SIUSLAW VALLEY FIRE AND RESCUE BOARD OF DIRECTORS
AGENDA June 20, 2018 6:00 P.M. Siuslaw Valley Fire and Rescue 2625 Highway 101 North, Florence
Call to Order
Pledge of Allegiance
Roll Call / Establishment of Quorum
Approval of Minutes: Regular Meeting of May 16, 2018
EMT Recognition: Pete Warren
John Scott FURA Update
Public Comment:
This is the opportunity for the public to speak to the Board of Directors on any item not on the Agenda. The maximum time for public comment will be 30 minutes and three minutes will be allotted for each speaker.
Public Hearing: 2018-2019 Fiscal Year Budget 1. Open public hearing to take comments relating to the annual 2018-2019 budget 2. Hear citizen comments 3. Board discussion 4. Motion to approve resolution No. 2018-03 Adopting Budget for Fiscal year 2018-2019
Financial Review: 1. Financial Statements Attachments: Financial Statement for May 2018
Action: Ratify bills paid during the past month totaling $290,579.36 and transfers from the Money Market account to the General and Payroll Checking Accounts.
Old Business:
1. Wage Increases
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1 Staff Reports:
Chief’s Report See Attachments for Additional Information:
Operations Division Chief Report See Attachments for Additional Information:
Office Manager’s Report: See Attachments for Additional Information:
New Business:
Director Comments This is an opportunity for Directors to comment on topics not on the Agenda.
Correspondence:
Future Agenda Business: The next regularly scheduled board meeting will be held on Wednesday, July 18, 2018 at 6:00 pm.
Executive Session: Executive session under ORS 192.660 (2) (d) to conduct deliberations with persons designated to carry on labor negotiations.
Adjournment
______Approved
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2 3 Siuslaw Valley Fire and Rescue 2625 Highway 101 North, Florence, OR 97439
Minutes of Board Meeting-May 16, 2018 Meeting Recorded and Televised
Ron Green President of the Board, called the meeting to order at 7:00 p.m.
BOARD MEMBERS PRESENT: Director’s, John Carnahan, Ron Green, Tony Phillips and Woody Woodbury were present Director Ned Hickson was not present.
OTHERS PRESENT: Chief Langborg, Jim Dickerson, Dina McClure and Mary Dimon.
APPROVAL OF MINUTES: Director Carnahan- Motion to approve the minutes of April 18, 2018 Director Green- seconded the motion Motion- passed unanimously.
PUBLIC COMMENTS: None
Financial Review: Given by Dina McClure
MOTION TO RATIFY BILLS: Director Woodbury made a motion to ratify the bills paid and the transfers made for the previous month totaling $251,270.83 Director Carnahan seconded, motion passed unanimously.
OLD BUSINESS: Presented by Chief Langborg Board Responsibility Policy.
Director Phillips made a motion to approve the Board Responsibility Policy for calling a special meeting as presented, Director Woodbury seconded, motion passed unanimously.
Staff Reports: Chief/Directors report- Chief Langborg gave Report and updated the group on the Seismic Grant, the Seismic Grant should be wrapped up by years end and we have put in for the reimbursements for the Seismic Grant and the Safer Grant. Chief is working on a process to keep track of the Grant expenses and reimbursements.
Operations Division Chief’s report- Jim Dickerson gave Report. Jim Dickerson asked for an approval for the purchase of new pagers presented the group with a quote. Director Carnahan made a motion to approve the purchase of 20 G-1 voice pagers, Director Green seconded, motion passed unanimously.
Office Manager’s Report- Dina McClure reported to the group that we had a successful payroll with ADP and will be moving forward with the June 5th payroll. We are working hard and putting effort into the Budget. Chris Mahr will help with journal entries. Dina is working on renewals and also looking into getting some PERS training.
NEW BUSINESS: Resolution No. 2018-02 Appropriations Transfer: Director Phillips made a motion to approve Resolution No. 2018-02 Appropriations Transfer, Director Woodbury seconded, the motion was then passed Unanimously.
4 Wages Increase: Director Carnahan suggested that the wage increase be done in a step process. No motion was made to approve.
Personnel Policies: Director Carnahan made a motion to approve the Personnel Policies, Director Woodbury seconded, motion passed unanimously.
DISCUSSION BY THE BOARD ON ITEMS NOT ON THE AGENDA: None
FUTURE AGENDA BUSINESS: The next regularly scheduled board meeting will be held Wednesday May June 20, 2018
Respectfully submitted, Mary Dimon Recording Secretary
Recorded meeting available on SVFR website at www.svfr.org
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Siuslaw Valley Fire & Rescue
2625 Highway 101 Florence, OR 97439 (541) 997-3212
6 Table of Contents
Introduction and Profile Operations Division 3 Message from the Budget Officer 23 Overview 4 Introduction of members 24 EMS 5 Mission, Vision and Guiding 25 Wildland Response Principles 26 Staffing, Standard of Cover, 6 Organizational Chart iPads, & 911 Dispatching Services 7 Personnel Summary 27 Ladder and Hose Testing 8 Overview of the District 28 Training 30 Recruitment and Retention 32 Prevention Budget Process and Policies 33 Community Support Team 9 Budget Calendar 35 Apparatus 10 Accounting and Financial Policies 36 Facilities 37 Equipment
Strategic Plan 2017/2018 Fiscal Year Budget 14 Initiatives 15 2017/2018 Strategic Plan Update 38 Revenue and Expenditure Summary 39 Administration 41 Operations Administrative IGA 46 Administrative IGA 46 Capital Reserve and Debt Service 18 Overview and Objectives
Glossary of Terms Administration Support 47 Definitions 19 Overview
20 Grants
21 PERS and Considerations
2 SVFR 2018/2019 Fiscal Year Budget 7
May 16, 2018
Budget Committee Members and Citizens Siuslaw Valley Fire and Rescue Florence, Oregon
Budget Committee Members and Citizens:
I am pleased to present to you the proposed 2018/2019 fiscal year budget for Siuslaw Valley Fire and Rescue. Our staff has spent many hours preparing this budget for your review and approval. We hope that you will find it is consistent with the District’s vision, mission, and strategic priorities. In addition, we have ensured that it has been prepared in compliance with all state and federal budget laws and that it follows current governmental best practices. Most importantly, this document has been created to not only serve as our District’s budget, but also as a financial plan, policy document, communications device, and operational guide.
To achieve this, we have gone to great lengths to budget in a method that ensures we continue delivering the high level of service our citizens have come to expect. At the same time, we have focused on the initiatives identified in our Strategic Plan to ensure the District is prepared for its future needs. Thank you for taking time to review this budget document and consider our recommendations for Fiscal Year 2018 – 2019.
Respectfully,
Jim Langborg Chief/Director
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Board of Directors Term Expires Ron Green, President June 30, 2021 John Carnahan, Vice President June 30, 2019 Woody Woodbury, Secretary June 30, 2019 Tony Phillips, Director June 30, 2019 Ned Hickson, Director June 30, 2021
Budget Committee Members
Members consist of the Board of Directors and five (5) citizen members who serve three-year terms. Term Expires
John Murphey December 31, 2018 Cindy Russell December 31, 2019 Anne Stonelake December 31, 2019 Ed Groshens December 31, 2020 Marvin Tipler December 31, 2021
District Budget Preparation Team
Jim Langborg, Chief / Director Serving Since 2013 Jim Dickerson, Operations Division Chief Serving Since 2016 Dina McClure, Office Manager Serving Since 2018
4 SVFR 2018/2019 Fiscal Year Budget 9
MISSION, VISION, AND GUIDING PRINCIPLES
Mission Statement
A mission statement is a short sentence or paragraph used by an organization to explain, in simple and concise terms, its purposes for being. These statements serve a dual purpose by helping members to remain focused on the tasks at hand, as well as encouraging them to find
innovative ways of moving towards an increasingly productive achievement of the District’s goals.
Guiding Principles
Guiding Principles also known as values are the ideals and
principles that guide thinking and action. They are the basis for decision-making and influence the choice of our goals and objectives. The actions and decisions of District members confirm or challenge the organizational values. The District teaches these values to every member early in their association with the District. The actions of every member must reinforce these values. The District expects
these values to be visible in every member’s daily activities and interactions with other members and the
public.
Vision Statement
A vision statement is an organization's declaration of its mid-term and long-term goals. It is also a clear
description of how they want to be viewed by others.
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ORGANIZATIONAL CHART
6 SVFR 2018/2019 Fiscal Year Budget 11
PERSONNEL SUMMARY
The District will begin fiscal year 2018-2019 with 11 full-time employees, 2 part-time employees, and 49 volunteers allocated as follows: Administration 1- Fire Chief / Executive Director 1- Office Manager 2- Full Time Administrative Assistants 1- Part-Time Administrative Assistant 2- Volunteer Auxiliary Operations 1- Operations Division Chief 1- Training Captain 1- Prevention Captain 1- Recruitment and Retention Coordinator 1- Station Captain 2- Firefighter/Engineers 1- Part-Time Community Support Team Coordinator 45- Volunteer Firefighters 3- Community Support Team Members 2- Volunteer Auxiliary
NOTE: In November of 2017 the Fire Prevention Division Chief retired. The position was filled internally with a Prevention Captain who falls under the supervision of the Operations Division Chief, enabling the District to eliminate the Prevention Division.
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OVERVIEW OF THE DISTRICT Siuslaw Valley Fire and Rescue (SVFR) is an all hazards fire and emergency service response District that was originally formed in 1949. Over the years, the District has consolidated with several surrounding fire service organizations and now protects the coastal portion of Lane County. The geographical area of SVFR includes a 120-square mile area extending north to mile post 181 on Highway 101, south to mile post 198.5 near the Douglas County line, and east to mile post 9.0 on Highway 126. The District also works with mutual and automatic aid partners to the north, south, and east enlarging our potential response area significantly. Included in these areas are the City of Florence, Dunes City, the Three Rivers Casino, Yachats, Mapleton, Swisshome, Deadwood, Gardiner, Reedsport, and Winchester Bay. Combined, our District is responsible for an approximate permanent population of 17,500 people in the immediate area and 23,000 when including our outlying mutual aid areas. SVFR protects our community with six fire stations, which are staffed with 45 dedicated volunteers who are supported by 11 full-time and 2 part-time employees including three-line personnel, one Operations Chief, 3.5 administrative staff, one Training Captain, one Fire Prevention Captain, one Recruitment/Retention Coordinator, one Community Response Team Coordinator, and one Chief / Director. SVFR has a long history of excellence and progressive thinking, which is the result of the high- quality people who have served the District throughout its history. Much of the success of SVFR has centered on planning and preparing for the future.
Station 1 Station 2 Station 3 SVFR & WLAD Administration 243 Laurel St 09181 North Fork Rd 2625 Highway 101 Florence, OR Florence, OR Florence, OR
Station 4 Station 5 Station 8 88973 Sutton Lake Rd 06955 Canary Rd 83345 Clear Lake Rd Florence, OR Florence, OR Dunes City, OR
SVFR also utilizes two stations for the storage of reserve apparatus and supplies. They are located in Florence and Ada.
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BUDGET CALENDAR Each year, the District begins the budget process in January, with the Management Team working together to determine what should be included in the proposed budget. The Management Team uses the District’s mission statement and stated goals as a guide for prioritizing their budgetary reccomendations. The budget is eventually presented to the Budget Committee for their review, feedback, and recommendation to approve. The budget process follows Oregon State law and is intended to be transparent and open to public comment.
