan
Replacement
Cost
Annual Budget
Requirement
8300 SUV 6 10 $50,000 $5,000
8340 Pickup 16 20 $75,000 $3,750
8343 Boat 11 20 $15,000 $ 750
8350 Truck 16 20 $2,000,000 $ 100,000
8355 Squad 4 15 $400,000 $ 26,667
8361 Type 3 - 20 $900,000 $ 45,000
8380 Type 1 13 20 $1,100,000 $ 55,000
8381 Type 1 35 25 $1,300,000 $ 52,000
B83 Pickup 9 10 $75,000 $7,500
Tech Rsq Trailer 16 25 $30,000 $1,200
Annual Replacement Budget $296,867
e. The amount of Sebastopol General Fund support to be provided.
City General Fund Need
Item Expense Description Expenses Revenue
Fire Operating
Expenses Budget FY23/24 $ 554,926
Staffing Plan
(assumes Measure
H passes and
parcel tax overlay)
Ten career staff (1 BC, 3 Cpt, 3 Eng, 3
FF), 2 stipend shifts/day, weekend
duty officer, half-time administrative
assistant, volunteer reimbursements $ 2,179,075
Fleet Replacement Annual budgeted amount to ensure
fleet is maintained and reliable $ 296,867
Station
Build/Renovations
Renovate or build a new station to
support the combination fire dept. $ 400,000
Measure H $ 1,125,000
Parcel Tax $ 1,060,806
Totals $ 3,430,868 $ 2,185,806
City General Fund Need $1,245,062
Sebastopol
General Fund
support need
is $1,245,063
compared to
$1,553,902 in
FY24 adopted
budget
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 14 of 18
3. Please provide a list of your vehicle inventory, the age of each vehicle, and your replacement plans and/or policy.
Graton Vehicle Inventory
Engine # Type Age Notes
8435 Rescue Squad 8
8460 Type 3 14 In design stage
8463 Type 3 4
8481 Type I 37 Being replaced in 2 months
8482 Type I 20 Moving to reserve status
8496 Water Tender 4
We have a replacement plan based on the age, reliability, and engine type. Typically, primary engine service life does not exceed 15-20 years, when they would move into reserve status for 5-10 years.
We budget $175,000 annually for engine replacement. When buying an engine, we use a capital account to pay cash for engines, save interest payments, and typically get a prepay cash discount.
4. Please describe what role you envision for Sebastopol’s current volunteer firefighters.
Our philosophy is a primarily volunteer fire department augmented by career firefighters. Similar to our transition in 2020, we would focus on incorporating the current volunteer firefighters into the process. This assessment would start with surveying the current volunteers about what is essential and what would encourage their retention. For Graton, that meant continued opportunities to run calls and high-caliber training opportunities. When our parcel tax passed, we held multiple roundtable meetings to discuss how to implement it and what volunteers wanted to see during the transition. Every fire department is unique, and engaging Sebastopol volunteers in defining the future vision is crucial to their station’s retention and future recruitment.
5. Please describe what you do to support your volunteers.
The volunteers have been and continue to be our department’s core for the last 75 years. They allow us to surge our capacity during a fire, major car crash, or disaster. During the Tubbs, Kincade, and Walbridge Fires, our firefighters staffed five engines, two of which deployed on strike teams.
The February 4 storms created 35 calls in six hours. The 14 volunteers and 4 career firefighters made it possible to handle the surge in call volume.
Some of the ways that we try to support our volunteers include:
• Annual service awards and recognition service pins every five years • Strike team and upstaffing opportunities
• In-house certification classes
• External instructors to provide the highest level of training • A well-equipped gym
• Use of the washer/dryer facilities
• Ability to gain experience working shifts alongside the career staff • Access to ice machine, tool room, internet, printers, computers, etc. • Reimbursement for fire classes and books each semester • Support Firefighter I and II certifications
…primarily a
volunteer
fire
department
augmented
by career
firefighters
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 15 of 18
• Support overhead development (e.g., firing boss, heavy equipment boss) • Volunteer and career staff can hold comparable ranks
6. Please describe your history and philosophy regarding the level of parcel taxes you charge.
Since passing our parcel tax in 2019, our Board has not increased the tax. Through grants, strike teams, and upstaffing, we have been able to meet our financial needs. In the last five years, this includes $400,000 in SCBAs and $100,000 in extrication tools (we included Sebastopol and Monte Rio, who received similar amounts). A SAFER grant supported the new career staff with over $400,000 in cost recovery. Strike teams and upstaffing assignments generated over $1M in five years. Our philosophy is not to apply tax increases when unnecessary and to continue finding other income sources to support our community’s needs.
