Packet - Moraga-Orinda Fire District

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MORAGA-ORINDA FIRE DISTRICT
BOARD OF DIRECTORS
Regular Meeting
February 20, 2013
6:00 P.M. – Closed Session; 7:00 P.M. – Open Session
PLEASE NOTE NEW MEETING ADDRESS:
Hacienda de las Flores
Closed –Conference Room
Open – Mosaic Room
2100 Donald Drive
Moraga, CA 94556
1. OPENING CEREMONIES
1.1. Call the meeting to Order
1.2. Roll Call
1.3. Pledge of Allegiance
2. PUBLIC COMMENT
The public is invited to speak on any matter not appearing on the agenda and within the subject matter jurisdiction of
the District. Comments should be limited to three minutes. Please state your name and address for the record.
3. CLOSED SESSION
3.1. Conference with Labor Negotiator
(Government Code Section 54957.6)
Agency Designated Representative: Edward Kreisberg
Employee Organization: Association of Federated Firefighters IAFF, Local 1230
3.2. Conference with Legal Counsel – Existing Litigation
(Government Code Section 54956.9 (a))
City of Brentwood et.al v. Campbell
3.3. Conference with Real Property Negotiators
Agency Negotiator: Randall Bradley
Under Negotiations: Instructions to negotiator will concern price and terms of payment.
Real Property: 1035 Lorinda Lane, Lafayette, CA
Negotiating Parties: Chris and John Papadakos
Real Property: 2 Charles Hill Road, Orinda
Negotiating Parties: Paul Garvey
Real Property: Northeast Corner of El Nido Ranch Road and Sunnyhill Road, Lafayette, CA
Negotiating Parties: City of Lafayette
Real Property: Corner of El Nido Ranch Road and Westbound Onramp to State Route 24, Lafayette, CA
Negotiating Parties: Cal Trans
Board of Directors Agenda
Page 2
4. RECONVENE THE MEETING
4.1. Call the meeting to Order
5. REPORT OF CLOSED SESSION ACTION
6. CONSENT AGENDA
6.1. Board Minutes
Board Meeting Minutes of September 5, 2012
Board Meeting Minutes of September 19, 2012
Board Meeting Minutes of October 3, 2012
Staff Recommendation: Receive and File
6.2. Monthly/Annual Incident Summary
6.3. Monthly Financial Reports
6.4. Quarterly Ambulance Billing Report
7. REGULAR CALENDAR
7.1. Update on Fire Station 43/16 Concept Process Proposal
Staff will provide the Board with an update on Fire Station 43/16 proposal.
Staff Recommendation: 1) Review; 2) Discuss; 3) Provide direction to Staff
7.2. Caldecott Tunnel Fourth Bore Project - Update
Staff will provide the Board with an update on the Caldecott Tunnel Fourth Bore Project.
Staff Recommendation: 1) For Information Only; No Action Required
7.3. Mid-Year Budget Review
Staff will provide the Board with information on the Mid-Year Budget.
Staff Recommendation: 1) Review; 2) Discuss; 3) Provide direction to Staff
8. ANNOUNCEMENTS
8.1. Brief information only reports related to meetings attended by a Director at District expense
(Government Code Section 53232.3(d))
8.2. Questions and informational comments from Board members and Staff
9. ADJOURNMENT
The Moraga-Orinda Fire Protection District (“District”), in complying with the Americans with Disabilities Act (“ADA”), requests
individuals who require special accommodations to access, attend and/or participate in District Board meetings due to a disability, to
please contact the District Chief’s office, (925) 258-4599, at least one business day prior to the scheduled District Board meeting to
ensure that we may assist you.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the Moraga-Orinda
Fire District to a majority of members of the Board of Directors less than 72 hours prior to that meeting are available for public
inspections at 1280 Moraga Way during normal business hours.
I hereby certify that this agenda in its entirety was posted on February 15, 2013,at the Moraga and Orinda Fire Administration offices,
Stations 41, 42, 43, 44, and 45. Agenda provided to the Moraga Town Office (Hacienda) and Orinda City Hall.
Grace Santos, Secretary to the Board
BOARD OF DIRECTORS
REGULAR BOARD MEETING MINUTES
September 5, 2012
1.
Opening Ceremonies
The Board of Directors convened in Open Session at 6:00 P.M. on September 5, 2012, at the Moraga
Library Community Room, 1500 Saint Mary’s Road, Moraga, California. President Weil called the meeting
to order. Present were the following Directors and Staff:
President Weil
Director Wyro
Director Sperling
Randall Bradley, Fire Chief
Edward Kreisberg, District Negotiator
Sue Casey, Admin Services Director
Grace Santos, Board Clerk
Steve Meyers, District Counsel
2.
Public Comment
There were no comments from the public.
3.
Closed Session
At 6:02 P.M., the Board adjourned into Closed Session.
4.
Reconvene the Meeting
President Weil reconvened the regular business meeting of the Moraga-Orinda Fire District Board of
Directors at 7:05 P.M. Present were the following Directors and Staff:
President Weil
Director Wyro
Director Sperling
5.
Darrell Lee, Division Chief
Report of Closed Session Action
President Weil reported that there was no reportable action taken during the Closed Session.
President Weil removed Item 7.2 – Collective Bargaining Process from the agenda. As the California
Public Employees' Pension Reform Act (PEPRA) was recently passed by the California Legislature the
Board would like to give the District Labor Negotiator some time to study the changes before proceeding.
He instructed Counsel and Staff to prepare a detailed process document for the Board to review. He
would like to include the item on a future agenda when the Board has all five members so that the two
new members are included in the discussion.
6.
Public Comment
There was no public comment.
7.
Regular Calendar
7.1
Grand Jury Report 1211 “Contra Costa County Fire Protection and Emergency Response Services,
Leveraging Combined Strengths to Address Individual Weaknesses”
On June 06, 2012, the Moraga-Orinda Fire District received the Contra Costa County Grand Jury
Report No. 1211, “Contra Costa County Fire Protection and Emergency Response ServicesLeveraging Combined Strengths to Address Individual Weakness”.
The Grand Jury requested that the District respond to seven findings and four recommendations.
Staff has developed draft responses for the Board’s consideration. District Council reviewed the draft
responses and made no changes. All Board members agreed with Chief Bradley’s responses to the
report.
On a motion by Director Wyro and seconded by Director Sperling, the Board approved Chief
Bradley’s response to the Grand Jury Report as the District’s response. The motion carried by a
unanimous (3-0) voice vote.
7.3
Resolution 12-07, A Resolution of the Moraga-Orinda Fire Protection District of Contra Costa County,
Amending the District Conflict of Interest Code
All local government agencies are required by statute to adopt a Conflict of Interest Code that include
provisions designating the positions within the agency that will be required to report certain financial
6.1
Board Meeting Minutes
Page 2
September 5, 2012
interests, the manner of reporting those financial interests, and standards for when the employees
will be disqualified from participating in the making of certain decisions.
Conflict of Interest Codes must specifically list positions that make or participate in making decisions
for or on behalf of the District. Typically, positions that involve voting on matters, negotiating
contracts, or making recommendations on purchases without substantive review must be included in
codes.
A primary purpose of the Code is to require disclosure of those types of investments, interests in real
property, sources of income and business positions that designated positions may affect in their
decision-making.
At a regular Board meeting on August 18, 2010, the Board of Directors adopted Resolution 10-12 – A
Resolution of the Moraga-Orinda Fire Protection District of Contra Costa County Adopting a Conflict
of Interest Code.
District Staff conducted the required biennial review of the Conflict of Interest Code and determined
that one position should be removed, and one position should be added to the list of “Designated
Positions” in the Code. In accordance, Section 2 of Resolution 10-12 Adopting a Conflict of Interest
Code and the Conflict of Interest Code has been amended to remove the position of “Fire Prevention
Officer” and a new position of “Assistant Fire Marshal” has been added.
On a motion by Director Sperling and seconded by Director Wyro, the Board adopted Resolution 1207 – a Resolution of the Moraga-Orinda Fire District of Contra Costa County, Amending the District
Conflict of Interest Code. The motion carried by a unanimous (3-0) voice vote.
7.4
Schedule Public Meetings for New Director Orientations
The District will have two new Board members in December when the Board of Supervisors appoints
Alex Evans (District 5) and Steve Anderson (District 3) to fill the two current Board vacancies.
Because both candidates ran unopposed, the appointments will take place in lieu of elections. To
prepare for their appointments, the current MOFD Board has requested that staff schedule two public
Board workshops to assist the new members as they assume their new legal and governance
responsibilities.
Staff proposed the workshops to be held as part of the first regular scheduled Board meetings in
October and November. Mr. Evans and Mr. Anderson agreed to participate. The proposed schedule
and discussion topics are:
Date and Time
Wednesday, October 3, 2012, 7:00 p.m.
Wednesday, November 7, 2012, 7:00 p.m.
Workshop Element(s)
Legal requirements of Board Members
Governance, protocols, policies and decorum
Chief Bradley stated that District Counsel Meyers would facilitate the legal requirements of the Board
Members. The Board suggested that an outside facilitator, a neutral party, manage the governance,
protocols, policies and decorum portion.
The Board was in consensus to approve the schedule for the New Director orientations.
8.
Committee Reports
8.1
Brief information only reports related to meetings attended by a Director at District expense
There was nothing to report.
8.2
Questions and informational comments from Board members and Staff
Chief Bradley gave a brief report on the tragic event that occurred on Interstate 680 – the shooting of
the CHP Officer. An MOFD Battalion Chief was on the way to work when he came upon the incident
and rendered aid to the wounded officer. He was one of the first emergency responders on scene.
Chief Bradley reported that while the District has sent its firefighters and fire engines to other
agencies throughout the state, it has been a moderate fire season. There is a current red flag
warning due to lightening concerns.
September 5, 2012
Page 3
Chief Bradley reported that the new fire engine would be placed in service in two weeks. Staff will
bring the new engine to a future Board meeting for the Board to see.
President Weil asked Chief Bradley on the status of property and the new administrative site. Chief
Bradley reported that and his fellow Facility Committee Member are finalizing a draft staff report to
bring to include on the agenda for the September 19 meeting.
9.
Adjournment
At 7:52 P.M., President Weil called for adjournment of the regular meeting.
________________
Grace Santos
Secretary to the Board
BOARD OF DIRECTORS
September 19, 2012
1.
Opening Ceremonies
The Board of Directors convened in Open Session at 6:00 P.M. on September 19, 2012, at the Hacienda
Mosaic Room, 2100 Donald Drive, Moraga, California. President Weil called the meeting to order.
Present were the following Directors and Staff:
President Weil
Director Wyro
Director Sperling
2.
Public Comment
3.
Closed Session
4.
President Weil
Director Wyro
Director Sperling
5.
6.
Public Comment
7.
Consent Agenda
Motion by Director Sperling and seconded by Director Wyro to receive and file Consent Agenda Item 7.1 –
Board Minutes. Said motion carried a unanimous (3-0) voice vote.
Director Sperling asked to remove item 7.2 and 7.3 from the Consent Calendar and discuss separately.
Motion by Director Wyro and seconded by Director Sperling to receive and file Consent Agenda Items 7.2
– Monthly Incident Summary and 7.3 – Draft Monthly Financial Reports. Said motion carried a unanimous
(3-0) voice vote.
7.1 Board Minutes of June 20, 2012
Action: Receive and File.
7.2 Monthly/Annual Incident Summary
Action: Board directed staff to include the Monthly Incident Summary report on a future Board
meeting agenda to discuss changes to the format of the report to be as best in alignment with the
District’s Standards of Coverage document and goals.
7.3 Draft Monthly Financial Reports
Action: The Board asked staff to include discussion on this item when discussing Item 8.2 – Final
General and Capital Projects Fund Budgets for Fiscal Year 2012/13.
8.
Regular Calendar
8.1 Business (“B”) Occupancy Fire Inspection Program Presentation
The Fire Code identifies buildings by use and classifies them into types for both construction and life
safety. A type “B” Occupancy is defined by use for “office, professional or service type transactions”.
Page 2
September 19, 2012
Fire safety in businesses is a priority for the District. Fires occurring in businesses can impact the
entire community, causing civilian and firefighter injuries, economic losses, disruption of services and
unemployment.
A survey of all businesses in the District was completed in late 2011 and a list of 130 businesses was
established for inspection. A new program, which included a Power Point training module for the
engine companies, a new inspection form, and letters to the businesses identified for inspection was
developed. Training on the Inspection program was completed in May of 2012 for all line personnel.
The inspection procedure includes an initial inspection and one re-inspection (if deficiencies were
found). Of the 130 inspections completed, only 16 needed follow-up for compliance by Assistant Fire
Marshal Leonard.
8.2 Final General and Capital Projects Fund Budgets for Fiscal Year 2012/13
The preliminary 2012/13 General and Capital Projects Fund Budgets were presented and approved
by the Board at the June 20, 2012 Board meeting.
The primary goal in developing the 2012/13 General Fund and Capital Projects Fund budgets was to
produce balanced financial plans that would have no impact on current service levels. This objective
included funding those capital equipment needs that would fully maintain firefighter safety and
operational effectiveness. The primary strategy used to accomplish this goal was a retrospective
analysis of the 2011/12 budget, projected actuals and a thorough review of staffing and overtime
expenditures.
The District’s overall spending power was reduced by an estimated two million dollars during the
2010/11 and 2011/12 budget years due to revenue reductions and increases in retirement costs.
