HomeMy WebLinkAboutMINUTES - 06221993 - 2.A 2.A
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on June 22, 1993 , by the following vote:
AYES: Supervisors Powers,' Smith, Bishop, McPeak and Torlakson
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: Plan for Expenditure Reductions/Functional Integration of Fire Districts
The Board DEFERRED to July 13, 1993, decision on the Plan for Expenditure
Reductions/Functional Integration of Fire Districts with staff requested to provide the
additional information as noted in the discussion of this matter this day.
The Board further REQUESTED staff to work with the commissioners in East County
to address a functional integration plan for the Oakley, Bethel Island, and East Diablo Fire
Protection Districts.
The Board further AUTHORIZED the Chair to execute a letter to the Chair, Board of
Commissioners, Kensington Fire Protection District, on the hiring of an interim chief to
provide for the management of the district.
1 hereby certify that this is a true and correct copy of
an action taken and entered on the minutes of the
Board of Supervl oche date shown.
y
ATTESTED
Hivldunds� o
atSw anOR, Amnra r
8y Deputy
cc: County Administrator - Terry McGraw
To:. .. BOARD OF SUPERVISORS ` Lonl a
:r' ` �•
FROM: Phil Batchelor, County Administrator ;; s Costa
June 15, 1993 uuN
County
DATE: �
SUBJECT: Plan for Expenditure Reductions/Functional Integration of Fire Districts
SPECIFIC REOUEST(S)OR RECOMMENDATION(S)i BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1 . Receive and review this preliminary plan, acknowledging that revisions to the
plan may be required after later information is received concerning financing
available for 1993-94.
2. Direct that the preliminary plan be circulated to Fire District Advisory
Commissions and other interested parties for full review and comment.
3. Schedule June 22, 1993 to consider action on the plan.
4. After considering recommendations and comments, and ordering those changes
to the plan deemed appropriate, approve the plan and the specific financial,
personnel and other operating changes needed to implement the plan, to be
effective July 1, 1993.
REASONS FOR RECOMMENDATIONS/BACKGROUND:
On March 16, 1993, the Board of Supervisors approved the report of the County
Administrator on fire district benefit assessments. This report also included
"objectives" and "cost sharing areas" proposed to reduce the expenditure levels of
various fire districts to meet the current and anticipated loss of property tax revenue,
resulting from actions of the State Legislature. In the motion to accept the report, the
Board adopted the proposed cost reduction items and directed that a plan be
presented in 60 days (subsequently extended to June 15) for adoption, to accomplish
the expenditure level reductions and functional integration of the five fire districts
governed by the Board of Supervisors, effective July 1, 1993.
CONTINUED ON ATTACHMENT: YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE (S):
ACTION OF BOARD ON - APPROVED AS RECOMMENDED OTHER
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON TME MINUTES OF THE BOARD
AB NT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ontact T. McGraw (646-4855)
CC: County Administrator ATTESTED
Auditor-Controller PHIL BATCHELOR.CLERK OF THE BOARD OF
County Counsel SUPERVISORS AND COUNTY ADMINISTRATOR
County and lndep. Fire Districts
United Professional BY 'DEP
Firefighters Local 1230
Chairs, Boards of Fire Commissioners
FACTORS TO CONSIDER IN REVIEWING THIS REPORT
This plan has been prepared at a time when considerable information critical to the
financing of fire districts for 1993-94 is unknown. Included in the unknown items are
the amount of property taxes customarily used to finance fire services which will be
transferred for the', support of schools, by action of the State Legislature and
Governor; and the traditional financing factors not normally known until after July 1
(such as fund balances and growth in assessed valuations). Because of these
unknowns, it is imperative that all readers of this plan understand that changes in the
proposed plan will undoubtedly be required when the missing information is received.
The funding reductions outlined in this report are recommended in compliance with
the direction of the Board of Supervisors to reduce fire district budgets in the range
of 10% as compared to 1992-1993 adjusted final budget.