January Preliminary Budget Development • Worksheets given to Managers and Division Chiefs • Meetings with staff to discuss budget requests • Chief / Director provides direction to Management Team • Division Chiefs/Managers begin preliminary budgets
February Budget Development • Division Chiefs/Managers meet with staff • Preliminary budget requests given to Office Manager • First draft of budget detail sheets given to management team
March Budget Review • Chief / Director and Office Manager review budget requests • Feedback provided to Division Chiefs/Managers • Chief / Director provides direction to amendments as needed • Office Manager reviews and makes adjustments • Chief / Director prepares for the workshop
April Budget Workshop • Fire Chief presents presentation to management team for review • Budget workshop for both Districts held April 26, 2018, following the Western Lane Ambulance regular board meeting • Budget committee input incorporated into budget
May Budget Committee meeting • Publish notice of meeting in Siuslaw News on May 9, 2018 • Put notice of meeting on District website • Budget Committee meeting - May 16, 2018 • Public comment heard and considered • Budget committee decides if they want to approve budget or schedule another meeting
June Budget Hearing and Adoption • Publish notice of Budget Hearing on June 13, 2018 • Budget hearing and adoption June 20, 2018
July Submit Local Budget LB-50 to Lane County Tax Assessor’s office and Douglas County Tax Assessor’s office no later than July 15, 2018 with two copies of resolution adopting the fiscal year 2018/2019 budget. 9 SVFR 2018/2019 Fiscal Year Budget 14
ACCOUNTING AND FINANCIAL POLICIES
Basis of accounting and budgeting
This budget is prepared using the cash method of accounting and budgeting for all governmental funds in accordance with generally accepted accounting practices. The basis of accounting is the same under the District’s practices and policies.
Revenue
In the 2017/2018 FY Budget property taxes represented 84% of the total revenue the District received. The Urban Renewal District within the City of Florence defers approximately 2.2 % of tax revenue.
SVFR Sources of Revenue 2018/19 Budget
$162,265 Property Tax $528,801 $1,863,054 Grants
Contracts and IGA's
Operating Contingency
The District maintains $50,000 in contingency for unanticipated repairs or large emergency purchases that may come up during the fiscal year.
Debt Service FY 15-16 $423,421 FY 16-17 $418,209 FY 17-18 $175,368 FY 18-19 $33,400 (Final Payment of the Ladder Truck scheduled for July 1, 2018)
All funds received from the County Treasurer are deposited directly into the District’s Money Market account. Transfers from the Money Market account to the Public Checking and Payroll Checking accounts are done as needed. Funds are transferred via electronic transfers that are only accessible by password.
10 SVFR 2018/2019 Fiscal Year Budget 15 Dry Period Financing
Dry Period Financing is the span of time from July through November when the District does not receive any tax revenue. The District does not make any capital purchases during this period and reviews the financial statements on a weekly basis to determine which purchases under normal expenditures can or cannot be deferred until December. The District estimates it costs approximately $110,000 to fund operations a month. Therefore, to service five months it costs approximately $550,000 dollars.
This graph represents the five month period of time when the District receives no tax revenue, also known as “Dry Period Financing”.
Millage Rate
The current millage rate for the District is $1.1391/$1,000 with maximum rate of a $1.5417/$1,000 of assessed evaluation. The District’s millage rate has fluctuated significantly since 2000/2001. During the annexation of the City of Florence, the District and City entered into an IGA in February 2010 that required the District to lower our millage rate to $0.8717 from its current rate of $1.5417. The IGA also allowed the District to enact two percent annual increases which the District did in 2012 raising the rate to $0.8891, and in 2013 raising the rate to $0.9391. Prior to the IGA with Florence, the millage rate from 2000 to 2010 had been $1.5417/$1,000.
In December 2011, a letter was sent to the Florence City Council advising them that the District would be raising the millage rate and would no longer be following millage rates prescribed in the IGA. The letter was in accordance with the requirements of the IGA. The millage rate increase was needed to accommodate a loan payment of two fire engines due on July 1, 2014. Prior to July 2014 the loan payment for the two fire engines was interest only and did not include any payment towards the principle of the loan amount. The transition from an interest only payment to one that included the payment of principle resulted in a significant increase.
11 SVFR 2018/2019 Fiscal Year Budget 16 SVFR Operations vs Tax Revenue May 2018 $3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Act. Act. Proj. Bud Est. Est. Est. Est. Est. Total OPS 1,231,9 1,563,0 1,906,1 2,216,1 2,312,2 2,412,7 2,517,9 2,628,0 2,743,2 Tax Revenue 1,672, 1,763, 1,888, 1,945, 2,003, 2,063, 2,125, 2,189, 2,255,
This graph shows a projected cost of operations verses tax revenue income over a nine year period. The assumptions made in this graph are current millage rate of $1.1391/1,000, an annual increase of 5% for personnel services, and 2.4% increase in materials and services.
Capital Funds
In 2016, the District established their first Capital Improvement and Capital Replacement funds. These restricted funds are intended to assist in the purchase of capital items such as the replacement and purchase of expensive fire apparatus, facilities, and equipment.
• During the 2015/2016 fiscal year, $5,000 was placed in each fund. • During the 2016/2017 $100,000 was budgeted for each fund. • During the 2017/2018 $105,000 was budgeted for each fund. • Additionally, the 2016/2017 FY budget included a $50,000 projected transfer from the General Fund and another projected General Fund transfer of $85,525 in FY 17/18. • You will notice that the FY 17/18 Actual balance is $105,000 while the FY 17/18 Adopted Budget figure is $340,525. • The difference in the amounts shown in each column is due to when money was transferred into the funds and when available revenue allowed money to be transferred from the general fund to a capital fund. • To correct this problem and avoid similar mistakes, staff is taking the following actions: First, all capital funds will include a funding date to ensure that funding occurs during the fiscal year it was intended for. Second, we will no longer include projected transfers in the Capital Reserve Funding sheet to avoid confusion and reduce the appearance that these funds should have more money in them. Third, the Office Manager has begun a process of reconciling all accounts with the Chief / Director and a Board Member on a monthly basis starting in April of 2018.
12 SVFR 2018/2019 Fiscal Year Budget 17
SVFR Tax rate Analysis $2,800,000
$2,600,000
$2,400,000
$2,200,000
$2,000,000
$1,800,000
$1,600,000 13/14 14/15 15/16 16/17 Budget 17/18 Budget 'Actual $1.1391/1000 $1.45/1000 $1.50/ 1000 $1.5417/1000
This graph shows potential tax revenue income at different millage rates. Please note that the difference between “actual” and $1.1391 is the revenue lost due to FURA. It is also worth noting that this graph does not recognize the impact of FURA at the rates of $1.45 and above. Finally, this graph does not indicate if raising our millage rate would cause compression and what the impact of compression would have on our revenues.
13 SVFR 2018/2019 Fiscal Year Budget 18
STRATEGIC INITIATIVES In 2015, SVFR adopted a Strategic Plan that consisted of five Strategic Initiatives. Strategic Initiatives are best described as an endeavor intended to achieve three interrelated outcomes:
• A boundary-spanning vision or “strategic intent” • Realization of important benefits to “strategic” stakeholders, and • Transformation & Alignment of the organization
The SVFR Strategic Plan is comprised of the following Strategic Initiatives:
Initiative 1-Services: Service delivery will address the immediate and long-term needs of the communities served. These resources shall be allocated in a manner that ensures transparency and maximum effectiveness and efficiency.
Initiative-2 Funding and Financing: Financial services shall be provided in a manner that is in accordance with local, state and federal requirements. These services shall be benchmarked with industry best practices to ensure preferred business practices and economies of scale are maintained. The finance function should be completely transparent to internal and external customers.
Initiative-3 Planning: Develop planning documents and tools that ensure the District has clear direction in the way they conduct the District’s business and deliver service to the community.
Initiative-4 Craftsmanship and Leadership: The Fire District will operate in a manner that will recognize clear standards of performance for all positions in the organization. Standards will be reasonable and developed in collaboration with the appropriate stakeholders. The organization shall encourage innovation and creativity in the manner they perform their duties.
Initiative-5 Staffing: Address the immediate and long-term staffing needs of the District. These resources will be allocated in a manner that ensures transparency, maximum effectiveness, and efficiency.
Strategic Initiatives with their associated goals and objectives heavily influence the budgeting process. Strategics Goals are also referred to as the District’s stated goals and are considered policy level directives that Staff is mandated to follow and achieve.
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2017/2018 STRATEGIC PLAN UPDATE
In October of 2017, the SVFR and WLAD Board of Directors conducted a Strategic Plan Update Workshop to review the prior year’s accomplishments, and discuss the strategic initiatives for the upcoming year. The result of this workshop was the creation of a set of recommendations that were used to create a series of measurable goals. The 2017 / 2018 Strategic Plan update was adopted by the Board of Directors in April 2018.
Recommendation - Financial forecasting and planning is essential to our longterm sustainability.
Objectives:
1. By the end of the planning year, Staff will submit a formal capital improvement plan for each District to the respective Board of Directors for approval and adoption.
2. Staff will include a five-year financial analysis in the 2017 / 2018 Fiscal Year Budget Message.
3. By the end of the planning year, Staff will have completed a LifeMed financial analysis that determines its efficacy and long-term sustainability.
4. By the end of the planning year, Staff will have completed a performance analysis of Systems Design in comparison to other billing services.
5. By the end of the planning year, an administrative budgeting process will be created that tracks IGA related expenditures, costs, and savings.
6. By the end of the planning year, Staff will submit a list of options and recommendations to the WLAD Board of Directors, if the next levy fails.
7. Staff will include a Medicare forecasting analysis in the 2018 – 19 Fiscal Year Budget Message.
Recommendation - It is time to begin researching options for replacing the WLAD District Facility and SVFR Station-2.
Objectives:
1. By the end of the planning year, Staff will submit an executive summary that provides a list of the considerations involved in the replacement the WLAD Facility and Station.
2. This analysis will include the financial, political, and logistical considerations needed to move forward with this project.
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Recommendation - It is time to begin the process of establishing what response standards we want for our District, through the Adoption of a Standard of Cover document.
Objective:
1. By the end of the planning year, both Districts will adopt a Standards of Coverage Document.
Recommendation - We need to continue to partner with other organizations like SVFR and Peace Health.
Objectives:
1. By the end of the planning year, both Districts will have entered into a third year of the IGA.
2. By the end of the planning year, Staff will have completed a 100% review of all their Mutual and Automatic Aid Agreements with their Mutual and Auto Aid partners: to include, Yachats, Swisshome / Deadwood, Mapleton, Gardiner, Reedsport, Winchester Bay, Lane County Fire Defense Board, and the Oregon Department of Forestry. This review will include training, communications, and the MCI plan.
3. By the end of the planning year, an Upriver and Florence EMR class will have been completed.
4. By the end of the planning year, a second EMT-Basic class will be planned and scheduled in partnership with LCC.
5. By the end of the planning year, a review will have been completed on the agreement with both Districts for the CTLUSI.
6. By the end of the planning year, a formal QI / QA process will be underway and include both WLAD and BLS QRT partners.
Recommendation - It is time to begin researching what an expanded affiliation between the two Districts could look like.
Objective:
1. By the end of the planning year, Staff will submit an executive summary that details the operational, financial, and logistical considerations involving an operational merger of the two organizations.
16 SVFR 2018/2019 Fiscal Year Budget 21
Wildland Firefighting needs to become a priority to ensure our District is ready for a forest fire.
Objective:
1. By the end of the planning year, Staff will present a list of recommendations to the Board of Directors that identifies what steps need to be taken to better prepare our District for a conflagration.
It’s time to begin planning for 24-hour staffing.
Objective:
1. By the end of the planning year, Staff will present a list of recommendations and considerations to the Board of Directors that identifies what steps the District needs to take to prepare for 24- hour staffing.
It is time for the FD to have a greater role in EMS response.
Objective:
1. By the end of the planning year, Staff will present a list of recommendations to the Board of Directors that identifies how the District will increase participation in EMS response.
Strategic Planning Update Workshop October 17, 2017
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INTERGOVERNMENTAL AGREEMENT
The Board of Directors for Siuslaw Valley Fire / Rescue (SVFR) and Western Lane Ambulance District (WLAD) made a policy decision to combine administrative services to improve organizational efficiencies and reduce redundancies. On July 1, 2016, this agreement was memorialized through the signing of an Administrative IGA. The signing of the IGA was preceded by a thorough planning process involving internal and external stakeholders to ensure the needs of the community were being met and to minimize risk to each District.