During the 2010/11 budget development process, staff was able to submit a balanced budget without
reducing service levels through the elimination of administrative positions, the renegotiating of
service and employee contracts and the creation of new revenue sources and cost reduction
initiatives (vehicle accident cost recovery and pay-in-lieu-of-benefit initiatives).
Although additional efforts were made during the 2011/12 budget process to develop a balanced
budget without service level reductions, the further decline in revenues made that goal inaccessible.
Staff did not believe it is possible to submit a balanced budget in fiscal year 2012/13 without service
level reductions and/or interruptions.
On a motion by Director Wyro and seconded by Director Sperling, the Board approved the Fiscal
Year 2012/13 General Fund and Capital Fund Budgets. The motion carried by a unanimous (3-0)
voice vote.
8.3 Discuss Alternate Dates for the Regular November 2012 Board Meeting
The date of the regular November 2012 Board meeting is scheduled for November 21, 2012, which
is the evening before the Thanksgiving holiday. The Board discussed whether an alternate date for
the regular November Board meeting should be selected.
The Board suggested waiting until the November 7, 2012 Board meeting before deciding whether or
th
not having a meeting on November 28 is necessary. Chief Bradley also asked the Board to
consider an alternate date for the first December meeting so that the full five-member Board can be
present. Chief Bradley will work with District Counsel to get a formal date after the new Directors’
appointments are official and present the Board with the date options at the next Board meeting.
9.
Committee Reports
9.1
9.2
Chief Bradley reported that there was a vegetation fire on September 18, which Battalion Chief Jerry
Lee managed. District firefighters were on scene for over an hour but the fire was brought under
control in a short amount of time. Chief Jerry Lee did a good job in managing the incident.
Chief Bradley reported that he attended the Orinda City Council meeting on September 18, 2012. A
90-page report by the Orinda Citizens Emergency Services Task Force was presented to the Orinda
Page 3
September 19, 2012
City Council during open forum. The Board requested that Chief Bradley provide them with a highlevel analysis of the report and present it at a Board meeting in the near future.
President Weil asked Chief Bradley if there would be a facilitator present during both New Board
Member Orientation sessions. Chief Bradley reported that District Counsel will act as facilitator
during the legal aspect portion of the orientation and he would work with President Weil in choosing
the other facilitator for the other session.
10.
Adjournment
________________
Grace Santos
BOARD OF DIRECTORS
October 3, 2012
1.
Opening Ceremonies
The Board of Directors convened in Open Session at 6:08 P.M. on October 3, 2012, at the Moraga Library
Community Room, 1500 Saint Mary’s Rd, Moraga, California. President Weil called the meeting to order.
Present were the following Directors and Staff:
President Weil
Director Wyro
Director Sperling
2.
Public Comment
3.
Closed Session
4.
President Weil
Director Wyro
Director Sperling
5.
6.
Public Comment
7.
Regular Calendar
7.1 Endorsement of Measure K – Town of Moraga One-Cent General Purpose Sales Tax
In July, the Moraga Town Council voted unanimously (of members present) to place a local, Town of
Moraga one-cent general-purpose sales tax measure on the November ballot. If passed by the
community, Measure K would generate approximately $1 million each year in funds that could be
used to fix local streets and roads and maintain Town services. These services include fixing
potholes and cracks; maintaining neighborhood police patrols and response times; repairing
neighborhood streets; maintaining recreation programs for youth and seniors; and other general
Town services. All of Measure K funds would be for the Town of Moraga and could not be taken by
the State. The Measure K Committee contacted the Moraga-Orinda Fire District to request
endorsement of
Measure K.
On a motion by Director Sperling and seconded by Director Wyro, the Board approved the
endorsement of Measure K – Town of Moraga One-Cent General Purpose Sales Tax. The motion
carried by a unanimous (3-0) voice vote.
7.2 Endorsement of Measure L – The City of Orinda’s Proposed 0.5% Local Sales Tax
Measure L is the first step in a 10-year plan the Orinda City Council has adopted to fund and
implement a program to bring the City’s roads and drainage infrastructure into good condition.
Measure L will allow the City to move forward with initiating repairs to the City’s residential roads.
Currently, the City focuses the limited available pavement rehabilitation dollars only on the major
roads that affect the greatest number of users. Consequently, no monies are available now or in the
future for residential road and significant drainage repairs without new funds. Measure L as Phase 1
Page 2
October 3, 2012
of the 10-year plan will add new revenues to the City’s General Fund that the Council will be able to
allocate to infrastructure repair.
On a motion by Director Wyro and seconded by Director Sperling, the Board approved the
endorsement of Measure L – The City of Orinda’s Proposed 0.5% Local Sales Tax. The motion
carried by a unanimous (3-0) voice vote.
7.3 Facilities Ad Hoc Committee Update
At the MOFD Board Meeting on March 16, 2011, the Facilities Ad-Hoc Committee presented their
draft report for the Board’s review and comment. The report ranked the replacement of Fire Station
43 as the number one priority (in progress), the renovation of Fire Station 41 as the number two
priority and addressing the administrative space needs of the District as the number three priority.
Chief Bradley gave a status report on each of the projects:
Fire Station 43 Replacement
On Tuesday, September 25, 2012, the Orinda Planning Commission unanimously approved the fire
station design and site plans.
The District is currently developing the bid package to obtain a general contractor. The bid package
(and construction drawings) will be completed in early December and the Board approval will be
required to move the project forward. If the Board approves the issuance of the bid package, the
bidding process will be complete in January 2013 and the Board will review and consider awarding
the bid to the successful contractor. If the Board issues the bid package and awards the bid,
expected project completion will be December 2013.
At this stage of the project, and based on preliminary cost estimates, it appears the project is within
original budget estimates. The bidding process will provide a better indicator of actual budget
conditions of the project.
Fire Station 41 Renovation
The Fire Station 41 renovation is required due to a lack of adequate space in the living quarters, an
inadequate HVAC system that does not provide the appropriate circulation, a lack of gender
separations in bedrooms and restrooms and a lack of ADA compliance. The renovation will include a
complete “removal” of the current interior living quarters and will be replaced with a design that will
address the above-mentioned deficiencies.
Staff will return to the Board in November to request the contract of Shah Kawasaki Architects
(Station 43 Architect Firm) be revised to include a basic design revision and preliminary cost
estimates for the Fire Station 41 renovation. If the Board decides to move forward with the project
after revised costs estimates are considered, the revised Shah Kawasaki contract will also include a
provision for full design and engineering services for the entire Fire Station 41 renovation project.
Staff has been very pleased with Shah Kawasaki’s architectural and engineering work on Fire Station
43 and they are offering a discounted rate to be retained for the Fire Station 41 renovation project.
Working with one architect firm for both projects will lessen the burden on staff by reducing the
number of meetings and the number of interactions with contractors.
Due to Shah Kawasaki’s participation in a competitive RFP process (Fire Station 43) and they are a
“Professional Service,” District Counsel has indicated the District has the option of retaining the firm
without another competitive process if the Board approves the contract revisions.
If the Board approves the contract revisions, and moves forward after the new design and cost
estimates are received, the project will take approximately one year to complete. During the actual
construction, the firefighters will be housed in a leased portable structure that will be located directly
behind the apparatus bay.
Administrative Space Options
Staff is currently split between two offices and it is estimated that the District will save up to $120,000
annually by not replacing the open secretary position and by the elimination of duplicate office
equipment (fax, copy, computers, and servers) and utilities. There is not enough room at either office
location to accommodate the entire staff and both facilities lack ADA compliance. The elimination of
administrative personnel at Fire Station 45 will address gender separation issues among shift
October 3, 2012
Page 3
personnel by freeing up office space to be used as bedrooms and restrooms. Additionally, the District
struggles to find space to hold training classes and Board Meetings due to a limited number of public
meeting spaces that are available that meet ADA requirements. Staff continuity will improve
dramatically and the District will become more effective and efficient if administrative staff is located
in one location.
After a comprehensive review of several options, the Facility Ad-Hoc Committee is now
recommending the District re-evaluate the potential for expansion to the current Fire Station 41
Administrative Offices. The current facility continues to have a considerable service life, which can be
increased with a renovation and expansion. It is estimated the current 2,000 square foot office
building will have to be expanded up to an additional 1,500 square feet to provide the required space
and address ADA compliance issue. The expansion would also require the installation of automatic
fire sprinklers.
Staff will be returning to the Board in November to request the contract of Shah Kawasaki Architects
(Station 43 Architect Firm) also be revised to include a design recommendation and preliminary cost
estimates for the Fire Station 41 Administration expansion. If the Board decides to continue with the
project after the design and cost estimates are reviewed, staff would move into the vacated portable
living quarters utilized by the firefighters during the Fire Station 41 renovation. The Fire Station 41
Administrative office expansion would not begin until after the Fire Station 41 renovation is
completed.
The Facilities’ Ad-Hoc Committee evaluated placing a permanent prefabricated facility at the rear of
the current Administrative Offices at Fire Station 41. The building, landscaping, utility runs, parking
and lighting was estimated to cost up to $1 million and it would occupy an area needed for our
training facility. The cost of a renovation to the current facility will be more cost effective and utilize
the available land more efficiently.
The Committee continues to work with City Ventures (developer who is developing the contiguous
property to our west and north). They are interested in purchasing a small portion of land that is not
needed for training purposes to enhance their project. The sale of the land would offset part or all of
the cost of expanding the current administrative building.
Financial Impacts
The District has a dedicated funding source (Fire Flow Tax) that is available to address capital
equipment and facility requirements. Prior to making any financial commitments for continuing or
beginning new facility projects, the Board will be presented with a revised long-range financial
forecast. Staff is currently completing a major revision of the long-range financial forecast that will
address the District’s unfunded liabilities, capital equipment and facility needs and long-term
sustainability without impacting service levels. All three of these projects have been included in the
draft plan. The plan will be presented to the Board on November 7, 2012 (before the Board is asked
to approve facility projects) for the Board and public review.
Director Sperling and President Weil thanked Chief Bradley and Director Wyro for their work on the
report. The Board would like to revisit the facilities report in more detail after the Long Range
Financial Plan is complete.
7.4 Resolution 12-08, A Resolution of the Moraga-Orinda Fire District of Contra Costa County
Affirming Intent to Participate in the Great ShakeOut and Work Towards Becoming a Safer
Community
Every year on the third Thursday in October, Californians have an opportunity to participate in the
Great California ShakeOut. This year Lamorinda and the Moraga-Orinda Fire District made the extra
effort to make the exercise a local event.
The 2012 Great ShakeOut Exercise is a series of exercises and special events featuring the largest
earthquake drill ever. Nearly 8.2 million Californians registered to participate. The ShakeOut is
organized to inspire all Californians to get ready for big earthquakes, and to prevent disasters from
becoming catastrophes.
Resolution 12-08 is in support of the ShakeOut and acknowledges the District’s commitment to
promoting earthquake preparedness with its employees as well as with the public. The resolution
Page 4
October 3, 2012
acknowledges that community resiliency to earthquakes and other disasters depend on the
preparedness levels of all stakeholders in the community – individuals, families, schools, community
organizations, faith-based organizations, non-profits, businesses, and government.
On a motion by Director Sperling and seconded by Director Wyro, the Board approved Resolution
12-08, Affirming the Intent to Participate in the Great ShakeOut and Work Towards Becoming a
Safer Community, with modifications. The motion carried by a unanimous (3-0) voice vote.
7.5 Public Workshop-Legal Requirements for Special District elected Board Members
John Bakker, a representative from the Law Firm of Meyers/Nave (District Counsel), facilitated a
public workshop and provided information concerning the legal requirements of Special District
elected Board Members. The Board requested the public workshop be held for new Board Members,
the general public and as a refresher for current Board Members. Mr. Bakker reviewed the following:










8
Overview of the Fire Protection District Act
Role of the Board of Directors
Role of the Fire Chief as Administrative Head of the District
Conflict of interest laws
Open meeting laws
How actions are taken, rules of procedure, resolutions and ordinances
Sources of revenue, budgeting process, financial matters and fiduciary duties
Labor Relations
Continuing education and access to information
Standing and Ad Hoc Committees
Announcements
8.1
8.2
Chief Bradley announced that the Moraga-Orinda Fire District Open House is scheduled from
8:00am to 12:00pm on Saturday, October 13, 2012, at Station 41 – 1280 Moraga Way, Moraga.
Breakfast will be served at 9:00am.
President Weil announced that the Moraga Pear Festival on September 29, 2012, was very well
attended. MOFD firefighters participated in the event and showed off the new fire engine and other
firefighting equipment.
9
Adjournment
________________
Grace Santos
Code 3 Emergency Response Time Summary January 2013
Based on "Dispatched to At-Scene" time for the "1st Arriving Unit" on all incident types.
Excluding: All Code 2 Responses, Cancellations, Rural Locations, as defined in Standards Of Coverage or "S.O.C."
or no "At-Scene" time was present in the "FireRMS Apparatus Incident Report Detail".
Response times shown are unadjusted and may reflect errors or exceptions that require corrections, these can be secondary to CAD
not capturing correct times; or crews not reporting time at scene for various reasons. 2006 MOFD Current "Standards of Coverage" is
based on a recommended repsonse time of 6:00 Minutes 90% of the time. Turnout time is from the time a unit is dispatched until they
are physically enroute to the scene, including donning of safety gear for incident type dispatched to, and all crew members are safely
prepared for the apparatus to respond as required by District Policies, State DMV and NFPA standards.
Code 3 Response Totals By All Incident Type for S.O.C.
Canceled
@Scene
EMS Rescue
False Alarm
Fires: Not
Struct
Haz. Cond.
Misc. Inc.
Types
Structure
Fire
Total
Incidents
For S.O.C.
1
141
16
4
2
4
1
169
Totals:
Summary of MOFD Unit Responses: Total Distinct Count of All Code 2 & Code 3 Requests
Totals:
Canceled
@Scene
EMS Rescue
False
Alarm
Fires: Not
Struct
Haz.
Cond.
Misc. Inc.
Types
Public
Service
Structure
Fire
Total Incidents
for the Month
3
183
19
7
15
39
10
1
277
Code 3 Response Times For First Arriving Unit to All Inc. Types
(Dispatch to Arrival At-Scene)
Average Response Time
Totals:
Median Response Time
4.60
90th Percentile Response Time
4.37
Avg. Turnout
7.47
1.18
Code 3 Response Times For "All Arriving Units" or "Full Force"
Average Response Time
Totals:
Median Response Time
5.50
90th Percentile Response Time
4.93
Total Code 3
Incidents:
Avg Turnout
8.94
Percent Of Total
Response Time:
1.25
Average Response
Time
(A) 0 to 6:00 Min. Responses
128
75.74 %
3.65
(B) Over 6:01 Min. Responses
41
24.26 %
7.58
Total Distinct Count Of
Code 3 Incidents for S.O.C.:
169
6.2
Detail Summary For First Arriving Units as Recommended in 2006 S.O.C.
"First Arriving Unit" is the emergency unit that arrives at the scene first, and has the ability to initiate the
level of service required for that incident type.
Code 3 Response Times For First Arriving Unit
If "Rural" response data
is not visible then there
were no responses for
the reporting period.
ENGINE
RESPONSES
(Recommended
Times in 2006
S.O.C.)
Urban: < 6:00
Minutes
(Recommended
1st Ambulance
Times in 2006
S.O.C.)
Urban: < 6:00
Minutes
Avg.
Turnout
Times
Average
Time to Dispatch
Fire Unit
Total
Incidents
Urban
Area
6.92
4.24
1.19
0.80
90
Fires: Non
Struct.
Type
Urban
Area
7.38
3.13
0.83
1.85
4
Structure
Fire
Urban
Area
10.85
10.85
0.98
0.68
1
7.18
4.26
1.18
0.84
95
8.28
4.67
1.07
0.91
27
8.28
4.67
1.07
0.91
27
Rural
Area
11.93
11.93
1.20
0.85
1
Urban
Area
8.01
4.96
1.15
0.80
24
9.70
5.24
1.15
0.81
25
Totals:
EMS &
Rescue
Urban
Area
Totals:
MEDIC 145
Average
Response
Time
EMS &
Rescue
Rural: < 10:30
Minutes
MEDIC 141
90th Percentile
Response
Time
EMS &
Rescue
Totals:
"Effective Full Force" is defined when all units have arrived at the scene based on the type of incident. For example
for a residential structure fire all first alarm units assigned have arrived at the scene. The quantity of units may vary
based on location and special needs. Incident types may be Residential, Commercial, Wildland, Etc..
Response plans are avaialble on request at the MOFD main office.
Typical Apparatus Totals for first alarm "Single Family Structure Fire":
4 Engines
1 Truck
1 Medic Unit
2 Battalion Chiefs
Code 3 Response Times For Effective Full Force
(From Dispatch to Arrival At-Scene)
If "Rural" response data
is not visible then there
were no responses for
the reporting period.
90th
Percentile
Response
Time
Average Response
Time
Avg. Turnout
Average Time to
Dispatch Fire
Unit
Total
Incidents
All Apparatus
Responses
Fires: Non
Struct. Type
Urban
12.73
4.85
1.68
1.21
4
(Recommended
Times in 2006
S.O.C.)
Structure Fire
Urban
10.85
10.85
1.70
0.69
1
12.73
5.70
1.69
1.08
5
Urban: < 13:00
Minutes
Rural: < 17:30
Minutes
Totals:
Map of MOFD Emergency Responses for January 2013
(Multiple emergency responses to the same location are represented by a single marker. (I.e. St Mary’s, 1600 Canyon,
950 Country Club, 20 Irwin Way, Etc…)
(Does not include cancellations prior to arrival at scene)
January 2013
3
3
3
5.29
5.2
5.2
5.1
5.1
5.0
5.07
4.81
4.8
5.3
5.1
5.1
4.93
4.78
4.6
Jan-13
Dec-12
Nov-12
Oct-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
Mar-12
4.62
Feb-12
4.4
3
3
2
2
2
2
2
1
5.4
Apr-12
Minute Value
5.6
1
Overall Median Response Times for the Last 12 Months
Date Range
5
4
4
3
3
2
2
2
2
2
1
1.65
1.65
1.6
1.58
1.6
1.55
1.56
1.45
1.47
1.49
1.47
1.42
1.4
Dec-12
Jan-13
7
8
Nov-12
Oct-12
Sep-12
Aug-12
Jul-12
May-12
Mar-12
Apr-12
1.43
Feb-12
1.35
1.55
1.53
1.53
1.5
Jun-12
Minute Value
1.7
1
Overall Median Turnout Times for the Last 12 Months
Date Range
6
5
5
4
3
2
2
2
1
1.7
1
Median EMS Turnout Times for the Last 12 Months
1.54
1.5
1.41
1.41
Date Range
Jan-13
Dec-12
Nov-12
Oct-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
Apr-12
1.32
Mar-12
1.2
1.44
1.47
1.42
1.32
1.3
1.5
1.47
1.52
1.4
Feb-12
Minute Value
1.6
1.6
Moraga-Orinda Fire District
Statement of Revenue and Expenditures - Capital Projects Fund Actual to Budget-12/13
From 7/1/2012 Through 12/31/2012
1
A
B
C
D
E
Fiscal Year Elapsed 50%
G/L
Account#
Current Period
Actual
YTD Budget Original
F
Percent Total
YTD Budget
Budget Remaining
Variance - Original
- Original
2
3
Revenue
4
Taxes
5
6
7
8
9
10
11
12
13
Fire Flow Tax
4066
Total Taxes
1,069,288.02
1,067,737.84
1,550.18
0.15%
1,069,288.02
1,067,737.84
1,550.18
0.15%
643.34
2,700.00
(2,056.66)
(76.17)%
643.34
2,700.00
(2,056.66)
(76.17)%
1,239.00
0.00
1,239.00
0.00%
1,239.00
0.00
1,239.00
0.00%
1,071,170.36
1,070,437.84
732.52
0.07%
Use of Money & Property
Investment Earnings
4181
Total Use of Money & Property
Intergovernmental Revenue
Intergovernmental Revenue-Federal Grants
4437
Total Intergovernmental Revenue
Total Revenue
14
15
16
Expenditures
Other Expense
17
Bank Fees
7510
44.00
100.00
56.00
56.00%
18
Fire Flow Tax Collection Fees
7531
11,240.33
11,620.00
379.67
3.27%
19
Buildings-Station #45-Fixed Asset Expenditures
7700
0.00
18,600.00
18,600.00
100.00%
20
Apparatus/Vehicles-Fixed Asset Expenditures
7703
63,682.78
32,000.00
(31,682.78)
(99.01)%
21
Computer Equip & Software-Fixed Asset Exp
7704
48,874.88
49,500.00
625.12
1.26%
22
7705
33,427.44
300,000.00
266,572.56
88.86%
23
7706
150,279.77
2,059,057.00
1,908,777.23
92.70%
FEMA (AFG) Grants-Fixed Asset Expenditures
7707
24
25
26
Total Other Expense
Total Expenditures
46,256.46
72,000.00
25,743.54
35.75%
353,805.66
2,542,877.00
2,189,071.34
86.09%
353,805.66
2,542,877.00
2,189,071.34
86.09%
717,364.70
(1,472,439.16)
2,189,803.86
(148.72)%
27
28
Excess of Revenues Over/ (Under) Expenditures
2/15/2013\\sharepoint\Home\csamson\Monthly PL Statements\Board Financials 2012-2013\123112 MIP Capital Projects Fund PL
6.3
Page: 1
Statement of Revenues and Expenditures - General Fund Actual to Budget 12/13
From 7/1/2012 Through 12/31/2012
1
A
B
C
D
E
G/L
Account#
Current Period
Actual
Total Budget $ Original
F
Percent Total
Total Budget $ Budget Remaining
Variance - Original
- Original
2
3
Revenue
4
Taxes
5
Property Tax-Current Secured
4010
15,575,865.64
15,580,660.54
(4,794.90)
(0.03)%
6
Property Tax-Supplemental
4011
55,154.23
161,649.57
(106,495.34)
(65.88)%
7
Property Tax-Unitary
4013
167,805.00
171,662.74
(3,857.74)
(2.25)%
8
Property Tax-Curr Unsecured
4020
570,909.98
603,031.33
(32,121.35)
(5.33)%
9
Prop Tax- Prior Secured
4030
(7,837.02)
(31,659.13)
23,822.11
(75.25)%
10
Prop Tax-Prior Supplement
4031
(745.19)
(62,449.29)
61,704.10
(98.81)%
11
Prop Tax Prior Unsecured
4035
(11,578.08)
18,518.60
(159.95)%
12
13
14
15
16
Total Taxes
6,940.52
16,368,093.16
16,411,317.68
(43,224.52)
(0.26)%
62.12
750.00
(687.88)
(91.72)%
62.12
750.00
(687.88)
(91.72)%
Investment Earnings
4181
17
Homeowners Relief Tax
4385
0.00
172,801.06
(172,801.06)
(100.00)%
18
Community Emergency Response Team
4439
0.00
3,000.00
(3,000.00)
(100.00)%
19
Other/In Lieu of Taxes
4580
0.00
858.34
(858.34)
(100.00)%
20
Measure H-Emerg Med Ser Subsid
4896
0.00
179,367.00
(179,367.00)
(100.00)%
0.00
356,026.40
(356,026.40)
(100.00)%
21
22
Charges for Service
23
Permits
4740
548.00
1,250.00
(702.00)
(56.16)%
24
Plan Review
4741
30,236.74
33,000.00
(2,763.26)
(8.37)%
25
Inspection Fees
4742
13,800.00
15,000.00
(1,200.00)
(8.00)%
26
Weed Abatement Charges
4744
0.00
3,500.00
(3,500.00)
(100.00)%
27
CPR/First Aid Classes
4745
3,552.00
5,500.00
(1,948.00)
(35.42)%
28
Reports/ Photocopies
4746
165.00
687.43
(522.43)
(76.00)%
29
Training Classes
4747
0.00
450.00
(450.00)
(100.00)%
Vehicle Accident Cost Recovery
4897
30
182.60
15,000.00
(14,817.40)
(98.78)%
48,484.34
74,387.43
(25,903.09)
(34.82)%
31
Total Charges for Service
32
Charges for Service - Ambulance
33
Ambulance Service Fees
4898
512,892.07
975,000.00
(462,107.93)
(47.40)%
34
Ambulance Service Fee Reimbursements
4899
(47,638.00)
(65,000.00)
17,362.00
(26.71)%
35
Ambulance Collection Recovery Payments
4900
105.54
1,750.00
(1,644.46)
(93.97)%
465,359.61
911,750.00
(446,390.39)
(48.96)%
36
37
Total Charges for Service - Ambulance
Other Revenue
38
Other Revenue-Strike Team Recovery
4971
195,282.42
0.00
39
Other Revenue & Financing Sources
4972
0.00
16,000.00
40
Misc Rebates & Refunds
4975
181.98
0.00
41
Sale of Surplus Property
4980
1,302.00
11,000.00
42
43
Total Other Revenue
Total Revenue
196,766.40
27,000.00
17,078,765.63
17,781,231.51
195,282.42
(16,000.00)
181.98
(9,698.00)
0.00%
(100.00)%
0.00%
(88.16)%
169,766.40
628.76%
(702,465.88)
(3.95)%
44
45 Expenditures
Salaries & Benefits
46
47
Permanent Salaries
5011
3,125,580.16
7,650,756.00
4,525,175.84
59.15%
48
Temporary Salaries
5013
75,604.30
154,440.00
78,835.70
51.05%
49
Overtime
5014
927,783.15
1,263,000.00
335,216.85
26.54%
50
Deferred Compensation
5015
42,791.21
104,219.00
61,427.79
58.94%
51
Overtime - Strike Team
5016
73,238.11
0.00
52
Contract Services
5018
14,812.71
53
Worker's Compensation Recovery
5019
(29,795.85)
2/15/20138:38 AM\\sharepoint\Home\csamson\Monthly PL Statements\Board Financials 2012-2013\123112 MIP General Fund PL
(73,238.11)
0.00%
30,000.00
15,187.29
50.62%
0.00
29,795.85
0.00%
Page: 1
From 7/1/2012 Through 12/31/2012
1
A
B
C
D
E
G/L
Account#
Current Period
Actual
F
Percent Total
Variance - Original
- Original
54
Payroll Taxes -FICA,SUI
5042
63,121.20
142,631.00
79,509.80
55.75%
55
Payroll Processing Fees
5043
10,507.59
25,380.00
14,872.41
58.60%
56
Retirement Contributions
5044
1,055,672.21
2,617,787.00
1,562,114.79
59.67%
57
Life/Health Insurance-Permanent Employees
5060
401,198.83
856,846.00
455,647.17
53.18%
58
Employee's-Health Insurance Contribution
5061
(80,478.56)
(200,805.00)
(120,326.44)
59.92%
59
Retiree Health Insurance
5062
607,626.49
617,807.51
50.42%
60
Retiree-Health Insurance Contribution
5063
(123,477.27)
(165,509.73)
57.27%
61
Unemployment Insurance
5064
2,307.53
0.00
62
Workers' Compensation Insurance
5070
357,898.00
715,796.00
63
64
65
Flexible Benefits/ Section 125 Outside Contractor 5080
Total Salaries & Benefits
1,225,434.00
(288,987.00)
(2,307.53)
0.00%
357,898.00
50.00%
300.00
750.00
450.00
60.00%
6,524,689.81
14,297,247.00
7,772,557.19
54.36%
Operating Expense
66
Office Supplies
6100
3,806.20
15,200.00
11,393.80
74.96%
67
Postage
6101
1,743.08
6,800.00
5,056.92
74.37%
68
Books & Periodicals
6102
545.38
8,250.00
7,704.62