7. Should Sebastopol decide to pursue consolidation with your district, what steps would you propose taking to support a smooth transition?
We recommend hiring from within the current volunteers or prioritizing internal candidates. This approach helped Graton streamline the transition as the career staff were known by the volunteers and already knew the service area.
8. Should Sebastopol decide to pursue consolidation with your district, how do you envision handling/dividing responsibilities for emergency management? We would provide incident command for any emergency event within the City limits, similar to what we do today in Graton. That could be a flood, major fire, or other disaster. The Sebastopol career firefighters would support community education and messaging related to disaster preparedness.
The Sebastopol Station Chief would coordinate the fire department’s role with the City’s designated emergency manager.
Next Steps
Shared Services
When Measure H passes, Sebastopol Fire will be able to hire five additional career staff to attain two career staff and one stipend firefighter every day. We can support the hiring process and explore Battalion Chief/Duty Officer 24/7 coverage for our combined service area. Our fire chief can offer leadership to Sebastopol Fire if that is desirable.
The Sebastopol ad hoc committee identified a possible solution to expedite the City’s fire service improvements. The concept would include passing a City parcel tax now that matches our tax rate. If Sebastopol merges, the City’s tax would end as the fire district’s parcel tax begins.
Merger
We can consider merging our two fire departments to provide greater services to the community. This merger would allow Sebastopol Fire to receive parcel tax funding. It would add three career firefighters and a second stipend firefighter. The stipend firefighter positions could expand from eight to 24 hours each day. For this option to succeed, we would need to educate and gather approval collectively from all stakeholders– 1) firefighters, 2) taxpayers, and 3) business owners. …our Board
has not
increased
the tax.
We
recommend
hiring from
within the
current
volunteers…
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 16 of 18
LAFCO would require a municipal service review. We understand the soonest any merger could happen would be July 2025 or longer, depending on LAFCO’s current workload. Combining the fire departments could change the ISO fire protection rating. This concern would need to be investigated to ensure no negative impact. Finally, we would need to collaborate on the governance model, financial options, and develop a clear delineation of City vs. District responsibilities.
Summary
Regardless of the City’s decision, we will continue coordinating services and identifying synergies between our two fire departments. Sebastopol Fire is our top mutual aid provider, and we must work together to ensure the highest levels of service to our communities. We look forward to further discussions and thank you for the opportunity to build upon our existing relationship. …work
together to
ensure the
highest levels
of service to
our
communities
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 17 of 18
Graton Fire Budget, FY23/24
2019 2020 2021 2022 2023 2024
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET
1000 Prop Taxes - CY Secured 800,233 828,847 879,834 925,401 978,715 1,021,779 47%
9.4% 3.6% 6.2% 5.2% 5.8% 4.4%
1001 Parcel Taxes - CY Direct Charges 858,352 863,140 860,211 860,000 40% 1011 Prop Taxes - Admin Fee (9,582) (9,817) (9,468) (11,811) (10,563) (12,000) -1% 1012 Prop Tax - CY Homeowner Relf 2,469 1,745 0 0 2,000 0% 1014 Prop Taxes - CY Backfill 370 1,092 0 0 0%
1020 Prop Taxes - CY Supp 17,659 15,497 12,795 23,792 25,818 20,000 1% 1040 Prop Taxes - CY Unsecured 23,113 26,069 26,509 28,296 29,579 28,000 1% 1042 Cost Reim - CY Coll Del Uns (362) 0 0 0%