The ability to accurately determine how much money is saved by the IGA has not been possible. This is due to the complexities of the services both organizations provide and that both organizations have changed significantly since the inception of the IGA. Nevertheless, many organizational efficiencies have been created resulting in better service to our community.
There are expenses associated with the IGA, including the shared salaries of The Chief / Director, Office Manager, Part-Time Administrative Assistant, and Part-Time Community Response Team Coordinator. Training for the Administrative Team is also a shared expense for which you will see $2,000 dollars included in this proposed budget. Training for the Administrative Team covers conferences and other work related training such as software specific and other related training.
There have also been some shared capital costs associated with the IGA that have been made over the life of the agreement. They include the purchase of a new phone system and a fiber connection between the WLAD facility and Fire Station-1. Finally, you will see that $25,000 has been carried over from the 2017/2018 Budget to purchase new accounting software.
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ADMINISTRATIVE SUPPORT
The Administrative Team is led by the Office Manager who oversees a staff of two full time and one part time Administrative Assistants. The Administrative Team is responsible for a broad array of administrative, customer service, financial, and human resources areas that are essential for maintaining the District’s operational readiness. The Administrative Team is located at Station-1 and provides service to both WLAD and SVFR.
During the 2017/2018 Fiscal Year, several improvements were made by the Administrative Team to include:
• The relocation of all administrative services to SVFR Station-1 • The purchase of a new phone system that services both Districts • Obtaining the services of a single IT provider to service both Districts • Implementation of ADP payroll services and time keeping software • The adoption of many new and updated policies
In the 2017/2018 Budget, the Administrative Team was approved $30,000 to purchase new accounting software. Due to work load and personnel changes throughout the first half of the budget year the software was not purchased. This expenditure will carry over into the 2018/2019 budget and will be purchased in December of 2018. This is a shared expense with WLAD who has also budgeted $30,000 for this expense.
Holly Lais, Lara Lindemann, Dina McClure and Mary Dimon
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GRANTS
Our District has been awarded several grants to include a Staffing for Adequate Fire and Emergency Response (SAFER) Grant, a Seismic Upgrade Grant, and a Fire Hose Replacement Grant. The SAFER grant funded through FEMA began in November 2016, provides a full-time Recruitment and Retention Coordinator who serves SVFR, Mapleton, and Swisshome/Deadwood Fire Districts. The SAFER grant also funds five sets of new turnout gear for every participating District. The total value of this grant is $659,114 and will expire August 2020. The SAFER Grant will fund up to $164,833 during the 2018/2019 fiscal year. This amount includes the cost of the R&R Coordinator, equipment, medical exams, and miscellaneous expenses. The Seismic Upgrade Grant was funded through the State of Oregon and funds the seismic retrofit of four fire stations. The retrofit work is underway and will be completed within the 2018 / 2019 fiscal year. The total value of the grant is $590,281. The Fire Hose Replacement Grant is another FEMA grant that will fund the replacement of all fire hose for SVFR, Mapleton Fire District, and Swisshome / Deadwood Fire Districts. The grant is valued at $214,858 with a ten percent match by each district for the value of the amount of hose they will receive. Additionally, SVFR has submitted another FEMA grant in January 2018. This is another regional grant that, if awarded, will provide all Firefighters with wildland personal protective equipment (PPE) and training. This regional grant includes SVFR, Mapleton, Swisshome / Deadwood, Gardiner, and Reedsport Fire Districts. The grant is valued at $363,986 with a ten percent match by each district for the value of the amount of equipment they will receive. Structural support steel being installed at Station-8 as part of the seismic retro fit.
20 SVFR 2018/2019 Fiscal Year Budget 25
PERS AND OTHER CONSIDERATIONS PERS The State of Oregon is facing a crisis in the Public Employee Retirement System (PERS). In short, the system is underfunded, resulting in some of the unfunded costs being placed on the employer. As of December 31, 2016 SVFR has an accrued unfunded liability of $1,485,381. We are not scheduled for an employer contribution rate increase in this budget year but we will likely see one in the following year. Additionally, it is predicted that the current funding problem will not resolve itself for over two decades. As the State and local governments work to find solutions, a possible program has come to our attention that could help us mitigate some of the financial burden we will face in the future. This program allows employers to contribute additional money towards their liability with a promise of a 25 percent match. This program is still being created but an opportunity exists to begin saving money that can be used towards our PERS liability in the future. To accomplish this the District can establish a Reserve Fund in accordance with ORS 294.346. The creation and use of this fund would be similar to our Capital Reserve and Capital Needs funds that were established a few years ago. Once this fund is established the District can place money in it for the specific use of funding a program similar to the one described above. Increase in Healthcare Our insurance provider has indicated that our healthcare benefits will increase by 11 percent this year. Increase in Property and Liability Insurance Our Insurance provider has indicated that our property insurance and auto insurance will incease by 7%. Worker’s Comp Insurance Our insurer has advised us there will be no increase this year to our premium, but it will still be affected by the increase in salaries.
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Cost Per Living Index (CPI) The District uses the Portland CPI to forecast the increased cost of doing business. The current Portland CPI is 3.9%. LCOG IT Agreement Last year WLAD and SVFR transitioned all IT services to the Lane Council of Governments (LCOG). The switch to LCOG resulted in better cost and service for both Districts. Now that both Districts are using LCOG, we are able to join their service agreement pool at a cost of $12,827. This amount covers all of our computers and mobile devices. It does not cover the cost of our computer leases, email, cloud back up, or other propriatory software agreements.
22 SVFR 2018/2019 Fiscal Year Budget 27
OPERATIONS The mission of the Operations Division is to protect life and property through effective emergency response services. This mission is achieved through objectives that are accomplished by: training, ensuring our apparatus, equipment, and facilities are properly maintained and in a ready state; and responding with well trained professional responders. Currently, the Operations Division serves our community through the delivery of, but not limited to, the following services:
• Control and suppression of hostile fires • Training for all hazards response • Prevention of fires and life safety hazards • Pre-hospital emergency medical services by partnering with Western Lane Ambulance District • Supporting technical rescue and hazardous materials teams who respond into our District • Emergency preparedness • Public education During the Strategic Planning update process, several operational recommendations were made that resulted in goals that will be addressed in the 2018/2019 budget. These recommendations include:
• SVFR taking a greater role in EMS Response • SVFR to begin planning for 24 Hour Staffing • The creation and adoption of a Standard of Cover document • The continuation of EMT and EMR training • Increased preparation to address the District’s vulnerability to a Wildland Fire • The creation and formal adoption of a Capital Replacement and Improvement Plan
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EMERGENCY MEDICAL RESPONSE Siuslaw Valley Fire and Rescue, in unison with Western Lane Ambulance District, are working together to increase the District’s role in medical response. This is important because as the call volume for WLAD increases, the community is experiencing an increase in how often EMS resources are exhausted. Additionally, our Firefighters have stated that they are interested in responding to more calls to include medical incidents. A balance must be achieved to avoid overwhelming SVFR while finding ways to meet the response needs of our community and satisfying our Firefighters. To achieve this SVFR will develop an emergency medical response plan founded on a regional standard for training, protocols, and equipment. Additionally, the plan will be driven by WLAD’s implementation of a priority Dispatching model that sends SVFR Firefighters to medical incidents where the severity of the patient’s condition will be benefited by additional personnel. The funding needed to support this improvement in service will be driven by an estimated increased call volume of 33% and a greater use of District vehicles. To offset the financial impact, SVFR will utilize a light rescue response vehicle and the Resident program as the primary response tool. Based on the amounts spent on Firefighter call reimbursement in the past, we are not asking for any additional money in this line item.
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WILDLAND RESPONSE During the 2017 / 2018 Fiscal Year, SVFR was asked to assist other communities in Oregon and California who experienced historic Wildland Fires which threatened homes, commercial property, and natural resources. The Chetco Bar Fire was one of the largest fires in Oregon’s history and occurred near Brookings, Oregon which is located on the coast and is 155 miles from Florence. From a budgetary perspective, Staff are adding line items in the budget for conflagration overtime of full time personnel and conflagration pay for volunteers. In the past we have identified these expenses in our budget as regular overtime for full time firefighters and call reimbursement for our volunteers. Doing so, created an inaccurate picture of what is spent on overtime and volunteer reimbursement.
This picture shows the location of the Chetco Bar Fire. Please note its location in relation to Florence and the surrounding area.
The increase of wildland fires and the unusual weather our region has experienced over the past five years has caused us to reevaluate our vulnerability to the threat of wildfire. As a result, SVFR is committed to dedicating more time to training for these events and equipping our Firefighters with up to date personal protective equipment.
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STAFFING As with any volunteer fire service organization, staffing can be an issue because the majority of the emergency response is provided by volunteers. Our Recruitment and Retention Coordinator has done an excellent job, but our District still faces staffing challenges in some of our outlying stations. To assist in supplementing the availability of volunteers in some of our outlying stations, we recommend doing what has been done at the North Fork Station by adding living quarters. Therefore, you will see $35,000 requested for the remodel of the Clear Lake ($17,000) and Canary Fire Stations ($18,000). This funding will enable us to offer housing to a firefighter at these remote locations in return for response and station maintenance. STANDARD OF COVER The Operations Division is focused on preparing for its most significant project in the five-year plan, the development of a Standard of Cover (SOC). A priority will be placed on improving data collection to ensure the District can measure response performance accurately. Another important part of the SOC will be the implementation of a priority dispatch system that will affect how resources are dispatched to medical emergencies. Siuslaw Valley Fire and Rescue is developing programs to ensure quality service is delivered to the citizens who depend on the District every day. There are no financial considerations for the creation of a SOC at this time, but it is important to remember that when adopted, the SOC will help determine staffing levels, station locations, and response goals; all of which can have a financial implication.
IPADS We are asking for $10,000 to purchase and mount iPads that will be in front line response vehicles. These devices will have an internet connection that enable responding Firefighters to utilize GPS mapping and access a database that contains occupancy and other important reference information.
911 DISPATCHING SERVICES We have been advised that there is an 8.5 percent increase in our fee for dispatching services this year ($33,228 from $30, 526). Since the 2014/2015 Budget year we have seen a $7,614 increase in what it costs SVFR annually for 911 dispatching. As the cost of dispatching continues to increase, coupled with the reality that there are several communications equipment capital purchases needed in the next five to ten years, SVFR, WLAD, and FPD have agreed to sit down and begin a planning process to define what we will need in the future to ensure we purchase the right equipment. 26 SVFR 2018/2019 Fiscal Year Budget 31
LADDER AND HOSE TESTING As the Operations Division prepares to implement the goals identified in the updated Strategic Plan, the District will notice a shifting of the focus of our career personnel from maintenance to emergency response, training, and prevention. This will require the need to outsource some of the annual tasks our career personnel have performed in the past. Specifically, we are planning to outsource pump and ladder testing to a third party NFPA certified private contractor. Doing this will save staff time, improve the safety of Firefighters, and decrease liability. Third party pump and ladder testing are estimated to save 624 staff hours. A comparison of saved staff time to the cost of the service shows an approximate $4,100 in savings. The use of a certified third-party vendor ensures critical inspections are performed to NFPA standards and will reduce wear and tear on our equipment. To pay for these new services you will see an increase of $6,500 in Equipment Maintenance.
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TRAINING
The Training Officer is responsible for delivering a variety of training programs, developing proper safety techniques and procedures, maintaining accurate and complete training records, and fostering professional growth and development to all members of the organization. Safety and career development are key elements in the design of all training programs; therefore, the District delivers a training program that provides the necessary training for personnel to be safe, effective, and efficient.
Training is a critical function of the District, in that all members must constantly be prepared for a wide variety of complex and stressful fire, medical and/or rescue situations. For these reasons, all training is administered and delivered to meet or exceed standards set by local, state, national, and/or any other governing institution. Training is conducted both in-house and with external classes offered regionally and nationally.