93.39%
69
Printer Ink Cartridges
6103
2,866.21
4,500.00
1,633.79
36.31%
70
Telephone/Communication
6110
45,860.43
58,200.00
12,339.57
21.20%
71
Dispatch/Comm Center Services w/ AVL MDT
6111
230.00
170,000.00
169,770.00
72
Utilities- Sewer
6120
2,303.68
1,995.00
73
Utilities-Garbage
6121
7,792.75
13,465.00
5,672.25
42.13%
74
Utilities-PG&E
6122
24,579.69
60,615.00
36,035.31
59.45%
75
Utilities-Water
6123
4,481.50
10,619.00
6,137.50
57.80%
76
Utilities-Medical Waste
6124
7,743.72
14,400.00
6,656.28
46.22%
77
Small Tools & Instruments
6130
0.00
750.00
750.00
100.00%
78
Minor Equipment/Furniture
6131
2,624.53
8,630.00
6,005.47
69.59%
79
Computer Equipment & Supplies
6132
32.46
6,200.00
6,167.54
99.48%
80
Gas Power Chain Saw/Other Equipmen
6133
13.73
1,200.00
1,186.27
98.86%
81
Fire Trail Grading
6135
4,475.18
9,000.00
4,524.82
50.28%
82
Fire Fighting Equipment & Supplies
6137
933.46
9,250.00
8,316.54
89.91%
83
Fire Fighting Equipment-Hoses & Nozzles
6138
0.00
3,000.00
3,000.00
100.00%
84
Fire Fighting Equipment-Class A Foam
6139
0.00
1,000.00
1,000.00
100.00%
85
Medical & Lab Supplies
6140
55,116.62
85,000.00
29,883.38
35.16%
86
Food Supplies
6150
759.30
4,100.00
3,340.70
81.48%
87
Safety Clothing & Personal Supplies
6160
7,050.65
79,400.00
72,349.35
91.12%
88
Non-Safety Clothing & Personal Supplies
6161
991.59
2,000.00
1,008.41
50.42%
89
Household Expense
6170
8,471.11
16,748.00
8,276.89
49.42%
90
Household Expense-Linen
6171
7,177.11
13,412.00
6,234.89
46.49%
91
Public & Legal Notices
6190
511.20
1,500.00
988.80
65.92%
92
Dues, Memberships & Professional Fees
6200
4,910.98
8,825.00
3,914.02
44.35%
93
EMT/Paramedic Licensure Fees
6201
1,900.00
3,500.00
1,600.00
45.71%
94
Rent & Leases (Equipment)
6250
30,599.02
58,744.00
28,144.98
47.91%
95
Computer Software & Maintenance
6251
23,228.96
27,635.00
4,406.04
15.94%
96
Website Development & Maintenance
6252
900.00
1,620.00
720.00
44.44%
97
EPA ID# Verification Fee
6264
0.00
200.00
200.00
100.00%
98
CCC HazMat Plan (CUPA)
6265
0.00
3,000.00
3,000.00
100.00%
99
BAAQMD & Environmental Health Fees
6266
236.00
300.00
64.00
21.33%
100
Air Monitor Maintenance & Replacement
6269
2,168.96
3,900.00
1,731.04
44.39%
101
Maintenance -- Equipment
6270
31,300.58
58,200.00
26,899.42
102
Central Garage Repairs
6271
73,290.40
60,000.00
(13,290.40)
103
Central Garage Gasoline & Oil
6272
40,779.68
85,000.00
44,220.32
52.02%
104
Central Garage Tires
6273
4,173.84
6,000.00
1,826.16
30.44%
105
Service/Repair Fuel System Dispensers
6274
2,624.93
3,500.00
875.07
25.00%
(308.68)
99.86%
(15.47)%
46.22%
(22.15)%
Page: 2
From 7/1/2012 Through 12/31/2012
1
A
B
C
D
E
G/L
Account#
Current Period
Actual
F
Percent Total
Variance - Original
- Original
106
Aerial Ladder & Pump Testing
6275
0.00
600.00
600.00
107
Smog Inspections
6276
300.00
600.00
300.00
50.00%
108
Air Compressor Quarterly Service
6278
0.00
2,000.00
2,000.00
100.00%
109
Hydro Test SCBA & Oxy Cylinder
6279
0.00
500.00
500.00
100.00%
110
Tank Testing
6280
0.00
1,500.00
1,500.00
100.00%
111
Maintenance -- Building
6281
26,262.44
50,750.00
24,487.56
48.25%
112
Maintenance -- Grounds
6282
1,124.10
6,300.00
5,175.90
82.16%
113
Meetings & Travel Expenses
6303
4,717.49
13,650.00
8,932.51
65.44%
114
Employee Assistance Program
6309
3,253.90
5,835.00
2,581.10
44.23%
115
Medical - Pre-Emp Processing and Annual Exams 6311
7,503.56
58,310.00
50,806.44
87.13%
116
Ambulance Billing Administration Fees
6312
16,584.06
57,440.00
40,855.94
71.13%
117
Outside Attorney Fees
6313
69,832.83
120,000.00
50,167.17
41.81%
118
Outside CPR Instructors
6314
880.00
4,500.00
3,620.00
80.44%
119
CCC County Tax Administration Fee
6316
0.00
165,624.00
165,624.00
100.00%
120
Professional Services - District CPA
6317
14,250.00
14,050.00
121
Professional Services - Labor Negotiator
6318
5,070.03
36,000.00
30,929.97
85.92%
122
Professional Services - Network Maintenance
6319
48,000.00
96,000.00
48,000.00
50.00%
123
Professional Services - Pre-Employment Investigations
6320
360.00
2,085.00
1,725.00
82.73%
124
Professional Services - Promotional Exams & Recruitment
6321
496.80
20,000.00
19,503.20
97.52%
125
Professional Services-OPEB Actuarial Valuation
6322
625.00
11,500.00
10,875.00
94.57%
126
Exterior Hazard Removal
6323
2,735.00
7,000.00
4,265.00
60.93%
127
Exterior Hazard Database Maintenance & Update 6324
0.00
300.00
300.00
100.00%
128
Professional Services-Prop Tax Audit & Forecasting6326
6,300.00
12,600.00
6,300.00
50.00%
129
Burn Trailer Grant Maintenance
6352
0.00
3,000.00
3,000.00
100.00%
130
Testing Materials & Training Props
6354
2,563.72
1,500.00
(1,063.72)
(70.91)%
131
Career Dev/EMS/CQI Mandated Training/Materials6355
39.99
100.00
132
Career Development-Discretionary Classes
6356
3,570.00
1,000.00
(2,570.00)
133
Career Development Classes
6357
6,045.00
15,000.00
8,955.00
134
District Sponsored Training & Education Classes 6358
(200.00)
60.01
100.00%
(1.42)%
60.01%
(257.00)%
59.70%
2,349.73
8,000.00
5,650.27
70.63%
135
Target Safety Online Training
6359
0.00
6,000.00
6,000.00
100.00%
136
Training & Education Classes-Paramedic & EMT CE
6360
561.95
5,500.00
4,938.05
89.78%
137
Educational Courses/Conferences Board
6377
0.00
550.00
550.00
100.00%
138
Recruiting Costs
6470
0.00
1,000.00
1,000.00
100.00%
139
Strike Team Supplies
6474
1,100.85
1,500.00
399.15
26.61%
140
Recognition Supplies
6478
853.47
3,400.00
2,546.53
74.90%
141
Other Special Departmental Exp
6479
31,309.75
41,550.00
10,240.25
24.65%
142
Public Education Supplies
6480
2,628.06
8,400.00
5,771.94
68.71%
143
CPR Supplies
6481
2,326.42
7,000.00
4,673.58
144
LAFCO
6482
9,809.46
9,809.00
145
Emergency Preparedness Expense
6484
919.46
5,000.00
4,080.54
81.61%
146
Misc. Services & Supplies
6490
358.52
3,100.00
2,741.48
88.43%
147
Property & Liability Insurance
6540
60,858.00
62,874.00
2,016.00
3.21%
739,812.52
1,797,085.00
1,057,272.48
58.83%
148
149
Total Operating Expense
Strike Team Expense
7200
2,553.05
0.00
151
Bank Fees
7510
2,405.40
152
Interest on County Teeter Account
7520
21.06
153
County Tax Collection Fees
7530
Transfers to Debt Service Fund
7999
155
156
66.77%
(0.00)%
Other Expense
150
154
(0.46)
Total Other Expense
Total Expenditures
157 Excess of Revenues Over/ (Under) Expenditures
(2,553.05)
0.00%
3,800.00
1,394.60
36.70%
150.00
128.94
85.96%
0.00
255.00
255.00
100.00%
1,874,800.50
2,487,498.00
612,697.50
24.63%
1,879,780.01
2,491,703.00
611,922.99
24.56%
9,144,282.34
18,586,035.00
9,441,752.66
50.80%
8,739,286.78
(1,085.89)%
7,934,483.29
(804,803.49)
Page: 3
Statement of Revenues and Expenditures - Debt Service Fund Actual to Budget-12/13
From 7/1/2012 Through 12/31/2012
1
2
3
4
5
6
A
B
C
D
G/L
Account#
Current Period
Actual
Revenue
Other Revenue
Transfers In
4999
Total Other Revenue
Total Revenue
7
8
9 Expenditures
Other Expense
10
Pension Obligation Bond Principal Payment
11
Pension Obligation Bond Interest Payment
12
13
14
Total Other Expense
Total Expenditures
7900
7901
E
F
Percent Total
Variance - Original
- Original
1,874,800.50
2,487,498.00
(612,697.50)
(24.63)%
1,874,800.50
2,487,498.00
(612,697.50)
(24.63)%
1,874,800.50
2,487,498.00
(612,697.50)
(24.63)%
1,230,000.00
644,800.50
1,230,000.00
1,257,498.00
0.00
612,697.50
0.00%
48.72%
1,874,800.50
2,487,498.00
612,697.50
24.63%
1,874,800.50
2,487,498.00
612,697.50
24.63%
2/15/20138:38 AM\\sharepoint\Home\csamson\Monthly PL Statements\Board Financials 2012-2013\123112 MIP Debt Service Fund PL
Page:1
Wittman Enterprises LLC
Ambulance Billing-Fiscal Year 2012/2013-Revenue to Date
as of 12/31/12
REVENUE(1)
JULY '12
AUGUST '12
SEPTEMBER '12
OCTOBER '12
NOVEMBER '12
DECEMBER '12
JANUARY '13
FEBRUARY '13
MARCH '13
APRIL '13
MAY '13
JUNE '13
YEAR TO DATE
TOTALS
YTD PERCENTAGE
OF REVENUE
MCARE WRITE
DOWNS (2)
RESIDENT
OTHER
MCAL WRITE WRITE DOWNS CONTRACTUAL
(4)
WRITE DOWNS (5) NET REVENUE (6)
DOWNS (3)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
184,866.70
134,474.60
184,829.00
156,964.80
147,608.60
166,192.00
$
974,935.70 $
81,587.26
62,947.94
45,944.74
59,129.94
39,334.59
70,204.57
359,149.04 $
36.84%
715.63
1,649.01
2,258.78
3,365.28
2,591.28
1,712.71
RECEIPTS (7)
REFUNDS (8)
$
48,547.58 $
142.28
$
86,160.72
$
68,907.77
$
61,943.40 $
2,178.22
$
71,120.66
$
56,740.27
$
$
$
$
$
$
19,480.86
18,960.59
13,899.58
7,157.94
22,681.65
7,533.59 $
$
$
$
$
$
887.69 $
83,082.95
50,917.06
122,725.90
87,311.64
83,001.08
85,853.44
12,292.69 $
89,714.21 $
887.69 $
512,892.07 $
1.26%
9.20%
0.09%
52.61%
393,420.40 $
40.35%
2,320.50 $
0.24%
YTD PERCENTAGE
OF NET REVENUE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
BAD DEBT
NET RECEIPTS (9) WRITE OFFS (10)
$
48,405.30
$
86,160.72 $
29,234.56
$
68,907.77
$
59,765.18 $
19,979.12
$
71,120.66
$
56,740.27
391,099.90 $
ADJUSTMENTS
(11)
$
$
$
$
49,213.68 $
40.12%
5.05%
76.25%
7.11%
NEW A/R
BALANCE (12)
$
(3.03) $
78.29 $
1,490.18 $
$
10.24 $
445,644.14
381,162.89
435,059.31
444,116.83
455,997.25
485,120.66
1,575.68
0.16%
REVENUE – Charges billed within the month.
MCARE WRITE DOWNS – Contractual write down that MOFD is obligated to take as a Medicare provider
MCAL WRITE DOWNS - Contractual write down that MOFD is obligated to take as a Medi-Cal provider
RESIDENT WRITE DOWNS – Write Downs that are taken according to MOFD’s resident policy
OTHER CONTRACTRUAL WRITE DOWNS – Contractual write downs that are taken for other federal or state agencies
NET REVENUE – Revenue after all contractual obligations are taken
RECEIPTS – Payments that are received in month.
REFUNDS – Overpayments that are being refunded.
NET RECEIPTS – Payments after refunds have been removed.
BAD DEBT – Accounts that have been sent to the collection agency.
ADJUSTMENTS – Any adjustment that has been made to a previously billed account, (for example, incorrect mileage).
NEW A/R BALANCE – Balance of all accounts in system at the end of the month and in general ledger account #1051-Receivables –
Ambulance Billing.
2/5/2013\\sharepoint\Home\csamson\Wittman Board Reports\Wittman 2012-2013\Wittman Board Report 2012-2013
Page 1
6.4
MEMORANDUM
TO:
The Board of Directors
FROM:
DATE:
February 20, 2013
SUBJECT:
Item 7.1 Update on Fire Station 43/16 Concept Process Proposal
BACKGROUND
On February 6, 2013 staff provided the Board with a conceptual framework to enter into an agreement
with Contra Costa County Consolidated Fire District (Con Fire) to combine MOFD Fire Station 43 with
Con Fire Station 16. The concept includes the purchasing of land and the construction of a new Fire
Station at or near the Orinda/Lafayette City boundary on or near El Nido Ranch Road. The cost and
operation of the new station would be split equally among both jurisdictions. The estimated cost
savings for MOFD would be $950,000 annually in addition to the shared cost of the new station and
future apparatus purchases.
Utilizing “Arc GIS” software, a four, five and six minute travel time analysis was completed for the
current Station 43 location and the proposed new location. The analysis included Station 45 (Orinda
Village) to determine the impact of Station 45’s first due response areas if Station 43 were moved to the
new location. The computer model indicated that nine streets and 122 addresses moved from within a
four minute travel time range into a five to six minute travel time range.
Based on the conceptual framework, the Board provided staff with direction to continue to evaluate
financial and service level impacts and to begin formal discussion with Con Fire and to return to the
Board with regular updates.
Update
Staff reconfirmed that Station 43 is 0.7 miles (to the nearest tenth) from Orinda’s boundary. Staff also
reconfirmed that the Type I fire engine travel time between the two locations is 1:30. This time difference was
a primary factor in determining the travel time increases and decreases in different neighborhoods that are
protected by the current and proposed fire station locations. Staff has determined that moving the station to the
proposed location would decrease “first due” response times from 1 to 90 seconds to 568 addresses and
would decrease response times as the “second, third and fourth due unit” to the remainder of the District. Staff
also determined that moving Station 43 to the proposed location would increase “first due” response times by 1
to 90 seconds to 531 homes and increase response times as a “second due” unit by up to 60 seconds to
Sleepy Hollow and west Orinda Downs area (Attachment A). In summary, more addresses would have
decreased travel times (568) than those that would have increased travel times (531).