1050 Parcel Taxes - PY Direct Charges 5,858 8,200 8,000 0% 1060 Prop Taxes - PY Secured (136) (13) (27) (68) (58) (100) 0% 1080 Prop Taxes - PY Supp (63) (16) (11) (29) (39) (100) 0% 1100 Prop Taxes - PY Unsecured 429 419 451 592 640 500 0% 1120 State-Other in Lieu 19 19 19 100 0%
1122 Prop Tax-State Homeowner Relf 3,240 2,483 705 3,000 0% Taxes 831,292 863,825 1,773,439 1,838,766 1,893,229 1,931,179 89% 9% 4% 105% 4% 3% 5%
1700 Interest on Pooled Cash 144 211 158 163 668 150 0% 1701 Interest Earned 1,703 1,557 393 353 1,275 400 0%
Interest 1,847 1,769 551 516 1,943 550 0%
2400 FED - Disaster Relief (FMAG) 44,046 145,189 179,885 3,996 0 0% 2440 ST - HOPTR 2,597 2,523 2,483 1,645 0 0%
2500 ST - Other (Grants) 51,952 8,720 14,140 120,000 6% 2550 FED - AFG/SAFER (Grants) 264,931 143,781 0 0%
2589 Strike Teams/Upstaffing/Events 117,377 103,601 237,807 412,436 186,100 0 0% County, State, Federal Revenue 171,926 158,890 647,927 752,725 191,741 120,000 6% 4020 Tree Farm Revenue 84,569 74,900 122,569 129,515 122,543 120,000 6% 4021 Sale-Real Property/Fixed Asset 1,000 1,000 37,061 10,000 0 0 0% 4040 Miscellaneous Revenue 14,736 900 16,877 3,441 974 2,000 0% 4050 Training Revenue 16,150 0 0 0%
4100 Workers' Comp Reimbursement 14,022 30,579 0 0%
4101 Ins/Personal Damage Rebate 10,924 14,077 0 0%
4102 Donations/Reimbursements 20,058 8,074 0 0 0%
Other Revenue 120,362 84,874 176,506 184,052 168,173 122,000 6% 1,125,428 1,109,358 2,598,424 2,776,058 2,255,086 2,173,729 100% 9% -1% 134% 16% -20% -23%
Budget 2023/24
Graton Fire Protection District
Growth
Growth
Total Revenue
REVENUE DESCRIPTION % of Rev
Growth
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Graton-Sebastopol Proposal Page 18 of 18
2019 2020 2021 2022 2023 2024
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET
5910 Payroll Expenses 361,659 373,366 603,337 500,000 23% 5911 Reimbursement-Calls/Drills 48,561 54,406 30,458 37,385 37,523 37,500 2% 5912 Pay-Strike Team/Upstaff/Events 91,212 74,258 339,788 113,018 41,170 0 0% 5913 Reimbursement-Board 1,650 2,075 2,025 1,975 2,475 2,000 0% 5914 Pay-Administrative Payroll 5,209 21,556 25,279 25,526 6,080 0% 5915 Pay-Day Shift (Stipend) 11,781 123,973 52,755 46,206 426 120,450 6% 5916 Pay-Overtime 28,294 0 94,004 4%
5917 Reimbursement-Night (Sleeper) 22,315 16,625 6,065 23,805 13,226 25,000 1% 5918 Independent Contractor 2,770 1,613 250 0 0 36,400 2% 5923 Retirement-CalPERS/PEPRA 33,515 149,666 118,466 133,000 6% 5924 Retirement-457 Plan 2,500 15,740 16,000 1%
5925 FICA (Medicare/SS) 23,072 24,890 0 0%
5930 Insurance-Health/Dental/Vision 41,997 55,478 48,990 60,000 3% 5931 Insurance-Long Term Disability 1,878 2,088 2,088 2,088 0% 5940 Worker's Comp 7,667 17,080 25,651 105,667 121,729 120,000 6% Wages & Benefits 185,956 295,238 917,597 987,799 1,055,585 1,152,522 53% 6020 Clothing/Personal 28,946 32,306 20,636 36,269 44,726 40,000 2% 6040 Communications 21,498 20,540 37,224 31,070 13,828 30,000 1% 6080 Household Expense 0 598 3,783 3,590 3,375 5,000 0% 6100 Liability Insurance 35,567 36,856 36,768 38,231 26,548 30,000 1% 6140 Maintenance-Equipment 12,055 15,534 3,493 17,939 34,551 25,000 1% 6155 Maintenance-Vehicle 33,913 55,032 38,099 29,866 29,787 70,000 3% 6180 Maintenance-Bldg/Imp 35,089 24,057 31,523 24,758 38,790 30,000 1% 6190 Landscape Services 6,467 4,638 5,865 4,121 2,539 6,000 0% 6261 Medical Supplies 3,451 7,916 23,520 10,641 8,559 10,000 0% 6280 Memberships 2,120 3,039 2,533 3,235 5,492 3,500 0% 6400 Office Expense 10,807 16,154 19,563 13,000 6,009 15,000 1% 6526 Dispatch Services 3,919 9,103 35,000 2%
6536 Bank Fees 75 25 0 0%
6587 LAFCO 1,741 1,803 1,718 1,660 1,796 1,840 0%
6610 Legal Services 9,034 5,288 109,969 120,326 132,413 125,000 6% 6630 Audit/Acc't Services 10,877 12,210 6,460 11,275 8,925 10,000 0% 6800 Public/Legal Notices 471 1,020 30 331 398 500 0%
6820 Rent/Lease Equipment 3,168 0 0 1,500 0%