Since developing the reduction plan, the County and the fire districts have been
notified about a reduction in retirement expense for 1993-1994. The retirement rates
for fiscal year 1993-94 will result in a savings to fire districts of approximately
$800,000. This reduced budget requirement is not reflected in the budget reduction
plan for two reasons. One reason is that the retirement expense reduction is a one-
time windfall and therefore, does not meet the Board's directive to make permanent
reductions in fire district funding. The other reason is because the savings amount
should be retained to help absorb any further budget reductions in the future and
avoid further lay offs.
The funding reduction plan does not reflect any potential new revenues. There is a
possibility that the 'fire districts could generate additional revenue by assuming
responsibility for certain hazardous material functions from County Health Services.
There has also been discussion about the potential of generating new revenue as a
result of medical emergency response activities. These revenue sources are being
explored but are too speculative at this time to take into account in the budget
reduction plan.
As indicated above, the plan provides for both expenditure level reductions and
functional integration. The first portion of the plan relates to expenditure level
reductions for virtually all districts.
This is followed by that portion of the plan dealing with the functional integration of
the Contra Costa County, Moraga, Orinda, Riverview and West County Fire Districts.
The last portion of 'the plan covers the feasibility of East County Alternative. It
includes the functional integration of the Bethel Island and East Diablo Fire Districts
and an option that combines both East Diablo and Bethel Island with Riverview.
REDUCTION OF FIRE DISTRICT BUDGETS EXPENDITURES
The reductions needed pursuant to the cost reduction policy are from the amounts
authorized for the current, 1992-93 fiscal year, and are based on the following
guidelines adopted by the Board of Supervisors:
Objectives
■ Maintain current number of fire fighters, senior fire fighters and captains.
■ Keep open existing stations.
■ Maintain identity of existing districts.
■ Budget reductions in the range of 10%.
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Cosi Sharing Areas
1 . Reduce number of Chiefs, Assistant Chiefs, and administrative and budget
personnel through functional integration of management, budget and
personnel administration.
2. Centralize fire prevention bureaus and reduce number of positions.
3. Centralize training.
4. Maintain minimum staffing without use of overtime by use of reserve,
volunteers, and use of existing fire fighting personnel across district lines.
5. Salary reductions.
6. Reduce number of vehicles being taken home.
7. Review other areas of savings - purchasing, vehicle maintenance, etc.
8. What legislative changes are needed to generate additional savings and/or
revenues?
The following table displays the Final 1992-93 budget for each Board-governed fire
district. Where appropriate, necessary adjustments have been made to the budget
amounts prior to calculating the grand total of $47,891,318, to be reduced by 10%.
The result is a required reduction of $4,789.132.
Final
1992-93 Reason for Base for
District (1) Budget Adjustment Adjustment Reduction
Contra Costa $ 26,895,161 0 $ 26,895,161
Moraga 3,023,832 0 3,023,832
Orinda 3,403,338 200,000 loan 3,603,338
Riverview 9,331 ,991 800,000 cap. funds 10,131 ,991
West County 2,508,225 (100,000) cap. funds 2,408,225
Crockett-Carquinez 216,967 (216,967) exempted 0
Oakley 415,118 (415,118) exempted 0
Pinole 191,550 (191,550) exempted 0
Bethel Island 440,029 0 440,029
East Diablo 1 ,388,742 0 1 ,388.742
Total (2) $47,814,953 $ 76,365 $47,891 ,318
Notes:
1. Excludes self-funded budgets (benefit assessment; fire flow; and fire prevention
activities covered by fees).
2. The total covers 45 stations - 31 paid and 14 volunteer. It does not cover the
22 other stations in the County governed by cities, independent special districts
or the state.