No additional financial analysis was completed.
On February 12, 2012, Con Fire’s Fire Chief presented a staff report (similar to MOFD’s staff report) to the
Contra Costa County Board of Supervisors in their capacity as Con Fire’s District Board of Directors. After
significant debate, the Board approved the Chief’s request to begin discussions with MOFD and report back to
the Board within 30 days.
1
7.1
Proposed Process and Timeline
At the request of the MOFD Board, the following is a proposed preliminary process and timeline that could be
used to evaluate the fire station consolidation concept. Timelines for each element overlap when elements
need to be addressed concurrently. The proposed process assumes that MOFD would operate the combined
station. This assumption is based on ancillary direction from the Board (not included in the motion). If Con
Fire does not agree to this assumption, staff will return to the Board for further direction.
1. Element: Negotiate a conceptual agreement for the MOFD Board and the Con Fire Board’s
consideration. The agreement should require a long term commitment from both agencies and an
agreement to share all of capital and operational costs. The agreements could include binding
commitments that would ensure annual payments for services provided and performance metrics to
ensure acceptable services levels are provided.
Outcome Implications: Failure to reach conceptual agreement with approvals from both Boards will
end the process. Conceptual agreement will move process forward. Failure to achieve conceptual
agreement within listed timeline will require further analysis of impact of placing Station 43 replacement
on hold.
Responsibility: Chief Bradley and Chief Louder (Approval by MOFD and Con Fire Boards)
Date: February 19, 2013 through March 10, 2013
2. Element: Begin the meet-and-confer process with Local 1230.
Outcome Implications: Understanding and addressing labor concerns in issues early in the process
will increase the concepts viability.
Responsibility: Chief Bradley and Chief Louder
Date: February 19, 2013 through April 20, 2013
3. Element: Inform the public and receive public feedback. Send letters to each of the homeowners in
the areas that will have increased response times (first and second due) with an explanation of the
conceptual framework and an invitation to two public workshops. Send letters to home owners near
the proposed new location. Hold public workshops. Issue weekly (or bi-weekly) press releases with
updates. Provide information on the MOFD website. Provide presentations and updates to all three
City/Town Councils and seek feedback. Attend service club meetings and provide an overview of the
conceptual framework. MOFD elected officials work with Board of Supervisors and City/Town Councils
to address political and public policy concerns.
Outcome Implications: Strong public opposition based on bad or a lack of information could end the
process. Strong public support could help move the process forward. Failure to engage stakeholders
(Cities/Town/County) could create unnecessary road blocks based on a lack of-or incomplete
information which could contribute to the process not moving forward.
Responsibility: Chief Bradley and Chief Louder
Date: March 10, 2013 through April 30, 2013
4. Element: Obtain purchase option on acceptable parcel. Three available parcels and one potentially
available parcel have been identified in the area of the Orinda and Lafayette City boundary on El Nido
Ranch Road that could accommodate a fire station. Choose the most suitable and cost effective parcel
and obtain and negotiate an “option” for MOFD to purchase the parcel. The option would include
contingencies for approval from both Boards, and receiving preliminary zoning approval from Lafayette
or Orinda.
Outcome Implications: Currently, there is very little inventory in Orinda/Lafayette and many homes
are receiving multiple offers. Failure to place a property under contract in the near future could end
the process.
Responsibility: Chief Bradley (Board negotiating instructions and approval)
Date: February 20, 2013 through March 20, 2013
2
5. Element: Obtain LAFCO approval. One of the parcels that is under consideration is in the City of
Lafayette, on the city boundary and contiguous with MOFD’s jurisdiction. To own that parcel, MOFD
would have to petition LAFCO to annex the parcel into the MOFD District (it would remain in Lafayette
City Limits). As a public agency, MOFD does not pay property taxes and therefore property tax
transfers and implications should not have a limited impact on the annexation.
Outcome Implications: Failure to annex the property would require another public agency to own the
property.
Responsibility: Chief Bradley, Chief Louder, MOFD Board, LAFCO, Con Fire and Contra Costa
County
Date: February 20, 2013 through May 20, 2013
6. Element: Receive preliminary zoning approval from the City of Lafayette or City of Orinda. The City of
Lafayette and the City of Orinda have conservative zoning standards (building heights, retaining walls,
setbacks, etc.). Work with the appropriate city early in the process to ensure we are able to build a fire
station that meets needs and conforms to City zoning requirements. After a land purchase option is
obtained, hold a joint Lafayette Planning Commission/Design Review Board or Orinda Planning
Commission (depending on location of the parcel) work session to receive feedback from both Board(s)
and the public concerning the placement of the Fire Station and the associated zoning requirements.
Outcome Implications: If there is a lack of support for placing a fire station in the proposed area from
the Planning Commission and/or Design Review Board the MOFD’s Board and Con Fire’s Board would
need to determine if the process should continue.
Responsibility: Chief Bradley/Chief Louder
Date: March 20, 2013 through April 20, 2013
7. Element: Formalize a contract between MOFD and Con Fire. After both Boards agree on the
conceptual terms of the contract, work with District Counsel and County Counsel to formalize the
conceptual agreement approved by both Boards. Both Boards would be required to approve the formal
agreement.
Outcome Implications: Failure to formalize the contract would end the process.
Responsibility: District Counsel, County Counsel and approval by both Boards.
Date: March 10, 2012 through May 30, 2013
8. Element: Exercise option to purchase parcel and build new Fire Station in the selected location. Select
project manager and architect, develop designs, obtain entitlements (including EIR/CEQA), go through
competitive bidding process, issue contract and build station.
Outcome Implications: Immediate savings to MOFD of $950,000 annually and potential saving to
Con Fire of $950,000 annually.
Responsibility: Chief Bradley/Chief Louder
Date: May 30, 2013 through May 30, 2015
Conclusion
Staff continues to support evaluating the concept of combining Fire Station 43 and 16. It is very rare to
have two fire stations within 1.5 miles in a very low density residential area with a very low call volume.
The District has the opportunity to save approximately $950,000 annually with service level increases to
some residents and limited service level decrease (increase response times) to other residents.
The fire service must continue to evaluate mechanisms to reduce costs by improved efficiencies that
have limited service level impacts. Initial evaluations indicate this initiative could meet those
requirements.
RECOMMENDATION
Receive information, discuss, deliberate and provide staff with further direction.
ATTACHMENTS
 Attachment A: Travel Time Comparison
3
Attachment-A
Travel Time Comparison
Response Times Decrease
1 to 90 seconds
(94 Addresses)
Response Times Increase
1 to 90 seconds
(531 Addresses)
Current Station-43 Location
Proposed Station-46
Location
Response Times Decrease
1 to 90 seconds
(474 Addresses)
MEMORANDUM
TO:
FROM:
Stephen Healy, Division Chief – Operations
DATE:
February 20, 2013
SUBJECT:
Item 7.2 – Caldecott Tunnel Fourth Bore Project – Update
BACKGROUND:
The $400 million Caldecott Tunnel Fourth Bore Project is approximately 80% complete.
Tunneling began in 2010 and is now complete. Crews are now preparing to pour the roadway
bed, install fire and traffic safety systems, and complete roadway approaches. The fourth bore
is expected to open to traffic in late 2013.
MOFD Operational Involvement:
In the summer of 2010, the Moraga-Orinda Fire Protection District (MOFD) joined a multiagency mine-tunnel rescue team in support of the project. The team consisted of members
from MOFD, Oakland Fire, and the tunneling contractor’s, Tutor-Saliba and Fox Fire. MOFD
created a rescue plan to address the hazards associated with the tunneling operation. The plan
was adopted by all the agencies participating on the rescue team. Four Battalion Chiefs, one
Captain, and four Firefighters attained mine-tunnel rescue technician certification and were
placed on the team.
Since tunneling began, two employees at the job site sustained injuries requiring an MOFD
response; both received advanced life support from MOFD paramedics and were transported by
Medic-45 to area hospitals. (Both employees have fully recovered from their injuries and
returned to work).
Benefits of participation:
All participants developed further knowledge, skills, and abilities related to incident command
systems; as well as trench, confined space, and subterranian rescue. This enhances the
capacity of MOFD’s trench rescue program.
Fire Protection Systems
Throughout the project, Cal Trans and the Office of the State Fire Marshal (Authority Having
Juristdiction) provided MOFD with an opportunity to review and comment on plannned fire
protection systems for the fourth bore. During the review process the District requested Cal
Trans to include fire hydrants supplied from the Orinda side of the tunnel be included in the
7.2
project. The District believes this is necessary due to a lack of water supply and pressure to the
hydrants that were supplied from the Oakland side and a concern there could be single point
failure of the water system during a significant emergency in the tunnel. Cal Trans elected not
to include a redundant reliable water suppy as part of the fourth bore project, requring the
District to add compensatory measures to assure firefighter safety. The District also identified
deficiencies in the maintenance and testing of fire protection systems in the existing tunnels.
The District responded with a very critical letter expressing concern about public and firefighter
safety, the operational impacts of not including a redundant water supply, and the lack of testing
and maintainance of existing systems. Based on the letter and meeting with representatives
from the SFMO and the Metropolitain Transportation Commission (MTC) we received
commitments that additional funding would be pursued to install a reducnant water supply fed
from the Orinda side of the tunnel. Those commitments have not be written into the proposed
Emergency Response Plan. Staff will continue to emphasize the need for these fire protection
features.
RECOMMENDATION:
For information only – No action required
MEMORANDUM
TO:
FROM:
DATE:
February 20, 2013
SUBJECT:
Item 7.3 - Mid-Year Budget Review
BACKGROUND
The purpose of this report is to give the Board an opportunity to review and discuss the MoragaOrinda Fire District’s Mid-Year Budget Report.
The Board of Directors adopted the Moraga-Orinda Fire District’s 2012/13 General Fund and
Capital Projects Fund Budget on September 19, 2012 after reviewing and discussing the
Proposed Budget at three previous Board Meetings.
The annual mid-year review includes a report of actual revenue and expenditures through
12/31/12 with projections for fiscal year-end at 06/30/13. The staff report outlines the significant
variances contained in the year-end projections.
General Fund
Projections for the General fund indicate that the District will end the fiscal year with a budget
deficit of $926, 772. This is $121,969 more than the original budget deficit estimate of
$804,803. The Fire Chief is committed to balancing the budget and has enacted a hard
spending freeze through fiscal year-end so that all expenditures, including overtime, even if
budgeted, must have prior approval of the Fire Chief.
General Fund Revenues
Fiscal year-end 2012/13 General Fund revenues are projected to be up by $297,038 due to the
following:

Property Tax Revenue projections have been adjusted upward by $19,165:
o Current Secured Property taxes were reduced by $4,794 due a correction in the
2012/13 apportionment.
o Supplemental Property taxes will be transferred in May so have been left as
forecast.
o Unitary Property Taxes came in $3,858 less than forecast.
1
7.3
o
o
Current Unsecured property taxes through 08/31/12 were $32,121 less than
forecast. Last year there was a second transfer posted in April so this amount
may increase.
Prior Secured, Supplemental and Unsecured taxes were forecast based on
entries through 12/31/13. These accounts are used for prior year adjustments so
more entries may be posted by year-end.

Actual Investments Earnings reflect just the first quarter LAIF income and Wells Fargo
Bank earnings through 12/31/12. Year-end projections are based on these figures.

Charges for Services revenue projections are forecast to be $25,440 more than
budgeted:
o Plan reviews and Inspection fees are on the upswing due to increased
remodeling activity and some new construction.
o Vehicle Accident Recovery is forecast to be $10,000 less than budgeted. We
continue to monitor this revenue stream and the cost to administer it. Should it
continue its lackluster return on investment we may bring it back to the Board for
termination.

Ambulance billing income is projected to be up by approximately $43,577.

An increase of $195,764 in Other Revenue is due to Federal and State Strike Team
Recovery payments. This revenue item is not budgeted but offsets the Strike Team
Overtime in the Salaries and Benefits Expenditure section which is also not budgeted.
General Fund Expenditures
Projections indicate that General Fund expenditures will be approximately $419,007 more than
estimated at the beginning of the fiscal year and is due to the following:

Salaries and Benefits are expected to be $435,761 more than budgeted:
o
o
o
Regular Salaries are projected to be $140,932 less than budgeted. This is due to
an unexpected retirement in November of an Engineer plus the difference
between three firefighter paramedics budgeted for twelve months at Step 2 and
the actual cost of six firefighter paramedics at step one for four months. (They
are forecasted as being hired beginning March 1, 2013.)
The largest expenditure variance shows in the overtime costs which are
projected to be $ 746,200 more than budgeted. This is directly related the
Highway 24 accident that occurred in early December 2012. Having three
individuals out on workers compensation coupled with the twelve vacant
positions that already exist caused an exponential increase in overtime expense.
Workers compensation recovery only covers salaries at straight time while
overtime to cover the absences is paid at time and a half.
In addition to increased workers compensation, the District anticipated hiring
three experienced firefighter paramedics in July of 2012, but this was delayed
due to ongoing union negotiations and the new California PEPRA law. The yearend forecast includes the addition of six Firefighter Paramedics in March,
however, due to the constraints of PEPRA, these individuals will not come on line
2
o

until late June as they will be attending a fire academy. Therefore, there will not
be any overtime relief from those positions until then. This expenditure was
presented and approved at a Board meeting on January 9, 2013. (On a positive
note, the new firefighter paramedics coming in under the PEPRA legislation and
mandatory retirement tier will provide long-term retirement cost reduction.)
As mentioned above under the Other Revenue projections, Strike Team
Overtime of $193,238. was not budgeted but is directly offset by the Strike Team
Recovery revenue.
Operating and Other Expense is projected to be $16,754 less than budgeted:
Capital Projects Fund
Capital Projects Fund Revenues


Capital Projects Fund Revenues are projected to be slightly less than budgeted with
$1,550.18 less in Fire Flow Tax revenue and a $700 decrease in investment earnings,
(based on one quarter of actual LAIF investment earnings).
Intergovernmental Revenue shows $1,239 more than budgeted because the District was
allowed to recoup the remaining balance of the 2011/12 FEMA AFG Grant by submitting
a 2011/12 small training item invoice for reimbursement.
Capital Projects Fund Expenditures

Capital Projects Fund Expenditures are projected to be $1,844,080 less than budgeted
due to a temporary suspension of the Station 43 reconstruction project while an
evaluation of a combined Station 43 and Station 16 is performed.
RECOMMENDATION
It is recommended that the Board review, accept and file the 2012/13 Mid-Year Budget Report.
ATTACHMENTS