6880 Small Tools/Instruments 15,240 40,438 36,107 14,375 30,227 15,000 1% 7000 Tree Farm Expense 77,249 95,895 93,862 103,300 85,151 100,000 5% 7005 Election Expense 29,517 37,986 6,728 0 10,139 10,000 0% 7120 Training-In Service 12,253 12,978 19,201 35,876 23,901 30,000 1% 7150 Recognition/Awards 16 2,225 1,171 2,000 0%
7201 Gas/Oil 7,661 12,059 16,541 18,287 20,683 20,000 1% 7300 Transportation/Travel 3,577 3,071 1,348 3,478 261 5,000 0% 7303 Private Car Expense 5,400 6,541 6,000 6,000 6,000 6,000 0% 7320 Utilities 5,563 6,349 7,306 5,875 9,995 8,000 0%
Operating Expenses 368,511 452,308 531,445 539,724 554,389 634,340 29% 7910 LongTerm Debt - Principal 38,688 89,000 230,389 1,312,121 148,507 148,507 7% 7930 LongTerm Debt - Interest 254,300 102,073 119,877 52,996 32,303 63,360 3% 4620 Unclaimed w/in a Fund (Capital) 40,378 869,681 692,387 175,000 8% Long-Term Debt 333,366 191,073 350,266 2,234,798 873,197 386,867 18% Total Expenses 887,833 938,618 1,799,307 3,762,321 2,483,171 2,173,729 100% Surplus/(Deficit) 237,595 170,740 799,116 869,751 464,302 175,000 % of
Exp
Graton Fire Protection District
Budget 2023/24
EXPENSE DESCRIPTION
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
SONOMA LOCAL AGENCY FORMATION COMMISSION
111 SANTA ROSA AVENUE, SUITE 240, SANTA ROSA, CA 95404
(707) 565-2577
Sebastopol City Council
Ad Hoc Committee on Fire Services
7120 Bodega Avenue
Sebastopol, CA 95472
April 9, 2024
www.sonomalafco.org
Re: Processes, Costs, and Projected Timeframes for Reorganization of City Fire and EMS Functions
CouncilmembersWe have been informed by City staff that the Council is considering pursuing a reorganization that would involve an independent special district taking on the fire and emergency medical service functions for the City of Sebastopol. Staff has also indicated that the Council would like an outline of the process and an estimated timeframe to conduct a potential reorganization.
While LAFCO can certainly provide an outline of the process, we can provide timelines only with significant caveats. Similarly, we can provide some idea of costs, but again with significant caveats.
The potential reorganization would consist of two steps: an amendment to the sphere of influence of the special district that would be taking on service provision, followed by the reorganization itself, which is contingent on a protest proceeding that may or may not extend the timeframe significantly or aunul the reorganization outright.
Sphere of Influence Amendment
LAFCO sets "spheres of influence" for cities and special districts, which indicate where those agencies may extend boundaries in the future. For example, the spheres of influence for cities are typically aligned with Urban Growth Boundaries that have been adopted by the city's electorates.
At present, no special district has the City of Sebastopol within its sphere, as there has not been anticipation that a district would be called upon to take on any of the City's services.
To amend a sphere of influence, LAFCO's enabling legislation calls for a Municipal Service Review and attendant Sphere oflnfluence Study (MSR/SOI).
The Municipal Service Review (MSR) evaluates both the district and the City across eight categories, including the financial ability to provide services, governance, and opportunities for efficiencies. It might be helpful to think of the MS0
R as a scorecard of current conditions. For the
scenario that we are considering, only the City's provision of fire and emergency medical Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
services would be evaluated, of course in the context of general financial issues the City is experiencing.
The Sphere oflnfluence Study (SOI) evaluates five other categories, and can result in a recommendation to amend the sphere of influence of one or the other of the agencies. If the sphere is amended, the agency then becomes eligible to seek annexation of the added territory.