Explanation of Adjustments
In arriving at the appropriate base (total for all Board-governed fire districts) against
which the 10% reduction should be applied, it was necessary to make adjustments
in some of the Final 1992-93 amounts to account for non-recurring factors which
impacted the 1992-93 amounts. Adjustments were also necessary for the so-called
"volunteer" districts, for policy reasons, as explained below. All of the adjustments
are explained as follows:
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Orinda: The adopted budget was under-funded by $290,000. After adoption,the
Board of Supervisors allocated $200,000 to the district from the Special District
Augmentation Fund (SDAF), to partially cover the shortage. The remaining $90,000
was to come from other fire districts, as needed, later in the year. The net effect was
that the district operating budget was at least $200,000 higher than the financing
available for the original budget. A $200,000 adjustment (increase) is necessary to
provide a more realistic base for this district.
Riverview: The actual amount needed to cover 1992-93 operations was $800,000
greater than the adopted budget. In order to cover the un-funded difference, without
reducing expenditures and laying-off employees, $800,000 of non-recurring, prior year
capital funds were transferred to cover the financing gap. Without the $800,000
(increase) adjustment, the operating budget base would be understated.
West County: The original 1992-93 budget included $100,000 for the
construction/replacement of Station 70. As this one-time-only money should not be
considered as part of the normal operating budget, a $100,000 (reduction) adjustment
is appropriate.
Crockett-Carauinez, Oakley, Pinole: The Board exempted the Oakley district from the
budget reduction program, due to its low-cost volunteer nature, for consistency we
have treated the other two districts the same. Also, as a practical matter, the amount
involved in the three districts ($823,635) is less than 2% of the total for all districts,
and exempting this amount would not be material in calculating the total base to be
reduced by 10%.
DISTRIBUTION OF REDUCTION
The plan provides for the $4,789132 reduction goal to be essentially accomplished
as indicated below. The list of reduction items, based on the functionally integrated
operation of the five districts, can potentially be increased in the future, following
further study of the possible combining of Stations 16 and 43, reported at the end of
this section:
Annual
Item Amount
1. Eliminate a total of 29.5 positions, many now
vacant and frozen (see table below) $21730,000
2. Reduce minimum staffing overtime 1,000,000
3. Reduce holiday pay 539,000
4. Reduce commute vehicle usage 12,000
5. East Diablo/Bethel Island functional integration savings
(see section under EAST COUNTY ALTERNATIVE) 120,600
Total of reductions $4,401 ,600
1 . Position Reductions
Summarized in the following table are the total proposed positions for all five
districts, including those that would remain, or be eliminated by this plan (most to
be eliminated are currently vacant and frozen).
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Final 1992-93 Proposed 1993-94
Budget Budget Changes
Category Mgmt Emp Total Mgmt Emp Total Mgmt Emp_ Total
Administration 9 0 9 5 0 5 -4 0 -4
Clerical 5 17 22 3 17 20 -2 0 -2
Communications 1 12.5 13.5 1 12 13 0 -0.5 -0.5
Fire Prevention 14 21 35 4 22 26 -10 1 -9
Training 2 3 5 2 2 4 0 -1 -1
Supp./Rescue 15 378 393 14 366 380 -1 -12 -13
Vehicle Mtcd. 2 5 7 2 5 7 0 0 0
Total 48 436.5 484.5 31 424 455 -17 -12.5 -29.5
Explanation of recommended reductions:
Administration -- two Fire Chief and two Assistant Chief positions are eliminated.
Clerical -- two Executive Secretary positions are eliminated.
Communications -- a part-time Dispatcher position is eliminated.
Fire Prevention -- a total of nine positions are eliminated. An Assistant Chief, Fire
Marshal, Supervising Inspector, Senior Inspector and five Inspectors are eliminated.
In addition, seven Supervising Inspectors are reclassified to Senior Inspector or
Inspector.
Training-— a Fire Maintenance Worker position is eliminated.
Suppression/Rescue -- One Assistant Chief position is eliminated. Twelve vacant
fire fighter positions, including 11 currently staffing a second company (crew) at
Station 10, are recommended for elimination. The discussion related to the
elimination of the second crew follows:
Currently Station 10 has two crews assigned to provide staffing for any two of the
five emergency response vehicles housed at that station, located at Treat
Boulevard and Oak Grove Road. The station is centrally situated to respond to
incidents in its territory, and to cover (back up) adjacent stations in Walnut Creek
and Concord.