Training is conducted every Tuesday day and night. We also offer an additional Friday day drill that focuses on advanced topics such as technical rescue and incident command. The goal of the District is to create meaningful training opportunities for every member regardless of their experience level. To better serve our citizens and as identified in our Strategic Plan, we are increasing medical and wildland training during drill nights. Additionally, standalone training programs such as Emergency Medical Responder (EMR), Emergency Medical Technician (EMT), and Northwest Coordinating Group (NWGC) Wildland courses have been budgeted for this year. Because of our regional involvement with Recruitment and Retention we are transitioning into four annual Entry Level Fire Fighter academies a year. These academies include an upriver academy to strengthen our mutual aid capabilities and build relationships with our neighboring Districts.
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With an all hazards department, we have a multitude of training situations to prepare for and a limited amount of time. To meet NFPA and Oregon standards we are extending drill times from 2 hours to 3 hours and expanding our use of computer-based training on Target Solutions. To ensure quality training the District uses many of its members to assist during drills and academies. This is needed because training large groups of Firefighters with various levels of experience and capabilities can be challenging. The use of additional instructors for drills and academies can create an additional cost. The training department under the direction of the Operations Division has bolstered the numbers of qualified responders. Throughout this process we have realized that improvements to our training facility are needed to properly train our personnel. Equipment and facility upgrades such as an SCBA confidence course prop, car fire prop, and a forcible entry prop will improve our abilities to train better firefighters. These upgrades will decrease our need to attend outside training which is only attended by a limited number of personnel. Conducting training in-house ensures more of our personnel attend the training. There are no significant increases requested by our training department this year. Nevertheless, the need for improved training facilities should be recognized as part of our long-term capital needs and a plan should be created to identify what the District’s long-term training needs are and how we will pay for them.
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RECRUITMENT AND RETENTION Recruitment and Retention (R&R) of volunteers is one of the most important responsibilities of the District. Without properly trained volunteers the District cannot adequately protect the community. To assist with the R&R of volunteers the District employs a full-time R&R Coordinator. This position is funded by a SAFER Grant that was awarded to the department in 2016 and provides funding for four years. The Grant is regional and provides services for three Districts, including Siuslaw Valley Fire & Rescue (SVFR), Mapleton Fire Department (MFD), and Swisshome-Deadwood Fire Department (SH/DWFD).
During the 2017 / 2018 Fiscal Year the R&R Coordinator recruited 50 new volunteer firefighters and 15 new auxiliary volunteers for all three Fire Districts. Nevertheless, retention of volunteers remains a challenge which is indicated by the fact that despite our best efforts only 19 of the 50 firefighters recruited have been retained over their first year. A retention rate of 38 percent sounds low, but it should be remembered that it is not uncommon to lose most of the new recruits within the first year. Therefore, a retention rate of 38 percent is an improvement.
To improve retention rates the R&R Coordinator constantly looks for new ways to recognize our volunteers and keep them interested in the program. Some of the changes made this year include station BBQ’s intended to build teamwork, the purchase of SVFR Challenge Coins that are given to those who excelled, and T-Shirts were given to participants of recent ELF Academies. Finally, interviews of all personnel have been conducted to obtain their opinions and about how to improve our District and recognize the efforts of our volunteers.
In addition to working on improving the recruitment and retention of volunteers, training of volunteers has also been a major focus. To date, multiple Entry Level Firefighter (ELF) Academies have been conducted in Florence and Upriver. Multiple medical drills have been taught throughout the region in partnership with Western Lane Ambulance District to include Emergency Medical Responder, EMT-Basic training, and monthly continuing education. Additionally, many NFPA and DPSST training programs have been taught regionally such as Vehicle Extrication and Driver / Pump Operator training.
The District is heading towards the third year of the SAFER Grant which expires in August 2020. The success of the program has been noted and SVFR as well as our partners have benefited from the program. With the end of the grant funding nearing, SVFR should begin looking at ways to fund the position into the future. Currently, the full time R&R Coordinator position costs approximately $103,000 annually to fund, which includes wages, benefits, overtime, a cell phone stipend, and payroll taxes. Another $10,000 is budgeted for volunteer recognition.
With the average annual cost of a full-time firefighter also being approximately $100,000, it is obvious that a productive R&R Coordinator is well worth the money in comparison to hiring full time firefighters. Future funding sources for this position include asking our partner agencies to contribute, utilizing money previously spent on debt service, or raising our millage rate. Finally, it’s worth mentioning that the R&R Coordinator also serves as a combat firefighter when needed.
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Multi Agency DPSST Vehicle Extrication Training
Multi-Agency Wildland Training
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PREVENTION Gene Roddenberry stated, “The strength of a civilization is not measured by its ability to fight war, but rather by its ability to prevent them”. This is much like fire, we prepare to fight them, but we should be making every effort to prevent them. The Fire Prevention program is an important but challenging responsibility within our community. The community expects the District to make every possible effort to protect them, and we take this responsibility seriously. To accomplish this, the Prevention Captain is responsible for fire investigations, public education, occupancy inspections, and working with our partners on community development and code enforcement. Fire investigations involve the determination of the cause and origin of a fire and coordinate efforts with other law enforcement agencies for arson fires. Public education is the largest and most important component of the program and includes programs such as: fire extinguisher training, carbon monoxide detector and smoke alarm installation, address sign installation, station tours, educational presentations at local schools, and fire/disaster preparedness presentations to assisted living facilities and businesses. All our prevention programs are provided at no cost to the citizen. Another area of focus is occupancy inspections which are extremely important because they prevent fire and enable our personnel to gain knowledge about the occupancy and structure they are protecting. We estimate there are over 450 small businesses in the Florence area. Our goal is to build an inspection program by training inspectors and using them to inspect businesses. Inspectors can also obtain important pre-fire information that is used during emergencies to contact business owners and identify safety concerns for Firefighters. You will see that $6,500 has been placed in the budget to fund the part time inspector program. This funding will support eight hours a week of inspector time at $15.00/hour. You will also see a $4,670 increase in the prevention line item to pay for equipment replacement and training the new Prevention Caption needs to perform his duties.
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COMMUNITY SUPPORT TEAM Over the past year, the Community Support Team (CST) program, formerly called the Chaplain Program, has undergone major developmental changes. For instance, a part time CST Coordinator was hired during the 2017 / 2018 Fiscal Year to oversee the program, interact with other agencies, recruit new CST Members, and coordinate the training of CST Members. Additionally, the CST changed their name from the Chaplain Program to the CST Program to ensure both the public and first responders did not feel that there was any religious expectation associated with the program. Documentation of CST service and training hours began in September 2017. Since this time CST staff have served in the following ways:
• Responded to 44 incidents resulting in 84 hours spent helping members of the community deal with a tragedy. • CST members are very active in community events and spent a total of 69 hours promoting the program and building relationships. These events included Rhody Days, Toys for Tots, Fill the Boot, and SVFR family events. • Many hours were also spent in 1:1 (or small group) supportive contacts with our Firefighters and EMT’s, oftentimes after particularly difficult calls. • First Responder and community support took place in Dune City, Florence, Swiss Home- Deadwood, and Mapleton. • Lastly, CST staff have participated in 218 hours of training, addressing such topics as mental health issues, suicide prevention, crisis intervention techniques, death notification, and first responder stress and support. • Since mid-July 2017, the CST Coordinator has developed two online documentation forms for incident response and other community involvement, allowing for accurate tracking of CST activities and hours. The CST Coordinator also established an SOG for recruiting, hiring and training new program volunteers, developed an orientation process for prospective volunteers, and written a training manual and Task Book for new hires. • Additionally, an on-call CST schedule with a goal of 24-hour coverage, as well as monthly CST meetings for ongoing training and case review are in place. The CST Coordinator has also developed three booklets for distribution to community members addressing adult grief issues, grief issues with children, and a community resource guide. • A comprehensive approach to prevention, recognition and treatment of first responder stress, an issue that is being addressed nationwide, is also well underway. CST has developed a Power Point presentation addressing this issue, which has been included in the SVFR Academy training for new recruits. An accompanying booklet addressing first responder stress has been developed. Two of our CST staff have become certified trainers for Peer Support programs, along with one of our SVFR career Firefighters. Together they are meeting regularly with representatives of Florence Police and WLAD to develop a tri-agency Peer Support program in Florence. • The CST Coordinator has met with representatives of various local agencies to define how the CST program can interface with other agencies, to better serve the Florence, Dunes City, 33 SVFR 2018/2019 Fiscal Year Budget 38
and Upriver Communities. Meetings have taken place with staff and/or administrators of SOS, PeaceHealth Medical Center, Burns Funeral Home, FACC, Florence Police Department, and Lane County Sheriff. All Florence churches have been contacted by email to establish an after-hours phone contact list of clergies from various churches and denominations, for CST staff to use when families in crisis request clergy. • Establishment of an improved Employee Assistance Program (EAP) that provides counseling services and a long list of other wellness and self-improvement programs. As this program carries over into the next fiscal year, you will see an $1,100 increase in the cost for this service.
In the next fiscal year, the CST program goals include recruiting, hiring and training as necessary to maintain a minimum team of four CST staff, as well as to attain the previously stated goal of guaranteed 24 hour/7 day per week coverage.
• The establishment of a tri-agency Peer Support program that encompasses FPD, WLAD and SVFR, with comprehensive services for first responders that include education, peer support, and EAP resources. • The CST Coordinator will continue to pursue community outreach for the purposes of both recruiting new CST volunteers, and continuing to define and refine interagency cooperation and coordination of services for the Florence community. • Identify and network with fire, police, and other public safety chaplains on the central Oregon coast, in order to better coordinate services in the case of a large regional crisis/disaster, as well as to better facilitate trainings and support for volunteers in public safety/community support roles.
The costs associated with goals identified above and to sustain this program include wages for the part time CST Coordinator, uniforms, training, printing, and miscellaneous supplies.
Shannon Curry, Bianca Deris, Lori Serverance, and Mary Dimon 34 SVFR 2018/2019 Fiscal Year Budget 39
APPARATUS A replacement schedule was developed by staff in conjunction with NFPA standards in 2015 and was updated in 2017. The replacement schedule shows that our District currently has three fire engines, three water tenders, one rescue, one brush engine, and eight staff vehicles that are outside of their service life expectancy. Additionally, two front line fire engines and two quick attacks are six years from the end of their life. Finally, two rescue units are two years out from service life replacement. Due to the age of our fleet we exceeded the amount of budgeted money for vehicle maintenance and repairs during the 2017/2018 fiscal year. To account for this increase and to transition to certain NFPA certified inspections, you will see a $33,500 increase in this line item. You will also see a $10,000 increase in fuels and lubricants to account for the anticipated increase cost of diesel to $5.00 a gallon.
Estimated Apparatus Replacement Costs: • Type-1 Fire Engine up to $500,000 (used for structural firefighting) • Type-3 Fire Engine up to $450,000 (can be used for wildland and structural firefighting) • Type-6 Brush Engine up to $250,000 (also known as a quick attack or brush engine) • Ladder Truck up to $1,000,000 • Water Tender $350,000 (used to transport water to areas without hydrants) • Heavy Rescue up to $750,000 (used for heavy vehicle extrication and other specialized rescue incidents) • Staff Vehicles and Light Rescues between $50,000 to $60,000 depending on how they are equipped
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FACILITIES As mentioned earlier, SVFR operates out of six fire stations and utilizes two stations for the storage of apparatus and equipment. Of the District’s eight stations the newest building is 17 years old. A quick look at our stations reveals the following capital considerations for the future: Station-1 (Administration) Will need new appliances in the next three years. The HVAC system at St 1 is eight years overdue for replacement. Station-2 (Old Town) Even with the discussion of replacing this station, it needs many improvements to include replacing the flooring in the crew lounge. Station-3 (North Fork) Is in need of interior paint. Station-4 (Sutton Lake) The apron in front of the apparatus doors needs to be repaired and is expected to cost $16,000. This station also has the capability to house a resident Firefighter with minor upgrades which will cost $15,000. Station-6 (Ada) This station houses no apparatus and has not had a volunteer assigned to it for years. As a result, it is deteriorating, and a decision needs to be made if it is needed. Station-8 (Clear Lake) Needs interior and exterior paint and has the capability to house resident Firefighters which will cost $17,000.