LAFCO can conduct an MSR/SOI study at any time, and certainly upon request by the subject agencies. A simple letter from each agency asking that the study be conducted is sufficient; a formal resolution is not required.
Cost
The Commission asks that one or both of the subject agencies pay the staff costs involved in conducting an MSR/SOI study. The Commission's fee schedule asks that a deposit of$10,000 against actual costs be levied; the costs for an MSR/SOI study for the entirety of a City (all functions) has generally been on the order of$25,000 when the commission hires a consultant to do the work.
For fire and EMS services, the Commission conducted an expansive study for west county agencies, including the City, in 2019, using commission staff resources. Additionally, staff is currently completing a study covering the Gold Ridge Fire District and another agency.
Therefore, staff believes than an effort to conduct a study for Gold Ridge (if that is the City's chosen agency partner) and the City could be completed fairly expeditiously and at a lower cost.
The City is also welcome to seek a waiver of fees from the Commission. In the past, when the Commission has waived fees, they have waived staff time costs but not any costs associated with noticing hearings (in this case a newspaper posting) or other external costs (such as legal services).
Time frame
Depending on other workload conditions, LAFCO staff considers an optimistic timeframe to complete an MSR/SOI study at four months, which includes a required 21-day public posting of the report. Because the Commission only meets once a month, scheduling may extend the timeframe. The Commission may also order changes to the report which would also extend the timeframe.
Commission staff will note that two MSR/SOI studies are nearing completion (using consultant services), one is nearing completion (using staff resources), and another is underway (going out for consultant bids). There are two other studies in "the queue" that are both for fire services, and both will be conducted with staff resources. There are an additional three studies that are likely to present themselves in 2024, again using staff resources. 2 Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Staff are often asked if hiring a consultant to conduct a study will shorten the timeframe. The short answer is no: issuing a request for proposals and contracting with the selected consultant has always extended project timelines.
Staff would recommend that depending on the urgency of the need to pursue a sphere amendment and subsequent reorganization, the subject agencies submit a request as soon as possible and impress upon the Commission their desire to have staff prioritize the work.
Reorganization
As stated in the introduction, once a sphere of influence has been amended, a reorganization can be sought. Just to be perfectly clear, the proposal would be for an independent special district to take on provision of fire and emergency medical services within the City's territory. The City would continue to exist and provide the balance of services as it does today.
A reorganization proposal to the Commission involves an application by the annexing agency, including a resolution of application, a deposit against fees, a plan for service, an application form, and a map of the territory being annexed that meets State Board of Equalization requirements.
It is helpful, but not required, that the agency "ceding" territory (in this case the City) submit a resolution in support of the reorganization. (The Commission would be unlikely to approve an annexation against the City's wishes.)
The most critical component of the application is the plan for service, which must describe how the annexing agency intends to provide service and how it will be fimded. The Commission has approved a half-dozen fire agency reorganizations in recent years, so examples of plans for service from those proposals are available. It would be important for the Commission to see any proposed or executed financial agreement between the City and the annexing agency that would speak to the financial viability of the reorganization.
We believe that the mapping requirement will be perfunctory as the Board of Equalization has accepted existing reorganizations using existing agency boundaries before, though it is incumbent on the agency applying for reorganization to clear this with the Board.
Costs
Again, for reorganization proposals, the Commission levies a $10,000 fee deposit against actual incurred expenses. In this case the costs include staff time, noticing, filing fees with other agencies, and any needed legal counsel costs.
It is important to note that if an agency that is annexing territory has in place any special taxes (usually a schedule of"parcel" taxes), every landowner within the territory being annexed must be notified directly (by mail) of the proceeding, and again if the reorganization is approved and then subject to a protest proceeding. Also, if there is sufficient protest by landowners and/or voters, an election must be undertaken at the applicant's expense. 3 Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
The proponent of the reorganization may seek a waiver of fees from the Commission, however, the Commission has never waived fees for non-staff time expenses such as noticing costs.
Staff has not evaluated how many parcels are within City limits, which would yield an estimate of noticing costs. Previous reorganizations of this scope have generated fees on the order of $15,000, though it should be noted that none of the prior reorganizations had protest levels that resulted in a required election.
Timeframe
From the date of submission of a complete application, a reorganization can be completed and recorded in about six months, assuming there is not sufficient protest to trigger an election. ( Given that no reorganization in Sonoma County over the past dozen years or more has required an election, staff is bereft of an ability to provide a timeframe estimate should that become necessary.)