Attachment A – General Fund Actual to Budget 07/01/2012-12/31/2012 and Projected Actuals thru
06/30/2013
Attachment B – Capital Projects Fund Actual to Budget 07/01/2012-12/31/2012 and Projected
Actuals thru 06/30/2013
3
Attachment A
From 7/1/2012 Through 12/31/12
Projected Actuals through 06/30/2013
A
B
C
D
E
F
G
H
I
Percent Total
1
Total Budget $
Budget
G/L
Current Period
Total Budget $ -
Variance -
Remaining -
Account#
Actual
Original
Original
Original
Percent Total
Projected Actuals Projected Budget Projected Budget
FY 2012/13
$ Variance
Variance
2
3
Revenue
4
Taxes
5
Property Tax-Current Secured
4010
15,575,865.64
15,580,660.54
(4,794.90)
(0.03)%
15,575,865.64
6
Property Tax-Supplemental
4011
55,154.23
161,649.57
(106,495.34)
(65.88)%
161,649.57
7
Property Tax-Unitary
4013
167,805.00
171,662.74
(3,857.74)
(2.25)%
167,805.00
(3,857.74)
8
Property Tax-Curr Unsecured
4020
570,909.98
9
Prop Tax- Prior Secured
4030
10
Prop Tax-Prior Supplement
4031
11
Prop Tax Prior Unsecured
4035
12
13
14
15
16
Total Taxes
(4,794.90)
0.00
-0.03%
0.00%
-2.25%
603,031.33
(32,121.35)
(5.33)%
570,909.98
(32,121.35)
-5.33%
(7,837.02)
(31,659.13)
23,822.11
(75.25)%
(15,674.04)
15,985.09
-50.49%
(745.19)
(62,449.29)
61,704.10
(98.81)%
(31,224.65)
31,224.65
-50.00%
(11,578.08)
18,518.60
(159.95)%
1,151.48
12,729.56
-109.95%
(0.26)%
16,430,482.99
19,165.31
0.12%
6,940.52
16,368,093.16
16,411,317.68
(43,224.52)
Investment Earnings
4181
62.12
750.00
(687.88)
(91.72)%
650.00
(100.00)
-13.33%
62.12
750.00
(687.88)
(91.72)%
650.00
(100.00)
-13.33%
(6,299.52)
-3.65%
17
Homeowners Relief Tax
4385
0.00
172,801.06
(172,801.06)
(100.00)%
166,501.54
18
Community Emergency Response Team
4439
0.00
3,000.00
(3,000.00)
(100.00)%
3,000.00
0.00
0.00%
19
Other/In Lieu of Taxes
4580
0.00
858.34
(858.34)
(100.00)%
858.34
0.00
0.00%
Measure H-Emerg Med Ser Subsid
4896
0.00
179,367.00
(179,367.00)
(100.00)%
198,858.00
19,491.00
10.87%
0.00
356,026.40
(356,026.40)
(100.00)%
369,217.88
13,191.48
3.71%
20
21
22
Charges for Service
23
Permits
4740
548.00
1,250.00
(702.00)
(56.16)%
1,096.00
24
Plan Review
4741
30,236.74
33,000.00
(2,763.26)
(8.37)%
60,473.48
27,473.48
(154.00)
25
Inspection Fees
4742
13,800.00
15,000.00
(1,200.00)
(8.00)%
27,600.00
12,600.00
26
Weed Abatement Charges
4744
0.00
3,500.00
(3,500.00)
(100.00)%
0.00
(3,500.00)
-12.32%
83.25%
84.00%
-100.00%
27
CPR/First Aid Classes
4745
3,552.00
5,500.00
(1,948.00)
(35.42)%
5,328.00
(172.00)
-3.13%
28
Reports/ Photocopies
4746
165.00
687.43
(522.43)
(76.00)%
330.00
(357.43)
-52.00%
29
Training Classes
4747
0.00
450.00
(450.00)
(100.00)%
0.00
(450.00)
-100.00%
30
Vehicle Accident Cost Recovery
4897
182.60
15,000.00
(14,817.40)
(98.78)%
5,000.00
(10,000.00)
-66.67%
48,484.34
74,387.43
(25,903.09)
(34.82)%
99,827.48
25,440.05
34.20%
1,025,784.14
50,784.14
5.21%
(6,457.00)
9.93%
(750.00)
-42.86%
31
Total Charges for Service
32
Charges for Service - Ambulance
33
Ambulance Service Fees
4898
512,892.07
975,000.00
(462,107.93)
(47.40)%
34
Ambulance Service Fee Reimbursements
4899
(47,638.00)
(65,000.00)
17,362.00
(26.71)%
Ambulance Collection Recovery Payments
4900
35
36
37
Total Charges for Service - Ambulance
105.54
1,750.00
(1,644.46)
(93.97)%
1,000.00
465,359.61
911,750.00
(446,390.39)
(48.96)%
955,327.14
43,577.14
4.78%
Other Revenue
38
Other Revenue-Strike Team Recovery
4971
195,282.42
0.00
39
Other Revenue & Financing Sources
4972
0.00
16,000.00
40
Misc Rebates & Refunds
4975
181.98
0.00
41
Sale of Surplus Property
4980
1,302.00
11,000.00
42
43
(71,457.00)
Total Other Revenue
Total Revenue
2/15/20135:18 PMH:\BOD. Meetings\Staff Reports\2013\022013\Item 7.3 Mid-Year Budget Review Attachment A
196,766.40
27,000.00
17,078,765.63
17,781,231.51
195,282.42
(16,000.00)
181.98
(9,698.00)
0.00%
195,282.42
195,282.42
0.00%
(100.00)%
16,000.00
0.00
0.00%
0.00%
481.98
481.98
(88.16)%
11,000.00
0.00
0.00%
0.00
169,766.40
628.76%
222,764.40
195,764.40
7.25
(702,465.88)
(3.95)%
18,078,269.89
297,038.38
0.02
Page: 1
Attachment A
From 7/1/2012 Through 12/31/12
A
B
C
D
E
F
G
H
I
Percent Total
1
Total Budget $
Budget
G/L
Current Period
Total Budget $ -
Variance -
Remaining -
Account#
Actual
Original
Original
Original
Percent Total
FY 2012/13
$ Variance
Variance
44
45 Expenditures
Salaries & Benefits
46
47
Permanent Salaries
5011
3,125,580.16
7,650,756.00
4,525,175.84
59.15%
7,509,823.80
(140,932.20)
48
Temporary Salaries
5013
75,604.30
154,440.00
78,835.70
51.05%
151,208.60
(3,231.40)
49
Overtime
5014
927,783.15
1,263,000.00
335,216.85
26.54%
2,009,200.00
50
Deferred Compensation
5015
42,791.21
104,219.00
51
Overtime - Strike Team
5016
73,238.11
0.00
52
Contract Services
5018
14,812.71
30,000.00
53
Worker's Compensation Recovery
5019
(29,795.85)
0.00
54
Payroll Taxes -FICA,SUI
5042
63,121.20
142,631.00
55
Payroll Processing Fees
5043
10,507.59
25,380.00
14,872.41
-1.84%
-2.09%
746,200.00
59.08%
-17.88%
61,427.79
58.94%
85,582.42
(18,636.58)
(73,238.11)
0.00%
193,238.11
193,238.11
0.00%
15,187.29
50.62%
35,550.50
5,550.50
18.50%
29,795.85
0.00%
(258,168.85)
79,509.80
55.75%
151,490.88
58.60%
25,218.22
(258,168.85)
8,859.88
0.00%
6.21%
(161.78)
-0.64%
-3.22%
56
Retirement Contributions
5044
1,055,672.21
2,617,787.00
1,562,114.79
59.67%
2,533,613.30
(84,173.70)
57
Life/Health Insurance-Permanent Employees
5060
401,198.83
856,846.00
455,647.17
53.18%
802,397.66
(54,448.34)
-6.35%
58
Employee's-Health Insurance Contribution
5061
(80,478.56)
(200,805.00)
(120,326.44)
59.92%
(193,148.54)
7,656.46
-3.81%
59
Retiree Health Insurance
5062
607,626.49
617,807.51
50.42%
60
Retiree-Health Insurance Contribution
5063
(123,477.27)
(165,509.73)
57.27%
61
Unemployment Insurance
5064
2,307.53
0.00
0.00%
62
Workers' Compensation Insurance
5070
357,898.00
715,796.00
357,898.00
50.00%
63
Flexible Benefits/ Section 125 Outside Contracto5080
300.00
750.00
450.00
60.00%
600.00
6,524,689.81
14,297,247.00
7,772,557.19
54.36%
14,733,008.07
64
65
Total Salaries & Benefits
1,225,434.00
(288,987.00)
(2,307.53)
(10,181.02)
-0.83%
42,032.46
-14.54%
2,307.53
2,307.53
0.00%
715,796.00
0.00
1,215,252.98
(246,954.54)
(150.00)
435,761.07
0.00%
-20.00%
3.05%
Operating Expense
66
Office Supplies
6100
3,806.20
15,200.00
11,393.80
74.96%
15,000.00
(200.00)
-1.32%
67
Postage
6101
1,743.08
6,800.00
5,056.92
74.37%
5,000.00
(1,800.00)
-26.47%
68
Books & Periodicals
6102
545.38
8,250.00
7,704.62
93.39%
3,000.00
(5,250.00)
-63.64%
69
Printer Ink Cartridges
6103
2,866.21
4,500.00
1,633.79
36.31%
5,732.42
1,232.42
27.39%
70
Telephone/Communication
6110
45,860.43
58,200.00
12,339.57
21.20%
91,720.86
33,520.86
57.60%
71
Dispatch/Comm Center Services w/ AVL MDT
6111
230.00
170,000.00
169,770.00
99.86%
156,000.00
(14,000.00)
72
Utilities- Sewer
6120
2,303.68
1,995.00
(15.47)%
2,303.68
73
Utilities-Garbage
6121
7,792.75
13,465.00
5,672.25
42.13%
13,359.00
(106.00)
-0.79%
74
Utilities-PG&E
6122
24,579.69
60,615.00
36,035.31
59.45%
58,991.20
(1,623.80)
-2.68%
(722.29)
-6.80%
(308.68)
308.68
-8.24%
15.47%
75
Utilities-Water
6123
4,481.50
10,619.00
6,137.50
57.80%
9,896.71
76
Utilities-Medical Waste
6124
7,743.72
14,400.00
6,656.28
46.22%
15,500.88
1,100.88
7.64%
77
Small Tools & Instruments
6130
0.00
750.00
750.00
100.00%
750.00
0.00
0.00%
78
Minor Equipment/Furniture
6131
2,624.53
8,630.00
6,005.47
69.59%
8,000.00
(630.00)
-7.30%
79
Computer Equipment & Supplies
6132
32.46
6,200.00
6,167.54
99.48%
4,500.00
(1,700.00)
-27.42%
80
Gas Power Chain Saw/Other Equipmen
6133
13.73
1,200.00
1,186.27
98.86%
1,200.00
0.00
0.00%
81
Fire Trail Grading
6135
4,475.18
9,000.00
4,524.82
50.28%
8,950.36
(49.64)
-0.55%
82
Fire Fighting Equipment & Supplies
6137
933.46
9,250.00
8,316.54
89.91%
9,000.00
(250.00)
-2.70%
83
Fire Fighting Equipment-Hoses & Nozzles
6138
0.00
3,000.00
3,000.00
100.00%
3,000.00
0.00
84
Fire Fighting Equipment-Class A Foam
6139
0.00
1,000.00
1,000.00
100.00%
1,000.00
0.00
0.00%
85
Medical & Lab Supplies
6140
55,116.62
85,000.00
29,883.38
35.16%
110,233.24
25,233.24
29.69%
0.00%
Page: 2
Attachment A
From 7/1/2012 Through 12/31/12
A
B
C
D
E
F
G
H
I
Percent Total
1
Total Budget $
Budget
G/L
Current Period
Total Budget $ -
Variance -
Remaining -
Account#
Actual
Original
Original
Original
Percent Total
FY 2012/13
$ Variance
Variance
86
Food Supplies
6150
759.30
4,100.00
3,340.70
81.48%
1,518.60
(2,581.40)
-62.96%
87
Safety Clothing & Personal Supplies
6160
7,050.65
79,400.00
72,349.35
91.12%
62,101.30
(17,298.70)
-21.79%
88
Non-Safety Clothing & Personal Supplies
6161
991.59
2,000.00
1,008.41
50.42%
1,983.18
(16.82)
-0.84%
89
Household Expense
6170
8,471.11
16,748.00
8,276.89
49.42%
16,942.22
194.22
1.16%
90
Household Expense-Linen
6171
7,177.11
13,412.00
6,234.89
46.49%
14,354.22
942.22
7.03%
91
Public & Legal Notices
6190
511.20
1,500.00
988.80
65.92%
1,500.00
0.00
0.00%
92
Dues, Memberships & Professional Fees
6200
4,910.98
8,825.00
3,914.02
44.35%