Elimination of the second crew will impact emergency responses in the immediate
area of Station 10, to some extent, as well as reduce the coverage for adjacent
stations. However, this does permit a substantial reduction without closing a
station.
Summary
The number of management positions has changed from 48 to 31, a decrease of
17 positions or a 35.4% reduction in management personnel. Previously,
management represented 9.9% (48/484.5) of total personnel. With the reduced
budget, management now represents 6.8% (31/455) of all personnel.
2. Reduce minimum staffing overtime -- it is recommended that the county,
through the meet-and-confer process, reduce the practice of using overtime
funds for the purpose of maintaining minimum staffing of fire companies, for a
reduction of approximately $1,000,000 each year. Staff shortages due to
absences may not be back filled by recalling personnel on overtime.
Under the proposed reduction, chief officers would manage staff shortages by
modifying the number of companies (crews) in service or temporarily changing
staffing levels of stations.
-5-
3. Reduce holiday pay -- it is recommended that the county, through the meet-and-
confer process, reduce the amount of pay for holidays, to enable a reduction of
approximately $539,000 each year. At the present time, all represented
employees receive holiday pay at the rate of 12 hours of overtime credit for each
of 13 holidays per year in lieu of receiving paid time off for holidays. It is proposed
that the hours of overtime credit be reduced to 8 hours to reflect to the 24 hour
three shift schedule in effect in the fire districts.
4. Reduce commute vehicle usage -- it is recommended that the county, through the
meet-and-confer process, restrict the number of fire district vehicles used for
commute purposes as appropriate for a reduction of approximately $12,000 each
year.
5. East Diablo/Bethel Island functional integration -- See section under EAST COUNTY
ALTERNATIVE.
POTENTIAL FUTURE COST REDUCTION - Requires More Study
In the course of analyzing the potential for immediate expenditure level reductions
under the functional integration program, one area was briefly considered but not fully
pursued because of the need for further study. This involves the possibility of
combining Stations 16 and 43.
In 1991, Station 16, located in Upper Happy Valley was closed for several weeks due
to health and safety conditions. The station has experienced severe structural
problems, causing the foundation to settle enough to allow water intrusion and
cracking of walls and other related components. Structural engineers and health
officials advised that the station not be used. As a temporary measure, a modular
unit was acquired and placed on the site. Cost of repairs at the existing site are
estimated at over $250,000 (a totally new station would cost over $1 million, not
including cost of a site).
As Orinda station 43 is only 1 .6 miles from the present location of Station 16,
consideration should be given to combining the two. Both stations have low
emergency response levels.
It is recommended that the Board order an extensive study into all aspects of the
feasibility of combining the two stations.
FUNCTIONAL INTEGRATION PLAN (Merit System Districts)
The functional integration of the five, "merit system" (referring to the status of the
district employees) districts has been underway since the Board appointed Chief Allen
Little, of the Riverview District, as acting chief of the new five district organization.
Since his appointment, Chief Little and the management staff of the districts have
been involved in planning for the functional integration of the districts and identifying
areas for reduction, based on the guidelines adopted by the Board of Supervisors.
In genera:, the expenditure level reduction/functional integration plan calls for an
organization consisting of five divisions; Emergency Operations, Support Services, Fire
Prevention, Training and Administrative Services. This group including the Fire Chief
will be responsible for the overall management of the integrated organization.
Management of emergency operational division programs and supervision of
operations will be provided by twelve (12) Battalion Chiefs. These chief officers will
be assigned to either management functions or day-to day line functions as required.
A strong liaison with community groups will be maintained through these
assignments. This will assist in addressing the concerns expressed by some
communities such as Moraga (see attached letter).
Fire fighters, Paramedics, Senior Fire Fighters and Captains will be assigned to various
emergency units within the fire districts. These positions will continue to be assigned
to individual districts, with'their costs budgeted and charged directly to those
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districts. There may be occasions when chief officers can be shared by districts,to
provide emergency response coverage and to optimize the use of their respective
skills.