This is a picture of one of seven HVAC systems located on the roof of Station-1. All seven systems are three years beyond their life expectancy. The cost to replace and install them is estimated to be over $60,000. 36 SVFR 2018/2019 Fiscal Year Budget 41
EQUIPMENT
Communications Equipment: Much of our current communications system equipment is nearing the end of its life. The total cost of replacing this system could be over $300,000. Typically, a portable radio system has a service life of 12-15 years depending changes in NFPA and FCC regulations. The District has begun a system of strategically replacing our pagers to enable us to face an occasional expense of around $8,500 versus a total replacement cost of $34,000. Self-Contained Breathing Apparatus (SCBA): Our current SCBAs are not yet ready to be replaced but it is time to begin planning for how to replace them. The current set of SCBAs was also funded by a grant in 2009 for $262,000. The service life of SCBA is approximately 15 years which means we are halfway through their life span. It is estimated that replacing this system will exceed $300,000. Other Capital Equipment: SVFR relies on other expensive equipment such as Thermal Imagining Cameras(TICs), Gas Monitors, a Cascade Air Filling Station, heavy rescue equipment, personal protective garments, and Fit / Flow Testing soft/hardware. To look at this from a budgetary and financial planning perspective, we must keep in mind that replacing these items is very expensive. For instance, purchasing four TICs will cost about $40,000 and replacing the SCBA air fill station will be approximately $45,000.
Herman Peak Radio Tower
37 SVFR 2018/2019 Fiscal Year Budget 42 2018-2019 Revenue and Expenditure Summary
38 SVFR 2018/2019 Fiscal Year Budget 43 2018-2019 Administration
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40 SVFR 2018/2019 Fiscal Year Budget 45 2018-2019 Operations
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42 SVFR 2018/2019 Fiscal Year Budget 47
43 SVFR 2018/2019 Fiscal Year Budget 48
44 SVFR 2018/2019 Fiscal Year Budget 49
45 SVFR 2018/2019 Fiscal Year Budget 50 2018-2019 Administrative IGA
2018-2019 Capital Reserve Funds
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GLOSSARY Accounts Payable (A/P). Refers to the money our District owes to another organization or person. Accounts Receivable (A/R). Refers to the outstanding invoices our District has or the money we are owed from another organization or person. Accrual basis. Method of accounting recognizing transactions when they occur without regard to cash flow timing [ORS 294.311(1)]. Activity. That portion of the work of an organizational unit relating to a specific function or class of functions, a project or program, a subproject or subprogram, or any convenient division of these [ORS 294.311(2)]. Adopted budget. Financial plan that is the basis for appropriations. Adopted by the governing body (ORS 294.456, renumbered from 294.435). Ad valorem tax. A property tax computed as a percentage of the assessed value of taxable property. Agent. Generally, someone who is authorized to act for the local government, or who can make commitments or sign contracts in the name of the local government. Agency is the fiduciary relationship that arises when one-person (a ‘principal’) manifests assent to another person (an ‘agent’) that the agent shall act on the principal’s behalf and subject to the principal’s control, and the agent manifests assent or otherwise consents so to act. Appropriation. Authorization for spending a specific amount of money for a specific purpose during a fiscal year. It is based on the adopted budget, including supplemental budgets, if any. It is presented in a resolution or ordinance adopted by the governing body [ORS 294.311(3)]. Approved budget. The budget that has been approved by the budget committee. The data from the approved budget is published in the Financial Summary before the budget hearing (ORS 294.428, renumbered from 294.406). Assessed value. The value set on real and personal property as a basis for imposing taxes. It is the lesser of the property’s maximum assessed value or real market value. Assessment date. The date on which the value of property is set, January 1 (ORS 308.210, 308.250). Assistance to Firefighters Grant (AFG). An annual grant funded through FEMA that has enabled SVFR to purchase many expensive capital items such as SCBAs. Audit. The annual review and appraisal of a municipal corporation’s accounts and fiscal affairs conducted by an accountant under contract or the Secretary of State (ORS 297.425). Audit report. A report in a form prescribed by the Secretary of State made by an auditor expressing an opinion about the propriety of a local government’s financial statements, and compliance with requirements, orders and regulations. Balanced budget. A budget in which the resources equal the requirements in every fund.
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Bequest. A gift by will of personal property; a legacy. Biennial budget. A budget for a 24-month period. Billing rate. The tax rate used to compute ad valorem taxes for each property. Budget. Written report showing the local government’s comprehensive financial plan for one fiscal year. It must include a balanced statement of actual revenues and expenditures during each of the last two years, and estimated revenues and expenditures for the current and upcoming year [ORS 294.311(5)]. Budget committee. Fiscal planning board of a local government, consisting of the governing body plus an equal number of legal voters appointed from the district (ORS 294.414, renumbered from 294.336). Budget message. Written explanation of the budget and the local government’s financial priorities. It is prepared and presented by the executive officer or chairperson of the governing body (ORS 294.403, renumbered from 294.391). Budget officer. Person appointed by the governing body to assemble budget material and information and to physically prepare the proposed budget (ORS 294.331). Budget period. For local governments on a biennial budget, the 24-month period beginning July 1 and ending June 30 of the second following calendar year. See also “Fiscal year.” Budget transfers. Amounts moved from one fund to finance activities in another fund. They are shown as expenditures in the originating fund and revenues in the receiving fund. Capital outlay. Items which generally have a useful life of one or more years, such as machinery, land, furniture, equipment, or buildings [ORS 294.388(4), renumbered from 294.352(4)]. Capital projects fund. A fund used to account for resources, such as bond sale proceeds, to be used for major capital item purchase or construction [OAR 150-294.352(1)]. Cash basis. System of accounting under which revenues are accounted for only when received in cash, and expenditures are accounted for only when paid [ORS 294.311(9)]. Category of limitation. The three categories in which taxes on property are placed before the constitutional limits can be tested—education, general government, excluded from limitation (ORS 310.150). Conflagration. Refers to the Oregon Emergency Conflagration Act and the Oregon Fire Service Mobilization Plan which occurs when a state of emergency has been determined by the Governor. When the Oregon Emergency Conflagration is activated firefighting resources from all over the state are requested and sent to the emergency. Reimbursement for wages and the use of emergency vehicles are paid by the State. Expenses and revenue are listed in the budget and can be found under personnel and materials and services. The Emergency Conflagration Act is defined in ORS 476.510 to 476.610 and 476.990(4).
48 SVFR 2018/2019 Fiscal Year Budget 53 Consolidated billing tax rate. The combined total of the billing rates for all taxing Districts in a code area. Does not include the billing rate for any urban renewal special levies or non-ad valorem taxes, fees, or other charges. Constitutional limits. The maximum amount of tax on property that can be collected from an individual property in each category of limitation (Art. XI, sect. 11b, OR Const.). Debt service fund. A fund established to account for payment of general long-term debt principal and interest [OAR 150-294.352(1)]. District. See “Local government.” Division of tax. Division of tax refers to the process of, and revenue from, apportioning tax to urban renewal agencies based on the relationship of the excess to frozen value, also known as tax increment revenue. Double majority. A term that refers to an election where at least 50 percent of the registered voters eligible to vote in the election cast a ballot and more than 50 percent voting approve the question. Education category. The category for taxes that will be used to support the public-school system and are not used to pay exempt bonded indebtedness [ORS 310.150(1)(b)]. Encumbrance. An obligation chargeable to an appropriation and for which part of the appropriation is reserved [ORS 294.311(13)]. Ending Fund Balance. Budgeted as unappropriated ending fund balance. It is the philosophy of Staff and supported by the Board of Directors, to have sufficient resources on hand at the beginning of each fiscal year to fund the District’s operating expenses for five months until property taxes are received from the County. The tax collection turnover generally occurs the second to third week of November.
Enterprise fund. A fund established to account for operations that are financed and operated in a manner like private business enterprises. They are usually self-supporting. Examples of enterprise funds are those for water, gas, and electric utilities, swimming pools, airports, parking garages, transit systems, and ports [OAR 150-294.352(1)-(A)]. Estimate. (v) To arrive at a rough calculation or an opinion formed from imperfect data. (n) The resulting amount. Excluded from limitation category. The category for taxes used to pay principal and interest on exempt bonded indebtedness [ORS 310.150(3)(D)]. Exempt bonded indebtedness. 1) Bonded indebtedness authorized by a specific provision of the Oregon Constitution, or 2) bonded indebtedness issued as a general obligation on or before November 6, 1990, incurred for capital construction or capital improvements, or 3) bonded indebtedness issued as a general obligation after November 6, 1990, incurred for capital construction or capital improvements with the approval of the electors of the local government. Bonded indebtedness issued to refund or refinance any bonded indebtedness described above is also included [ORS 310.140(7)]. Existing urban renewal plan. An existing urban renewal plan is defined as a plan that existed in December 1996, and, 1) chose an option and, 2) established a maximum amount of indebtedness by July
49 SVFR 2018/2019 Fiscal Year Budget 54 1998 and has not been amended to increase the land area or maximum indebtedness [ORS 457.010(4)(a)]. Expenditures. Total amount incurred if accounts are kept on an accrual basis; total amount paid if accounts are kept on a cash basis [ORS 294.311(16)]. Fiscal year. A 12-month period to which the annual operating budget applies. The fiscal year is July 1 through June 30 for local governments [ORS 294.311(17)]. Florence Urban Renewal Agency (FURA). In November 2007, the Florence City Council with the approval of the voters, established an urban renewal district for properties along Highway 101 south of 126, east of Kingwood, and inland of the Siuslaw River. Property tax revenue with the urban renewal boundaries are diverted from special districts and sent to FURA. The District lost $37,714,565 in assessed evaluation in the 2017/2018 Fiscal Year. Fund. A fiscal and accounting entity with self- balancing accounts to record cash and other financial resources, related liabilities, balances and changes, all segregated for specific, regulated activities and objectives. Fund balance. The fund equity of government funds. Fund type. One of nine fund types: General, special revenue, debt service, capital projects, special assessment, enterprise, internal service, trust and agency, and reserve [OAR 150-294.352(1)-(A)]. General fund. A fund used to account for most fiscal activities except for those activities required to be accounted for in another fund [OAR 150-294.352(1)-(A)]. General government category. The category for taxes used to support general government operations other than schools that are not for the purposes of paying exempt bonded indebtedness [ORS 310.150(2)]. Good Faith. The standard for estimating budget resources and requirements. Good faith estimates are reasonable and are reasonably likely to prove accurate, based on the known facts at the time. Governing body. County court, board of commissioners, city council, school board, board of trustees, board of directors, or other managing board of a local government unit [ORS 294.311(20)]. Grant. A donation or contribution of cash to a governmental unit by a third party which may be made to support a specified purpose or function, or general purpose [ORS 294.311(21)]. Can also be referred to as Special payments. Interfund loans. Loans made by one fund to another and authorized by resolution or ordinance (ORS 294.468, renumbered from 294.460). Intergovernmental Agreement. Also, known as an Oregon Revised Statute 190 Agreement or an IGA. This type of agreement is formed between two or more governmental organizations for the purposes of consolidating or providing a predefined type of service with the goal of saving money and improving efficiencies.