8,825.00
0.00
0.00%
93
EMT/Paramedic Licensure Fees
6201
1,900.00
3,500.00
1,600.00
45.71%
3,800.00
300.00
8.57%
94
Rent & Leases (Equipment)
6250
30,599.02
58,744.00
28,144.98
47.91%
58,744.00
0.00
0.00%
95
Computer Software & Maintenance
6251
23,228.96
27,635.00
4,406.04
15.94%
27,635.00
0.00
0.00%
96
Website Development & Maintenance
6252
900.00
1,620.00
720.00
44.44%
1,620.00
0.00
0.00%
97
EPA ID# Verification Fee
6264
0.00
200.00
200.00
100.00%
200.00
0.00
0.00%
98
CCC HazMat Plan (CUPA)
6265
0.00
3,000.00
3,000.00
100.00%
5,251.00
2,251.00
99
BAAQMD & Environmental Health Fees
6266
236.00
300.00
64.00
21.33%
236.00
100
Air Monitor Maintenance & Replacement
6269
2,168.96
3,900.00
1,731.04
44.39%
3,900.00
101
Maintenance -- Equipment
6270
31,300.58
58,200.00
26,899.42
46.22%
58,000.00
102
Central Garage Repairs
6271
73,290.40
60,000.00
(13,290.40)
(22.15)%
85,290.40
25,290.40
42.15%
103
Central Garage Gasoline & Oil
6272
40,779.68
85,000.00
44,220.32
52.02%
81,559.36
(3,440.64)
-4.05%
104
Central Garage Tires
6273
4,173.84
6,000.00
1,826.16
30.44%
6,000.00
105
Service/Repair Fuel System Dispensers
6274
2,624.93
3,500.00
875.07
25.00%
2,624.93
(875.07)
-25.00%
106
Aerial Ladder & Pump Testing
6275
0.00
600.00
600.00
100.00%
550.00
(50.00)
-8.33%
107
Smog Inspections
6276
300.00
600.00
300.00
50.00%
600.00
0.00
108
Air Compressor Quarterly Service
6278
0.00
2,000.00
2,000.00
100.00%
1,500.00
109
Hydro Test SCBA & Oxy Cylinder
6279
0.00
500.00
500.00
100.00%
300.00
(200.00)
-40.00%
110
Tank Testing
6280
0.00
1,500.00
1,500.00
100.00%
0.00
(1,500.00)
-100.00%
111
Maintenance -- Building
6281
26,262.44
50,750.00
24,487.56
48.25%
52,524.88
1,774.88
112
Maintenance -- Grounds
6282
1,124.10
6,300.00
5,175.90
82.16%
2,248.20
(4,051.80)
-64.31%
113
Meetings & Travel Expenses
6303
4,717.49
13,650.00
8,932.51
65.44%
10,000.00
(3,650.00)
-26.74%
114
Employee Assistance Program
6309
3,253.90
5,835.00
2,581.10
44.23%
5,597.15
(237.85)
-4.08%
115
Medical - Pre-Emp Processing and Annual Exam6311
7,503.56
58,310.00
50,806.44
87.13%
45,685.00
(12,625.00)
-21.65%
(64.00)
0.00
(200.00)
0.00
(500.00)
75.03%
-21.33%
0.00%
-0.34%
0.00%
0.00%
-25.00%
3.50%
116
Ambulance Billing Administration Fees
6312
16,584.06
57,440.00
40,855.94
71.13%
60,185.61
2,745.61
4.78%
117
Outside Attorney Fees
6313
69,832.83
120,000.00
50,167.17
41.81%
139,665.66
19,665.66
16.39%
118
Outside CPR Instructors
6314
880.00
4,500.00
3,620.00
80.44%
1,760.00
(2,740.00)
-60.89%
119
CCC County Tax Administration Fee
6316
0.00
165,624.00
165,624.00
100.00%
165,624.00
0.00
120
Professional Services - District CPA
6317
14,250.00
14,050.00
(1.42)%
14,250.00
200.00
121
Professional Services - Labor Negotiator
6318
5,070.03
36,000.00
30,929.97
85.92%
10,140.06
122
Professional Services - Network Maintenance
6319
48,000.00
96,000.00
48,000.00
50.00%
96,000.00
0.00
0.00%
123
Professional Services - Pre-Employment Investig6320
360.00
2,085.00
1,725.00
82.73%
5,280.00
3,195.00
153.24%
124
Professional Services - Promotional Exams & Re6321
496.80
20,000.00
19,503.20
97.52%
496.80
(19,503.20)
-97.52%
125
Professional Services-OPEB Actuarial Valuation 6322
625.00
11,500.00
10,875.00
94.57%
9,425.00
(2,075.00)
-18.04%
(200.00)
(25,859.94)
0.00%
1.42%
-71.83%
126
Exterior Hazard Removal
6323
2,735.00
7,000.00
4,265.00
60.93%
2,735.00
(4,265.00)
-60.93%
127
Exterior Hazard Database Maintenance & Updat 6324
0.00
300.00
300.00
100.00%
0.00
(300.00)
-100.00%
Page: 3
Attachment A
From 7/1/2012 Through 12/31/12
A
B
C
D
E
F
G
H
I
Percent Total
1
Total Budget $
Budget
G/L
Current Period
Total Budget $ -
Variance -
Remaining -
Account#
Actual
Original
Original
Original
128
Professional Services-Prop Tax Audit & Forecas 6326
129
Burn Trailer Grant Maintenance
130
Testing Materials & Training Props
131
Percent Total
FY 2012/13
6,300.00
12,600.00
6,300.00
50.00%
12,600.00
6352
0.00
3,000.00
3,000.00
100.00%
2,752.40
6354
2,563.72
1,500.00
(1,063.72)
(70.91)%
2,563.72
Career Dev/EMS/CQI Mandated Training/Materi 6355
39.99
100.00
60.01%
39.99
60.01
$ Variance
0.00
(247.60)
1,063.72
(60.01)
Variance
0.00%
-8.25%
70.91%
-60.01%
132
Career Development-Discretionary Classes
6356
3,570.00
1,000.00
(2,570.00)
(257.00)%
3,570.00
2,570.00
133
Career Development Classes
6357
6,045.00
15,000.00
8,955.00
59.70%
12,090.00
(2,910.00)
-19.40%
134
District Sponsored Training & Education Classes6358
2,349.73
8,000.00
5,650.27
70.63%
4,699.46
(3,300.54)
-41.26%
135
Target Safety Online Training
6359
0.00
6,000.00
6,000.00
100.00%
6,195.00
195.00
3.25%
136
Training & Education Classes-Paramedic & EMT6360
561.95
5,500.00
4,938.05
89.78%
7,138.85
1,638.85
29.80%
137
Educational Courses/Conferences Board
6377
0.00
550.00
550.00
100.00%
0.00
(550.00)
-100.00%
138
Recruiting Costs
6470
0.00
1,000.00
1,000.00
100.00%
0.00
(1,000.00)
-100.00%
139
Strike Team Supplies
6474
1,100.85
1,500.00
399.15
26.61%
1,100.85
(399.15)
-26.61%
140
Recognition Supplies
6478
853.47
3,400.00
2,546.53
74.90%
3,400.00
0.00
141
Other Special Departmental Exp
6479
31,309.75
41,550.00
10,240.25
24.65%
41,550.00
0.00
142
Public Education Supplies
6480
2,628.06
8,400.00
5,771.94
68.71%
5,256.12
143
CPR Supplies
6481
2,326.42
7,000.00
4,673.58
144
LAFCO
6482
9,809.46
9,809.00
145
Emergency Preparedness Expense
6484
919.46
5,000.00
146
Misc. Services & Supplies
6490
358.52
3,100.00
147
Property & Liability Insurance
6540
60,858.00
739,812.52
148
149
Total Operating Expense
(3,143.88)
257.00%
0.00%
0.00%
-37.43%
66.77%
7,605.51
605.51
8.65%
(0.00)%
9,809.46
0.46
0.00%
4,080.54
81.61%
2,838.92
(2,161.08)
-43.22%
2,741.48
88.43%
1,000.00
(2,100.00)
-67.74%
62,874.00
2,016.00
3.21%
62,874.00
1,797,085.00
1,057,272.48
58.83%
1,776,875.20
(0.46)
0.00
(20,209.80)
0.00%
-1.12%
Other Expense
150
Strike Team Expense
7200
2,553.05
0.00
(2,553.05)
0.00%
2,553.05
2,553.05
0.00%
151
Bank Fees
7510
2,405.40
3,800.00
1,394.60
36.70%
4,810.80
1,010.80
26.60%
152
Interest on County Teeter Account
7520
21.06
150.00
128.94
85.96%
42.12
153
County Tax Collection Fees
7530
0.00
255.00
255.00
100.00%
255.00
0.00
0.00%
154
Transfers to Debt Service Fund
7999
1,874,800.50
2,487,498.00
612,697.50
24.63%
2,487,498.00
0.00
0.00%
1,879,780.01
2,491,703.00
611,922.99
24.56%
2,495,158.97
3,455.97
0.14%
9,144,282.34
18,586,035.00
9,441,752.66
50.80%
19,005,042.24
419,007.24
2.25%
8,739,286.78
(1,085.89)%
(121,968.87)
15.16%
155
156
Total Other Expense
Total Expenditures
157 Excess of Revenues Over/ (Under) Expenditures
7,934,483.29
(804,803.49)
(926,772.36)
(107.88)
-71.92%
Page: 4
Attachment B
Statement of Revenues and Expenditures - Capital Projects Fund Actual to Budget 12/13
From 7/1/2012 Through 12/31/12
A
1
B
G/L
Account#
C
Current Period
Actual
D
E
F
G
YTD Budget Original
YTD Budget
Variance Original
Percent Total
Budget
Remaining Original
H
I
Percent Total
FY 2012/13
$ Variance
Variance
2
3
Revenue
4
Taxes
5
6
7
8
9
10
11
12
13
Fire Flow Tax
4066
Total Taxes
1,069,288.02
1,067,737.84
1,550.18
0.15%
1,069,288.02
(1,550.18)
0.15%
1,069,288.02
1,067,737.84
1,550.18
0.15%
1,069,288.02
(1,550.18)
0.15%
643.34
2,700.00
(2,056.66)
(76.17)%
2,000.00
700.00
-25.93%
643.34
2,700.00
(2,056.66)
(76.17)%
2,000.00
700.00
-25.93%
1,239.00
0.00
1,239.00
0.00%
1,239.00
(1,239.00)
0.00%
1,239.00
0.00
1,239.00
0.00%
1,239.00
(1,239.00)
0.00%
1,071,170.36
1,070,437.84
732.52
0.07%
1,072,527.02
(2,089.18)
0.20%
56.00
56.00%
88.00
(12.00)
-12.00%
Investment Earnings
4181
Intergovernmental Revenue-Federal Grants
4437
Total Revenue
14
15
16
Expenditures
Other Expense
Bank Fees
7510
44.00
100.00
18
Fire Flow Tax Collection Fees
7531
11,240.33
11,620.00
379.67
3.27%
11,240.33
(379.67)
-3.27%
19
Buildings-Station #45-Fixed Asset Expenditures 7700
0.00
18,600.00
18,600.00
100.00%
12,000.00
(6,600.00)
-35.48%
(31,682.78)
31,682.78
99.01%
17
20
Apparatus/Vehicles-Fixed Asset Expenditures
7703
63,682.78
32,000.00
(99.01)%
63,682.78
21
Computer Equip & Software-Fixed Asset Exp
7704
48,874.88
49,500.00
625.12
1.26%
48,874.88
22
33,427.44
300,000.00
266,572.56
88.86%
300,000.00
23
150,279.77
2,059,057.00
1,908,777.23
92.70%
200,000.00
(1,859,057.00)
-90.29%
24
FEMA (AFG) Grants-Fixed Asset Expenditures
46,256.46
72,000.00
25,743.54
35.75%
65,000.00
(7,000.00)
-9.72%
25
26
Total Other Expense
Total Expenditures
7707
(625.12)
0.00
-1.26%
0.00%
353,805.66
2,542,877.00
2,189,071.34
86.09%
700,885.99
(1,841,991.01)
-72.44%
353,805.66
2,542,877.00
2,189,071.34
86.09%
700,885.99
(1,841,991.01)
-72.44%
717,364.70
(1,472,439.16)
2,189,803.86
(148.72)%
371,641.03
(1,844,080.19)
-125.24%
27
28
Excess of Revenues Over/ (Under) Expenditures
2/15/2013\\sharepoint\Home\SCasey\Budgets\2012.13 Budget\Mid-Year Budget Review\Actuals thru 123112-Capital Projects Fund Year-End Projections
Page: 1

Packet - Moraga-Orinda Fire District

Transcription

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