Since the functional integration plan maintains the identity of the five existing districts
the five fire commissions will continue as presently constituted.
Additionally, it has been proposed that a fire advisory council be created to oversee
coordination of the five districts. The suggested composition of the Council would
include the Fire Chief, the Chairs of Advisory Commissions, and representatives of
industry, the Taxpayers Association and labor.
Attached are organization and functions charts (Attachment A) identifying the details
of the functional integration program for the five districts.
EAST COUNTY ALTERNATIVE
As requested by Supervisor Torlakson, we also briefly reviewed the feasibility of two
alternatives involving the four East County fire districts.
One of the largest obstacles to the proposed functional integration of East County
districts is the significant difference in operations and staffing from district to district.
Bethel Island and East Diablo districts are partially paid, in terms of fire fighters'
compensation. Oakley is basically volunteer. Riverview, on the other hand, is a merit
system district and totally paid.
Any consideration of.a.functional integration of fire districts which have incompatible
salary and benefit packages suggests a number of problems as follows:
■ morale, organizational and labor relations problems from fire fighters who regularly
work together but are not similarly compensated;
■ a constant pressure to equalize salaries, but without the financial resources to
accomplish the equalization; and
■ constant public-understanding problems regarding the perceived differences in
capabilities of the paid versus volunteer fire fighters and the expectations of the
citizens with respect to service levels.
The concern is that most if not all of the stations in the three "volunteer" districts
would evolve into fully paid stations. There are currently eight volunteer stations
(after the closure of station 52 as discussed below) in the three districts. The cost
to operate a station in the paid district is approximately $1 million per year.
Accordingly, if these.volunteer stations were converted to paid staffing there would
be a cost increase of $8 million per year less the current cost of volunteer staffing for
a net increase of $7.4 million.
Costs of this magnitude would require the following benefit assessments which would
be prohibitive in the current economic climate:
District Required Benefit Assessment
Bethel Island $556
East Diablo 510
Oakley 301
Upon further consideration, it appeared that a more reasonable approach would be to
initiate the functional integration, or even political consolidation, of the East Diablo
and Bethel Island districts. This would avoid the concerns stated above that could
occur in the combination of fully paid and volunteer fire districts. It would also
provide greater operating flexibility for both of the existing districts. And finally, it
would be compatible with the policy adopted by the Board of Supervisors of
integrating the Riverview Fire District with the other four full-time paid (merit system)
county-governed districts.
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Discussions have taken place between the two districts, leading to the following plan
for East Diablo and Bethel Island.
FUNCTIONAL INTEGRATION PLAN (Bethel Island and East Diablo Fire Districts)
This plan is based on the immediate functional integration of the two districts, to be
followed by political consolidation, as soon as the latter can be accomplished.
The outline of the operation under functional integration (and ultimately consolidation)
and the specific benefits resulting from the proposed plan include:
■ a higher level of service for the five communities served at a lower total cost (the
combined 1992-93 budget for the two districts has been reduced by 7%);
■ elimination of duplicated management and mid-management positions;
■ standardization of training and emergency operations;
■ more efficient use of the skills of the staff professionals;
■ 24-hour-per-day response by a chief officer, for incident command, from the
centralized Brentwood headquarters location;
■ adequate back-up chief officers for large or multiple incidents;
■ staffing of Bethel Island fire station with two (2) qualified paid-on-call fire fighters
8 hours per day, seven days per week (instead of one 24-hour per day chief
officer, as at present); and
■ fire prevention services (fire investigation, plan checking, etc.) would be provided
by the integrated merit system districts on a reimbursement basis, with some
inspections made by paid-on-call fire companies.
■ continuation of 'the two fire commissions until political consolidation can be
accomplished. Upon consolidation the two commissions can be merged into one
commission as in the case of previous consolidations.
■ a net reduction of $120,600 is possible through the integration of the two
districts.
A chart (Attachment B) depicting the organizational and operating components of the
integrated districts is attached.