50 SVFR 2018/2019 Fiscal Year Budget 55 Internal service fund. A fund used to account for fiscal activities when goods or services are provided by one department or agency to other departments or agencies on a cost-reimbursement basis (ORS 294.343, renumbered from 294.470). Insurance Services Office. (ISO) This is a for profit organization that provides statistical information on fire risk to insurance companies. Legal opinion. The opinion as to legality rendered by an authorized official, such as the Oregon attorney general or city attorney. Levy. (v) To impose a property tax. (n) Ad valorem tax certified by a local government. Local government. Any city, county, port, school district, education service district, community college, special district, public or quasi-public corporation (including a municipal utility or dock commission) operated by a separate board or commission; a municipality or municipal corporation under ORS 294.311(26). Local option tax. Voter-approved taxing authority that is in addition to the taxes generated by the permanent tax rate. Local option taxes can be for general operations, a specific purpose or capital projects. It is limited to five years unless it is for a capital project, then it is limited to the useful life of the project or 10 years, whichever is less [Art. XI, section 11(4)]. Maximum assessed value (MAV). A constitutional limitation on the taxable value of real or personal property. It can increase a maximum of 3 percent each year. The 3 percent limit may be exceeded if there are qualifying improvements made to the property, such as a major addition or new construction (OAR 308.146). Maximum authority. The limitation on the amount of revenue an existing urban renewal plan may raise from the property tax system [ORS 457.435(3)]. The assessor calculated this amount for the 1997-98 tax year for each existing plan based on the taxes each urban renewal plan area would have been entitled to prior to Measure 50. This amount is adjusted each year based on the growth of excess value in the plan area. Maximum indebtedness. The amount of the principal of the indebtedness necessary to complete an urban renewal plan. This does not include indebtedness incurred to refund or refinance existing indebtedness [ORS 457.010(10)]. It is specified in dollars and cents and based on good faith estimates of the scope and costs of the anticipated project or projects. All existing plans are required to have an ordinance which establishes a maximum indebtedness. Measure 5. A constitutional amendment (Art. XI, section 11b) passed in 1990 that limits the amount of operating tax that can be imposed on a property to $5 per $1,000 of real market value for education and $10 per 1,000 for general government. Measure 50. A constitutional amendment (Art. XI, section 11) passed in 1997 that limits the growth in a property’s maximum assessed value to 3% per year. It also limits a local government’s taxing authority by creating permanent rate limits. Municipal corporation. See “Local government.” Municipality. See “Local government.” Net working capital. The sum of the cash balance, accounts receivable expected to be realized during the ensuing 51 SVFR 2018/2019 Fiscal Year Budget 56 year, inventories, supplies, prepaid expenses less current liabilities and, if encumbrance method of accounting is used, reserve for encumbrances [ORS 294.311(27)]. Object classification. A grouping of expenditures, such as personnel services, materials and services, capital outlay, debt services, and other types of requirements [ORS 294.311(29)]. Operating contingency. Expenditures that cannot be foreseen and planned for in the budget process and are usually some unusual or extraordinary event. Operating contingency gives the District the security to transfer funds to line item accounts within a major category should the need arise. Operating rate. The rate determined by dividing the local government’s operating tax amount by the estimated assessed value of the local government. This rate is needed when a local government wants to impose less tax than its permanent rate will raise.
Option, urban renewal. Financing arrangement chosen by existing urban renewal plans. Cannot be changed. The options are as follows: Option 1 [ORS 457.435(2)(a)], allows the plan to collect division of tax as computed under ORS 457.440. If the amount collected from the division of tax is insufficient, a special levy may be imposed against all taxable property of the municipality that activated the urban renewal agency. Option 1 plans are “reduced rate” (do not divide local option or bond levies approved by voters after October 2001). Option 2 [ORS 457.435(2)(b)]. The Cascade Locks Plan in Hood River County was the only Option 2 Urban Renewal Plan, and that plan has been completed. May impose a special levy but does not collect division of tax. Option 3 [ORS 457.435(2)(c)], provides that Option 3 plans can obtain funds from both the division of tax and a special levy. Like Option 1, the agency may limit the amount to be received from the special levy, but unlike Option 1 the agency limited the amount of funds received from the division of tax when the Option was chosen. Option 3 plans are “standard rate” (divide all tax levies). Other “standard rate” plan was adopted between December 1996 and October 2001. Receives division of tax, but no special levy. Other “reduced rate” plan was adopted after October 2001 or was an Option 1 or 2 plan that was substantially amended. Receives division of tax, but no special levy. Ordinance. A formal legislative enactment by the governing board of a municipality. Organizational unit. Any administrative subdivision of the local government, especially one charged with carrying on one or more specific functions (such as a department, office or division) [ORS 294.311(31)]. Personnel services expenses. Expenses related to the compensation of salaried employees, such as, health and accident insurance premiums, Social Security and retirement contributions, civil service assessments.
52 SVFR 2018/2019 Fiscal Year Budget 57 Permanent rate limit. The maximum rate of ad valorem property taxes that a local government can impose. Taxes generated from the permanent rate limit can be used for any purpose. No action of the local government or its voters can change a permanent rate limit. Principal act. The Oregon Revised Statutes that describe how a certain type of municipal corporation is formed, selects its governing body, the powers it may exercise and the types of taxing authority that its voters may authorize. Prior years’ tax levies. Taxes levied for fiscal years preceding the current one. Program. A group of related activities to accomplish a major service or function for which the local government is responsible [ORS 294.311(33)]. Program budget. A budget based on the programs of the local government. Property taxes. Ad valorem tax or another tax on property certified to the county assessor by a local government unit. Proposed budget. Financial plan prepared by the budget officer. All funds must balance. It is submitted to the public and the budget committee for review. Publication. Public notice given by publication in a newspaper of general circulation within the boundaries of the local government; mailing through the U.S. Postal Service by first class mail to each street address within the boundaries of the local government; or hand delivery to each street address within the boundaries of the local government [ORS 294.311(35)]. Real Market Value (RMV). The amount in cash which could reasonably be expected by an informed seller from an informed buyer in an arm’s-length transaction as of the assessment date. For most properties, the value used to test the constitutional limits (ORS 308.205). Reserve fund. Established to accumulate money from year to year for a specific purpose, such as purchase of new equipment (ORS 294.346, renumbered from 294.525). Resolution. A formal order of a governing body; lower legal status than an ordinance. Resource. Estimated beginning funds on hand plus anticipated receipts (ORS 294.361). Staffing for Adequate Fire and Emergency Response Grant (SAFER). A FEMA funded grant that pays for our Recruitment and Retention Coordinator. SAL Report. Summary of Assessments and Levies (ORS 309.330). Self-Contained Breathing Apparatus (SCBA). The air masks and packs worn by firefighters in smoky and hazardous atmospheres. Standard Operating Guideline (SOG). A set of step-by-step instructions compiled by an organization to help workers carry out routine operations. Special levy. A special levy is an ad valorem tax, imposed for an urban renewal plan on the entire municipality that adopted the plan. It is not a result of a division of tax. Special revenue fund. A fund used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for specific purposes [OAR 150-294.352(1)-(A)]. 53 SVFR 2018/2019 Fiscal Year Budget 58 Special payment. A budget expenditure category for pass-through payments, grants made to other organizations and other one-time or unusual expenditures that do not fall into the other categories of personal services, materials and services, capital outlay, etc. Supplemental budget. A financial plan adopted during a budget period to meet unexpected needs or to appropriate revenues not anticipated when the regular budget was adopted. It cannot be used to authorize a tax (ORS 294.471, renumbered from 294.480). Tax increment financing. A financial mechanism for urban renewal plans which captures the tax from the growth in property value within a designated geographical area by dividing the taxes of local governments. Tax on property. Any tax, fee, charge or assessment imposed by any government unit upon property or upon a property owner as a direct consequence of ownership of that property [ORS 310.140(18)]. Tax rate. The amount of tax stated in terms of a unit of tax for each $1,000 of assessed value of taxable property. Tax roll. The official listing of the amount of taxes imposed against each taxable property. Tax year. The fiscal year from July 1 through June 30. Trust fund. A fund used to account for fiscal activities of assets held in trust by a local government. Unappropriated ending fund balance. Amount set aside in the budget to be carried over to the next year’s budget. It provides the local government with cash until tax money or other revenues are received later in the year. This amount cannot be transferred by resolution or used through a supplemental budget, unless necessitated by a qualifying emergency (ORS 294.398, renumbered from 294.371; ORS 294.481, renumbered from 294.455). Voluntary Employees’ Beneficiary Association (VEBA). This is healthcare reimbursement plan for full time employees that is used for out of pocket healthcare costs. The employer funds the VEBA account annually.