Other than notification requirements that compose some of this timeframe, the protest proceeding must be for a minimum of thirty-one days or a maximum of sixty-five. The Commission has preferred longer protest proceedings.
The timeframe can also be affected generally by the Commission's meeting schedule; although the Commission can call special meetings, potentially to shorten timeframes, this can be problematic.
Interim Option: Contract For Services
Staff notes that an interim option that the Council might consider is to enter into a contract for services with another agency.
There are recently-added provisions to code that direct LAFCO to review and approve contracts between agencies that involve fire and emergency medical services. If the Council considers a contract as a long-term option, LAFCO staff can review the process for seeking that approval.
However, if a contract is short-term, and in place while a reorganization is sought, staff has taken the position of working on the sphere amendment and reorganization rather than expending time and effort to review the interim contract for services.
Recommendations
LAFCO staff are of course on hand to answer questions and to work with the City Council and staff, and representatives from a partnering agency on these matters.
If the Council does decide that a reorganization is warranted and in the best interests of the community, LAFCO would recommend that getting the MSR/SOI underway is the critical first step. Letters from both agencies to the Commission would start the process and should include a 4 Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
request for a fee waiver if that is necessary. While staff is reticent to make this recommendation, if there is urgency to move this proposal forward, the proponents can seek to have the Commission prioritize staff resources for the effort.
Once that process is unde1way, and of course depending on urgency, LAFCO staff would recommend that the City and the partner agency begin preparation of an application package, and most notably the plan for service document. Drafting or even executing a financial agreement might also be undertaken concun-ently with the MSR/SOI preparation. The proponents should also consider consulting with the State Board of Equalization regarding mapping requirements, and the County's Auditor-Controller-Treasurer-Tax Collector regarding deadlines for application of special taxes on annexed te1Titories.
We also respectfully recommend that the City engage with its populace regarding any proposal, in part to avoid the potential for extending the timeframe of a reorganization due to protests.
Staff has been invited to attend the Council's April 16 meeting and will therefore be on hand to address any questions you might have.
Sincerely7W
Mark Bramfitt, P .E.
Executive Officer
Cc: Don Schwartz, City Manager
Todd Deram, Interim Fire Chief
5 Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
CITY OF SEBASTOPOL CURRENT STAFFING
Fire Chief
Assistant Fire Chief-Volunteer Sr Admin Assistant .5 Assistant Fire Chief-Volunteer 2 Paid Engineers
1 Position Is Vacant
6 Captions-Volunteer
5 Engineers-Volunteer
18 Firefighters-Volunteer
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City Council Meeting Packet for Meeting of: April 16, 2024
CITY OF SEBASTOPOL PROPOSED STAFFING
Fire Chief
Assistant Fire Chief-Volunteer Sr Admin Assistant .5 Assistant Fire Chief-Volunteer 3 Captains 3 Captions-Volunteer
5 Engineers-Volunteer
# Firefighters-Volunteer
3 Engineers
# Firefighters-Volunteer
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024
Fire Chief
Division
Chief
Administration
Executive Assistant
Division
Chief
Operations
Hessel
Station
Twin Hills
Station
Wilmar
Station
Sebastopol
Station
7 Member
Board of Directors
3 Captains
3 Engineers
Stipend
Firefighter
Prevention
Captain
3 Captains
3 Engineers
Stipend
Firefighters
Stipend
Firefighter
Stipend
Firefighter
3 Captains 3 Captains
3 Engineers 3 Engineers
A Shift Battalion
Chief
B Shift Battalion
Chief
C Shift Battalion
Chief
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
Gold Ridge Fire Protection District
Chain of Command
Safety Personnel
Firefighters and Engineers report to Fire Captains.
Fire Captains report to Battalion Chiefs.
Battalion Chiefs report to Division Chiefs.
Division Chiefs report to the Fire Chief.
Administrative Personnel
Administrative staff assist Chief Officers as the need arises.
The Bookkeeper and Volunteer Coordinator report to the Executive Assistant.
The Executive Assistant reports to the Fire Chief.
The Fire Chief has responsibility and authority over all personnel.
Agenda Item Number: 5
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City Council Meeting Packet for Meeting of: April 16, 2024
Agenda Item Number: 5
Agenda Item Number: 5
City Council Meeting Packet for Meeting of: April 16, 2024