Summarized in the following table are the original numbers of positions for each
district, along with those that would remain, be added, or be eliminated by this plan:
Adopted 1992-93 Budget
Integrated
Position Bethel Island East Diablo District Difference
Fire Chief 1 1 1 -1
Ass't. Chief 1 2 2 -1
Batt. Chief 1 0 3 2
Training Coord. (Capt.) 0 1 0 -1
Mechanic 0 0 1 1
Clerk Specialist 0 1 1 0
Clerk Senior 1 0 1 0
Total Positions 4 5 9 0
-8-
The. net seduction attributable to personnel-related costs is approximately $21 ,400.
A number of other changes, some of them noted above under the discussion of the
benefits of the integration, would enable the saving of approximately $99,200.
One change involves the closing of Station 52, which is no longer required. This
station, located in downtown Brentwood, is leased. It was placed in service a number
of yeai s ago to address the problem of active railroad tracks isolating a part of the
district from the main station, also in downtown. The need for this station has
changed, primarily because of reduced rail activity.
STATUS OF OAKLEY FIRE DISTRICT
It is recommended that the current status of the Oakley district be retained until there
is some major change. in the needs of the community served by the district, since it
would be difficult to :reduce fire fighting costs below the level of this essentially
volunteer district. Of course, Oakley will continue to participate in automatic and
mutual aid agreements with other districts as it has for years.
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ATTACHMENT B
ethet Iste f Easteb o GMotidatr�d
Board of supervisors
Fire Comission
(1) Bethet island
(1) Brentwood
(1) Byron
(1) Discovery Bay
(1) Marsh Creek
Fire Chief
(1) Assistant Chief (1) Assistant Chief
40 Hour 40 Hour
Operations Administration
Maintenance Budget
Purchasing Persornet
Inventory cosrmni at i ons
Risk Managment Prevention
Training
Mechanic
(1) 40 Hours (1) Cterk Specialist (1) Clerk Senior
Sattation Chief,
(3)
56 Hours
7 Stations
20 Scheduled 40 Hour
50 Paid On Catt
13 "Engine Companies
CITIZENS SUPPORT COMMITTEE
FOR THE MORAGA FIRE PROTECTION DISTRICT
June 1, 1993
Supervisor Tom Torlakson, Chairman
Board of Supervisors
Contra Costa County
300 East Leland Road, Ste 100
Pittsburg, CA 94565
RE: Budget Cuts and Functional Integration of the Fire Protection
Districts including Moraga Fire Protection District
Dear Tom:
After fifteen years, Proposition 13 has finally caught-up with us and
the funding for government programs is being cut to drastically low
levels . With the funding available it appears only the essential
programs will survive and at a reduced level of service .
We within the Moraga Fire Protection District are gravely concerned
about the resulting level of service with this reduced revenue.
For the past twenty years the Moraga Fire Protection District (MFPD)
provided services well beyond the normal fire protection generally
associated with suburban community service. As you are well aware,
our firefighters provide an essential paramedic service and other
emergency medical responses in addition to their fire protection
responsibilities .
The excellent management, training and personal commitment of the MFPD
personnel has gained the support and respect of the community. We
have, a number of times, committed to additional taxes in order to
maintain this high level of service.
Due to various circumstances, we now find ourselves without any local
management which has been an integral part of this excellent fire
protection/paramedic team. This situation has us extremely concerned.
As the Board of Supervisors seeks functional integration of the fire
districts, a group in the MFPD area has organized in an effort to
outline what we believe to be the minimum acceptable level of service
in this restructuring.
This crisis has given us an opportunity to get to know Supervisor Jeff
Smith, Mr Scott Tandy, Chief Allen Little and Mr Robert Nyman all of
whom are working on the functional integration plan and the reduced
budget. These gentleman have been very helpful and cooperative in
this effort and are to be commended for their dedication to achieving
severe cost reductions while maintaining the service level as high as
possible.
We understand, from Mr Tandy, that the Board of Supervisors has stated
that the fire protection districts involved will remain intact with
their independent identity, tax base and budgets . This is most
important to us in Moraga.