54 SVFR 2018/2019 Fiscal Year Budget 59 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
Income 40000 · Tax Rev 40001 · Lane Co. Tax Revenue 6,858.04 54,825.00 12.5% 1,798,695.93 1,777,265.00 101.2% 1,827,530.00 40002 · Douglas Co. Tax Revenue 18.37 116.43 15.8% 2,632.64 3,140.58 83.8% 3,257.01 40003 · Lane Co Tax Revenue - Prior 2,221.98 2,500.00 88.9% 24,893.33 27,500.00 90.5% 30,000.00 40004 · Douglas Co Tax Revenue - Prior 41.67 84.58 458.33 18.5% 500.00
Total 40000 · Tax Rev 9,098.39 57,483.10 15.8% 1,826,306.48 1,808,363.91 101.0% 1,861,287.01
410000 · Grant Inc 410020 · S.A.F.E.R. Grant 120,362.00 162,696.00 74.0% 216,928.00 410025 · Seismic Grant 114,195.00 160,346.50 729,555.00 22.0% 729,555.00 410030 · Misc. Grant Income 3,672.75
Total 410000 · Grant Inc 114,195.00 100.0% 284,381.25 892,251.00 31.9% 946,483.00
42000 · Conflag Reimbursements 42001 · Sonoma Conflag 38,410.62 42002 · Chetco Bar Conflag 56,982.27
Total 42000 · Conflag Reimbursements 95,392.89
43000 · Contractual Income 43003 · Three Rivers Casino 5,182.00 36,276.10 57,005.00 63.6% 62,187.00 43009 · Herman Peak Emerg Radio Auth. 2,250.00 3,600.00 62.5% 3,600.00 43010 · Administrative IGA 16,343.35 11,022.00 148.3% 173,510.98 121,242.00 143.1% 132,264.00 43000 · Contractual Income - Other 350.94
Total 43000 · Contractual Income 16,343.35 16,204.00 100.9% 212,388.02 181,847.00 116.8% 198,051.00
44400 · Other Operational Income 44410 · CPR Classes held at SVFR 343.00 945.00 44400 · Other Operational Income - Other 1,066.81
Total 44400 · Other Operational Income 343.00 2,011.81
45000 · Reimbursements and Refunds 3,889.43 10,446.81
49000 · Interest Income 575.20 208.00 276.5% 3,236.45 2,292.00 141.2% 2,500.00 49005 · Capital Improv Savings Interest 0.42 25.25 4.58 551.3% 5.00 49010 · Capital Replac Savings Interest 0.42 31.22 4.58 681.7% 5.00 4999 · Uncategorized Income 653.35 10,387.15
Total Income 145,097.72 73,895.94 196.4% 2,444,607.33 2,884,763.07 84.7% 3,008,331.01
Gross Profit 145,097.72 73,895.94 196.4% 2,444,607.33 2,884,763.07 84.7% 3,008,331.01
Expense 510000 · ADMIN PERSONNEL SERVICES 1108 · Payroll Taxes- OR Workers Comp 511101 · Fire Chief 8,690.44 8,340.42 104.2% 93,245.42 91,744.58 101.6% 100,085.00 511102 · Div Chief of Administration 6,437.50 6,743.59 95.5% 59,574.50 74,179.41 80.3% 80,923.00 511103 · Administrative Asst. 3,556.52 3,593.00 99.0% 43,794.17 39,523.00 110.8% 43,116.00 511104 · P.T. Administrative Assistant 1,440.00 650.00 221.5% 16,907.29 7,150.00 236.5% 7,800.00 511105 · Admin Health Insurance Admin Assistant 1,302.10 1,210.00 107.6% 6,469.52 13,310.00 48.6% 14,520.00 Div Chief Admin 2,027.04 685.00 295.9% 6,327.64 7,535.00 84.0% 8,220.00 Fire Chief 1,429.86 1,429.00 100.1% 8,649.64 15,729.00 55.0% 17,158.00 511105 · Admin Health Insurance - Other 102.08 20,565.92 100.0%
Total 511105 · Admin Health Insurance 4,861.08 3,324.00 146.2% 42,012.72 36,574.00 114.9% 39,898.00
511106 · P.E.R.S.-ADMIN 2,571.42 4,514.00 57.0% 46,418.75 49,654.00 93.5% 54,168.00 511107 · Payroll Taxes-Admin 1,840.36 1,794.00 102.6% 26,332.67 19,734.00 133.4% 21,528.00 511108 · M.E.R.P/VEBA 2,551.10 6,000.00 42.5% 6,000.00 511109 · STD/LTD/LIFE-ADMIN 43.74 138.00 31.7% 1,012.67 1,518.00 66.7% 1,656.00 511200 · Admin IGA Reimbursement 44,929.90 510000 · ADMIN PERSONNEL SERVICES - Other 110.00
Total 510000 · ADMIN PERSONNEL SERVICES 29,441.06 29,097.01 101.2% 376,889.19 326,076.99 115.6% 355,174.00
520000 · OPERATIONS-PERSONNEL SERVICES 521101 · Division Chief of Operations 7,488.68 7,030.00 106.5% 79,210.46 77,330.00 102.4% 84,360.00 521110 · FT Captain 10,999.21 5,161.42 213.1% 65,114.98 56,775.58 114.7% 61,937.00 521111 · FT Captain OT 2,312.07 3,091.86 521115 · Firefighter/Engineer Position 1 5,483.20 4,424.34 123.9% 51,692.49 48,667.66 106.2% 53,092.00 521120 · FF/Engineer Position 2 421.00 4,142.00 10.2% 24,198.58 45,557.00 53.1% 49,699.00 521130 · Overtime-Full time Firefighters Regular O.T. 18.12 521130 · Overtime-Full time Firefighters - Other 2,726.71 2,416.67 112.8% 64,062.78 26,583.33 241.0% 29,000.00
Total 521130 · Overtime-Full time Firefighters 2,726.71 2,416.67 112.8% 64,080.90 26,583.33 241.1% 29,000.00
521150 · Call Reserve Firefighter 13,991.26 6,666.67 209.9% 151,617.48 73,333.33 206.8% 80,000.00 521160 · Career FF Vacation Coverage 1,250.00 105.00 13,750.00 0.8%60 15,000.00 Page 1 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
521170 · Duty Chief Compensation 1,625.00 6,411.95 17,875.00 35.9% 19,500.00 521175 · P.T. FF'S/Duty Chiefs 2,475.00 19,006.97 27,225.00 69.8% 29,700.00
521180 · Recruit Academy Instructors 3,333.34 5,000.00 521185 · Chaplain Coordinator 1,003.00 375.00 267.5% 6,828.50 4,125.00 165.5% 4,500.00 521190 · Resident Program 1,500.00 1,666.67 90.0% 12,000.00 18,333.33 65.5% 20,000.00 522102 · Div. Chief - Fire Marshal 5,209.04 6,545.00 79.6% 71,662.28 71,995.00 99.5% 78,540.00 522110 · P.T. Prevention 416.67 4,583.33 5,000.00 522112 · Div Chief Fire Marshal OT 1,040.39 1,465.04 523102 · Training Officer 8,410.71 4,973.67 169.1% 62,670.80 54,710.33 114.6% 59,684.00 523130 · Training Officer OT 833.34 9,994.93 9,166.66 109.0% 10,000.00 524140 · Recruitment-Retention Coord. 5,419.31 4,349.00 124.6% 50,771.06 47,835.00 106.1% 52,184.00 524145 · AIC Recruit/Retain Overtime 833.34 2,314.86 9,166.66 25.3% 10,000.00 525105 · FTE Health Insurance Div Chief Ops 1,429.86 1,429.84 100.0% 8,720.12 15,728.16 55.4% 17,158.00 FF/Eng Position 1 1,429.86 1,429.84 100.0% 8,649.64 15,728.16 55.0% 17,158.00 FF/Eng Position 2 1,429.86 1,429.84 100.0% 8,649.64 15,728.16 55.0% 17,158.00 Fire Marshal 1,327.78 2,027.09 65.5% 9,967.87 22,297.91 44.7% 24,325.00 FT Captain 2,027.04 2,027.09 100.0% 12,232.72 22,297.91 54.9% 24,325.00 Rec/Ret Coord 1,429.86 2,027.09 70.5% 19,617.52 22,297.91 88.0% 24,325.00 Training Captain 683.84 685.00 99.8% 4,173.52 7,535.00 55.4% 8,220.00 525105 · FTE Health Insurance - Other 50,794.74 100.0%
Total 525105 · FTE Health Insurance 9,758.10 11,055.79 88.3% 122,805.77 121,613.21 101.0% 132,669.00
525106 · P.E.R.S.-Operations 10,983.19 10,918.75 100.6% 162,827.62 120,106.25 135.6% 131,025.00 525107 · Payroll Taxes 5,991.74 4,753.75 126.0% 86,000.98 52,291.25 164.5% 57,045.00 525108 · M.E.R.P./VEBA 4,690.72 19,500.00 24.1% 19,500.00 525109 · STD/LTD/LIFE 273.42 320.00 85.4% 2,677.39 3,520.00 76.1% 3,840.00 525110 · Workers Comp/Grp Accident Ins 31,442.30 38,000.00 82.7% 38,000.00 525120 · Employee Health and Wellness Annual Resp/Surv Questionaires 1,248.00 2,380.00 52.4% 2,380.00 Employee Assistance Program 156.75 100.0% 1,438.50 1,500.00 95.9% 1,500.00 Gym Memberships 443.92 280.00 158.5% 2,151.92 3,080.00 69.9% 3,360.00 Wellness Program 1,000.00 3,000.00 33.3% 3,000.00 525120 · Employee Health and Wellness - Other
Total 525120 · Employee Health and Wellness 600.67 280.00 214.5% 5,838.42 9,960.00 58.6% 10,240.00
525150 · L.O.S.A.P. Vol Incentive Progra 950.00 1,250.00 76.0% 8,450.00 13,750.00 61.5% 15,000.00
Total 520000 · OPERATIONS-PERSONNEL SERVICES 94,561.70 83,762.08 112.9% 1,106,971.34 989,086.26 111.9% 1,074,515.00
5700 · Owed from WLA 349.48 610000 · ADMIN MATERIALS & SVCS 611005 · Administrative Training/Conf Administrative Assistant Traini 175.00 611005 · Administrative Training/Conf - Other 541.67 2,813.02 5,958.33 47.2% 6,500.00
Total 611005 · Administrative Training/Conf 541.67 2,988.02 5,958.33 50.1% 6,500.00
611010 · Admin Staff Expenses 611020 · Fire Chief Expenses Cell Phone Allowance 50.00 50.00 100.0% 550.00 550.00 100.0% 600.00 Dues 48.00 Uniforms 33.34 366.66 400.00 611020 · Fire Chief Expenses - Other
Total 611020 · Fire Chief Expenses 50.00 83.34 60.0% 550.00 916.66 60.0% 1,048.00
611030 · Division Chief Administration Cell Phone Allowance 50.00 50.00 100.0% 350.00 550.00 63.6% 600.00 Dues 48.00 Uniforms 20.00 25.00 80.0% 249.35 275.00 90.7% 300.00 611030 · Division Chief Administration - Other
Total 611030 · Division Chief Administration 70.00 75.00 93.3% 599.35 825.00 72.6% 948.00
611040 · Administrative Assistant Dues 48.00 uniforms 25.00 5.00 275.00 1.8% 300.00 611040 · Administrative Assistant - Other 188.97 100.0%
Total 611040 · Administrative Assistant 25.00 193.97 275.00 70.5% 348.00
611050 · P.T. Admin Assistant Uniforms 8.34 20.00 91.66 21.8% 100.00 611050 · P.T. Admin Assistant - Other 113.73 100.0%
Total 611050 · P.T. Admin Assistant 8.34 133.73 91.66 145.9% 100.00
611010 · Admin Staff Expenses - Other 1,334.46
61 Page 2 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
Total 611010 · Admin Staff Expenses 120.00 191.68 62.6% 2,811.51 2,108.32 133.4% 2,444.00
611100 · Administrative Expenses Misc. Expenses (759.91) (7,588.88) 611100 · Administrative Expenses - Other 45.47 833.34 5.5% 32,266.63 9,166.66 352.0% 10,000.00
Total 611100 · Administrative Expenses (714.44) 833.34 (85.7)% 24,677.75 9,166.66 269.2% 10,000.00
611200 · Board of Directors - Adm Exp 6,785.03 6,500.00 104.4% 6,500.00 611210 · Audit 10,550.00 10,500.00 100.5% 10,500.00 611215 · Dues and Fees OPB 35.00 230.00 OVFA 430.00 611215 · Dues and Fees - Other 142.00 1,416.67 10.0% 9,020.81 15,583.33 57.9% 17,000.00
Total 611215 · Dues and Fees 177.00 1,416.67 12.5% 9,680.81 15,583.33 62.1% 17,000.00
611220 · Postage (70.94) 125.00 (56.8)% 999.08 1,375.00 72.7% 1,500.00 611225 · Community Information 375.48 7,381.42 10,000.00 73.8% 10,000.00 611230 · Legal Board Meetings 65.64 141.67 46.3% 2,563.08 1,558.33 164.5% 1,700.00 Civil Service 25.00 54.58 275.00 19.8% 300.00 Consult with Attorney 416.67 3,887.80 4,583.33 84.8% 5,000.00 Lane Co. Elections 1,866.54 Televised Board Mtg 245.00 250.00 98.0% 2,940.00 2,750.00 106.9% 3,000.00 Union Negotiation Expenses 1,250.00 6,250.00 7,500.00 611230 · Legal - Other 1,499.70 6,263.49 100.0%