Our citizens group has outlined objectives and an implementation plan
which will save considerable monies and may provide an acceptable
level of service under these circumstances . The enclosed statement is
a consensus of concerned citizens within the Moraga Fire Protection
District.
This statement has been forwarded to Mr Tandy and Chief Little. Chief
Little has indicated to us that our objectives and implementation plan
. are within his plans for functional integration.
We, in Moraga, feel very strongly the need for a full time chief
officer at our local fire station. Also, a back-up officer should be
in close proximity to Moraga, possibly Lafayette. This position
should be considered a permanent position in that the person selected
would remain with us for some time, (that is in lieu of some type of
rotation basis ) .
In order to maintain the high level of service this community demands ,
management, budgeting and hiring and training of personnel for the
Moraga Fire Protection District must continue to excel . It is our
desire to continue to work with the Board of Supervisors, Mr Tandy and
Chief Little to achieve this goal .
Sincerely,
U.00X�
Merle D. Gilliland
MDG/ged
Encl . Position statement
List of Committee members
C.C. Supervisor Sunne McPeak
Supervisor Tom Powers
Supervisor Gayle Bishop
Supervisor Jeff Smith
TO: THE BOARD OF SUPERVISORS, JUNE 1, 1993
FROM: THE CITIZENS SUPPORT COY_rMTEE FOR THE MORAGA FIRE
PROTECTION DISTRICT (MFPD)
RE: POSITION PAPER ON THE MFPD RESTRUCTURING AS A PART OF
FUNCTIONAL INTEGRATION
OBJECTIVES:
1. The Moraga Fire Protection District Paramedic/Fire Fighter E.M.T. Program be kept
intact and provide the high level of service it has in the past.
2. The residents of the MFPD be assured that:
A. Our fire flow tax funds will be used only within our MFPD and spending
decisions will be made as in the past.
B. The existence of our fire flow tax fund shall have no bearing on the budgeting and
distribution of all other State and County funds available to all fire districts.
C. Our existing and future fire and rescue apparatus remain within the MFPD and not
be transferred elsewhere, except for temporary emergency fire or rescue crises.
D. Donations made to Rescue One Foundation and purchases made by the
Foundation remain in the MFPD.
3. The Moraga Fire Commission remain as currently organized, and continue to play its
leadership role with the MFPD chief officer in establishing the MFPD's budget and tax rate.
4. The boundary lines of the MFPD, and the name Moraga Fire Protection District remain
as currently designated, as legally necessary for:
A. Protection of the Fire Flow Tax Authority, and
B. Protection for the life-long contractual agreement for the paramedic program
ambulances.
IMPLEMENTATION:
In support of these objectives, the following are essential for maintaining our previous level
of service:
1. A full-time on-site Chief Officer with background and experience in paramedic service,
fire protection, operations and budgeting be appointed to administer the MFPD.
2. Our current full-time (or two half-time) on-site clerical position be maintained in support
of the full-time on-site chief officer, other staff and the Moraga Fire Commission.
3. Our administration building remain as headquarters for our chief officer and staff, and
continue to be available for community use.
CITIZENS SUPPORT COMMITTEE
FOR MORAGA FIRE PROTECTION DISTRICT
:PARAMEDIC AND FIRE SERVICES
PARTIAL LIST:
Mike Cory 406 Fernwood Dr. Home 376-3069
Work 376-3066
Fax 376-0931
Ellen Dale 118 Allen Ct. 376-2578
Jean Farnsworth 157 Walford Dr. 376-4579
Julie Fisher 815 Camino Ricardo 376-7408
Merle Gilliland 416 Tharp Dr Home 376-4217
Work 376-3151
After Hours 376-3152
FAX 376-8534
Barry Gross 4 Corte La Rado Home 284-1740
Work 376-7301
Jeanne Kirsch 267 Deerfield Dr. 376-3448
Norman Lino 1742 Spyglass 376-2718
Jerry Meyer 105 Devin Dr. 376-4939
Dr. Lee Nelson 136 Donald Dr. Home 376-4378
Work 2544043
Dick Olsen 1861 St. Andrews Dr.Home 376-4386
Work (415) 983-4055
Carol Porterfield 1060 Sanders Dr. 376-0140
Work 254-7777
Work 254-1460
Jane Reif 703 Moraga Road 376-5631
Priscilla Rosenberg 12 Merrill Dr. 376-6674
Barbara Simpson P.O.Box 6503 376-7343
Ann Smith .395 Redfield Pl. 631-1752
ADVISORY BOARD:
Legal Advisor:
Robert Merritt,' Atty: 227 Paseo Del Rio 284-2398
Medical Advisor:
Dr. R. Homrighausen 12 Camino Encinas, Orinda 254-4345
LIASON:
Moraga Town Council:
Cherie Grant 93 David Dr. 376-1374
Moraga Fire Commission:
Linda Borrelli 60 San Pablo Ct. 376-6151
Moraga Parents Group:
Brita Harris 178 Corliss Dr. 376-0393
COUNTY:
Supervisor Jeff Smith 651 Pine St. Room 108 A 646-2080
Martinez, CA 94553
Scott Tandy: Chief Ass't. 651 Pine St. 11th Floor 646-4087
Co. Administrator Martinez, CA 94553
Chief Allen Little 1500 W.4th St. 427-8900
Antioch, CA 94509 757-1303
i
2 .A
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1 The
4e Board of Supervisors Contra C 'rkloftheeBoard
and
County Administration BuildingCtCounty Administrator
OC� a
651 Pine St., Room 106 J (510)646-2371
Martinez, California 94553 County
Tom Powers, 1 st District
Jeff Smith,2nd District
� t
Gayle Bishop,3rd District
Sunne VMght McPeak 4th District
Tom Torlakson.5th District
.77" _ • /:`tom)/
Lis
June 22, 1993
Martin Knight, Chair
Kensington Fire Protection District
Board of Fire Commissioners
284 Colgate Avenue
Kensington, CA 94708
Dear Mr. Knight: .
The Contra Costa County Board of Supervisors recognizes the current
operational and financial difficulties being experienced by the
Kensington Fire Protection District. Whatever the outcome of the
current State budget with respect to the funding of independent and
other fire districts, it is clear that all of us need to develop
new and innovative ways of providing fire protection services for
our citizens.
The County is prepared to join with the Kensington Fire Protection
District in a cooperative effort with a goal of continuing to
provide a high level of fire suppression services. To this end, we
propose the following to the District:
• We recommend that the Kensington Fire Protection District
hire an interim chief for up to a one-year period in
order to provide for the day to day running of the
District as well as to provide your Commission with the
various reports, analyses and recommendations needed to
develop a permanent plan for the continued provision of
fire services for the citizens of Kensington. I have two
names to suggest: (1) Former Chief William Maxfield of
the Contra Costa County Fire Protection District and ( 2)
Former Chief John Cooper of the Orinda and Moraga Fire
Protection Districts. Our estimate is that this would
cost your District approximately $4,000 per month for
such services.
• If the Kensington Fire Protection District needs other
administrative services which could be provided by the
Contra Costa County Fire Protection District, these will
be billed on a time spent basis. We would anticipate at
this point that such services would be minimal.
i
• During this interim period of 90 days, up to one year,
the Kensington Fire Protection District will work with
the Contra Costa County Fire Protection District and
County staff in developing a functional integration or
full consolidation plan, depending upon the desires of
the Kensington Fire Commissioners and the citizens of
Kensington. At that time, all personnel with the
Kensington Fire Protection District will become County
employees and work under the County schedule whether the
Kensington Fire Protection District decides on a
functional or full consolidation into the Contra Costa
County Fire Protection District for FY 1994/95.
We are prepared to sit down and discuss this proposal with you. I
would suggest that you call George Roemer at 646-4855 to arrange a
meeting.
Sincerely,
Tom Torlakson, Chair
Board of Supervisors
cc: Commissioner' Ron Egherman
Commissioner, Ben Young