Total 611230 · Legal 1,810.34 2,083.34 86.9% 17,575.49 15,416.66 114.0% 17,500.00
611240 · Liability/Prop/Fidelity Bnd Ins 40,815.00 42,000.00 97.2% 42,000.00 611250 · Payroll & Accounting Support 9.80 416.67 2.4% 2,132.92 4,583.33 46.5% 5,000.00
611255 · Computer Maintenance/Lease Computer Lease 1,393.44 Computer Network Repair 485.88 Fiber Optic Network 200.05 microsoft Exchange email (381.75) Network Line-Coastcom 2,800.70 Server Repair/Replace 3,242.73 21,802.75 Verio-website Monthly 29.95 Website upgrades/maintenance 392.46 2,679.96 611255 · Computer Maintenance/Lease - Other 4,640.06 1,363.34 340.3% 8,022.98 14,996.66 53.5% 16,360.00
Total 611255 · Computer Maintenance/Lease 8,275.25 1,363.34 607.0% 37,033.96 14,996.66 246.9% 16,360.00
611275 · Maintenance Agreements CTX Copier Lease 571.90 9,009.11 Security Services Mntc Contract 1,260.00 Swwissphone-FFR'S 920.00 Thyssen Krup-Elevator 1,073.25 2,644.69 611275 · Maintenance Agreements - Other 837.50 448.08 9,212.50 4.9% 10,050.00
Total 611275 · Maintenance Agreements 1,645.15 837.50 196.4% 14,281.88 9,212.50 155.0% 10,050.00
611290 · Office Supplies 833.34 3,677.24 9,166.66 40.1% 10,000.00 610000 · ADMIN MATERIALS & SVCS - Other 2,578.95
Total 610000 · ADMIN MATERIALS & SVCS 11,627.64 8,642.55 134.5% 183,969.06 156,567.45 117.5% 165,354.00
620000 · OPERATIONS MATERIALS & SVCS 521140 · Training - Nat'l Fire Academy 166.67 189.32 1,833.33 10.3% 2,000.00 621000 · Random Drug Testing 80.00 100.00 80.0% 229.00 1,100.00 20.8% 1,200.00
621005 · FT Employee Expenses 621008 · Div. Chief of Operations Cell Phone allowance 50.00 50.00 100.0% 550.00 550.00 100.0% 600.00 Dues 48.00 Uniforms 41.67 458.33 500.00 621008 · Div. Chief of Operations - Other
Total 621008 · Div. Chief of Operations 50.00 91.67 54.5% 550.00 1,008.33 54.5% 1,148.00
621009 · Fire Marshal cell Phone Allowance 50.00 50.00 100.0% 600.00 550.00 109.1% 600.00 Dues 48.00 Uniforms 41.67 443.00 458.33 96.7% 500.00 621009 · Fire Marshal - Other
Total 621009 · Fire Marshal 50.00 91.67 54.5% 1,043.00 1,008.33 103.4% 1,148.00
621010 · Recruitment/Retention Coord. Cell Phone 50.00 50.00 100.0% 557.75 550.00 101.4% 600.00 Dues 48.00 62 Page 3 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
Uniforms 41.67 139.50 458.33 30.4% 500.00 621010 · Recruitment/Retention Coord. - Other
Total 621010 · Recruitment/Retention Coord. 50.00 91.67 54.5% 697.25 1,008.33 69.1% 1,148.00
621011 · Training Vol Coord. Cell Phone Allowance 50.00 50.00 100.0% 550.00 550.00 100.0% 600.00 Dues 48.00 Uniforms 41.67 289.00 458.33 63.1% 500.00 621011 · Training Vol Coord. - Other 428.50 100.0%
Total 621011 · Training Vol Coord. 50.00 91.67 54.5% 1,267.50 1,008.33 125.7% 1,148.00
621012 · FT Captain Cell Phone Allowance 50.00 50.00 100.0% 550.00 550.00 100.0% 600.00 Dues 48.00 Uniforms 41.67 289.00 458.33 63.1% 500.00 621012 · FT Captain - Other (305.33) 100.0%
Total 621012 · FT Captain 50.00 91.67 54.5% 533.67 1,008.33 52.9% 1,148.00
621013 · FF/Eng Pos. 1 Dues 48.00 Uniforms 41.67 458.33 500.00 621013 · FF/Eng Pos. 1 - Other 139.50 100.0%
Total 621013 · FF/Eng Pos. 1 41.67 139.50 458.33 30.4% 548.00
621014 · FF/Eng Pos. 2 Dues 48.00 Uniforms 41.67 458.33 500.00 621014 · FF/Eng Pos. 2 - Other 1,096.00 1,096.00
Total 621014 · FF/Eng Pos. 2 41.67 1,554.33 1,644.00
Total 621005 · FT Employee Expenses 250.00 541.69 46.2% 4,230.92 7,054.31 60.0% 7,932.00
621015 · P.T. Expenses 100.00 1,100.00 1,200.00 621020 · Resident Program Expense 208.34 279.00 2,291.66 12.2% 2,500.00 621030 · Training-Operations 636.06 2,020.84 31.5% 14,348.26 22,229.16 64.5% 24,250.00
621040 · P.T./Call Reserve Training 200.00 666.67 30.0% 2,517.18 7,333.33 34.3% 8,000.00 621050 · Station Maintenance & Supplies Station 1 2,150.84 1,083.34 198.5% 19,028.24 11,916.66 159.7% 13,000.00 Station 2 25.99 141.67 18.3% 3,067.40 1,558.33 196.8% 1,700.00 Station 3 41.67 458.33 500.00 Station 4 174.99 141.67 123.5% 1,048.50 1,558.33 67.3% 1,700.00 Station 5 12.64 291.67 4.3% 13,149.92 3,208.33 409.9% 3,500.00 Station 6 16.67 183.33 200.00 Station 7 41.67 3,202.53 458.33 698.7% 500.00 Station 8 55.95 2,870.25 621050 · Station Maintenance & Supplies - Other 153.76 779.99 100.0%
Total 621050 · Station Maintenance & Supplies 2,574.17 1,758.36 146.4% 43,146.83 19,341.64 223.1% 21,100.00
621060 · Station Utilities Station 1 2,815.83 2,210.00 127.4% 19,227.44 24,310.00 79.1% 26,520.00 Station 2 680.12 208.34 326.4% 4,198.65 2,291.66 183.2% 2,500.00 Station 3 320.64 125.00 256.5% 1,343.28 1,375.00 97.7% 1,500.00 Station 4 329.83 312.50 105.5% 2,241.81 3,437.50 65.2% 3,750.00 Station 5 328.77 137.50 239.1% 1,255.73 1,512.50 83.0% 1,650.00 Station 6 58.96 33.34 176.8% 323.15 366.66 88.1% 400.00 Station 7 199.44 210.42 94.8% 2,162.63 2,314.58 93.4% 2,525.00 Station 8 396.99 125.00 317.6% 2,721.67 1,375.00 197.9% 1,500.00 621060 · Station Utilities - Other 1.30 100.0%
Total 621060 · Station Utilities 5,130.58 3,362.10 152.6% 33,475.66 36,982.90 90.5% 40,345.00
621065 · Vehicle Maintenance ATV 2,426.57 B-061 228.95 B-981 3,821.06 B-982 23.00 1,320.90 Boat Trailer 528.48 E-031 3,444.79 E-043 1,268.99 E-122 5,647.24 E-123 2,293.53 E-911 3,377.65 E-941 6,123.73 E-999 368.64 R-001 199.59 R-042 662.00 R-124 71.13 71.13 63 Page 4 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
R-9911 172.00 Red Muster 195.68 S-021 351.42 S-022 501.54 S-023 59.48 S-041 44.00 242.99 S-051 285.00 S-071 36.00 37.99 S-161 54.55 S-163 360.00 5,172.06 T-091 0.88 8,545.24 U-121 225.00 1,795.78 W-973 606.93 W-993 1,734.80 621065 · Vehicle Maintenance - Other 32.69 2,208.34 1.5% 191.23 24,291.66 0.8% 26,500.00
Total 621065 · Vehicle Maintenance 792.70 2,208.34 35.9% 51,729.94 24,291.66 213.0% 26,500.00
621070 · Equipment Maintenance 222.36 2,541.67 8.7% 24,268.43 27,958.33 86.8% 30,500.00
621075 · Fuel and Lubricants 2,356.79 2,500.00 94.3% 25,301.96 27,500.00 92.0% 30,000.00 621080 · Education Reimbursement 333.34 829.00 3,666.66 22.6% 4,000.00 621085 · Call Reserve FF Dinners & Misc Assoc. Officer Dinners 100.00 109.63 1,100.00 10.0% 1,200.00 Association Dinners 323.20 300.00 107.7% 1,422.69 3,300.00 43.1% 3,600.00 Meals for extended incidents 166.67 649.40 1,833.33 35.4% 2,000.00 Misc. 250.00 1,071.25 2,750.00 39.0% 3,000.00 Vol Recognition Events 1,500.00 200.00 750.0% 2,714.37 6,000.00 45.2% 6,200.00 Water in Lounge 141.75 Water/Lounge & Bottled 38.75 83.34 46.5% 262.50 916.66 28.6% 1,000.00 621085 · Call Reserve FF Dinners & Misc - Other 58.00 2,543.38 100.0%
Total 621085 · Call Reserve FF Dinners & Misc 1,919.95 1,100.01 174.5% 8,914.97 15,899.99 56.1% 17,000.00
621090 · Cleaning Supplies 208.34 1,150.72 2,291.74 50.2% 2,500.08 621095 · Personal Protective Equipment 416.67 553.00 4,583.33 12.1% 5,000.00 621100 · Small Tools 37.96 166.67 22.8% 1,032.04 1,833.33 56.3% 2,000.00 622005 · Prevention Training Fire Marshal 150.00 1,650.00 1,800.00 P.T. Prevention 41.67 864.87 458.33 188.7% 500.00 622005 · Prevention Training - Other 311.25 2,120.35 100.0%
Total 622005 · Prevention Training 311.25 191.67 162.4% 2,985.22 2,108.33 141.6% 2,300.00
622010 · Fire Investigation 28.61 2,070.00 1.4% 2,070.00
622020 · Fire Prevention CO2 Alarms 159.96 Code Books 88.00 88.00 IPADS/Mounting Supplies 415.32 4,605.11 Misc. Materials 407.58 NFPA Code subscription 1,495.00 Sybatech 4,950.00 622020 · Fire Prevention - Other 730.94 1,518.11 15,510.00 9.8% 15,510.00
Total 622020 · Fire Prevention 1,234.26 13,223.76 15,510.00 85.3% 15,510.00
622025 · Prevention Education Advertising, Paper, Radio 100.00 765.00 Giveaways 697.98 Wings and Wheels 62.00 622025 · Prevention Education - Other 204.17 524.00 2,245.83 23.3% 2,450.00
Total 622025 · Prevention Education 100.00 204.17 49.0% 2,048.98 2,245.83 91.2% 2,450.00
623005 · Recruit Academy Background Checks 69.00 66.67 103.5% 1,461.15 733.33 199.2% 800.00 Class Materials 50.00 550.00 600.00 Drill Ground Materials 166.67 1,833.33 2,000.00 Drug Tests 40.00 83.34 48.0% 465.00 916.66 50.7% 1,000.00 Meals 208.34 1,120.65 2,291.66 48.9% 2,500.00 Physicals 421.00 783.34 53.7% 2,205.33 8,616.66 25.6% 9,400.00 623005 · Recruit Academy - Other 437.40 3,173.06 100.0%
Total 623005 · Recruit Academy 967.40 1,358.36 71.2% 8,425.19 14,941.64 56.4% 16,300.00
623010 · On Site Training Certifications and renewals 23.00 176.00 Instructors 166.67 1,833.33 2,000.00 Materials 333.34 993.95 3,666.66 27.1% 4,000.00 Meals/Snacks 149.13 83.34 178.9% 1,192.48 916.66 130.1% 1,000.00 Misc. Supplies 166.67 98.70 1,833.33 5.4% 2,000.00 Supplies 166.67 6.00 1,833.33 0.3% 2,000.00 64 Page 5 4:24 PM Siuslaw Valley Fire and Rescue (District) 06/14/18 Profit & Loss Budget Performance Cash Basis May 2018
May 18 Budget % of Budget Jul '17 - May... YTD Budget % of Budget Annual Budget
Target Solutions 8,147.00 6,000.00 135.8% 6,000.00 Training Facility Upgrade 20,000.00 20,000.00 623010 · On Site Training - Other 7,646.55 100.0%
Total 623010 · On Site Training 172.13 916.69 18.8% 18,260.68 36,083.31 50.6% 37,000.00
623015 · Training - Fire Academy Lodging 204.78 204.78 Meals 155.50 155.50
Total 623015 · Training - Fire Academy 360.28 360.28
624005 · Recruitment/Retention Exp Conferences 125.00 Incentives 646.00 Monthly Meetings 50.00 Supplies 87.73 624005 · Recruitment/Retention Exp - Other 444.50 743.42 59.8% 555.61 8,177.58 6.8% 8,921.00
Total 624005 · Recruitment/Retention Exp 444.50 743.42 59.8% 1,464.34 8,177.58 17.9% 8,921.00
624010 · Fire Auxillary Expenses 446.76
625005 · Disaster Planning - District 6,000.00 6,000.00 625010 · 911 Dispatch Annual PSAP Fee 33,228.00 625010 · 911 Dispatch - Other 5,327.44 30,526.00 17.5% 30,526.00
Total 625010 · 911 Dispatch 38,555.44 30,526.00 126.3% 30,526.00
625015 · Bldg Maint - Herman Peak 208.34 568.18 2,291.66 24.8% 2,500.00
620000 · OPERATIONS MATERIALS & SVCS - Other 262.63
Total 620000 · OPERATIONS MATERIALS & SVCS 17,790.39 22,022.36 80.8% 298,826.30 327,245.72 91.3% 349,604.08
6999 · Uncategorized Expenses 8.00 700000 · Operations Capital Outlay Duty Chief Vehicle 17,963.37 50,208.37 50,000.00 100.4% 50,000.00 Pagers 8,500.00 8,500.00 Support Vehicle 10,000.00 10,000.00 Turnouts 6,152.84 13,408.58 16,000.00 83.8% 16,000.00 700000 · Operations Capital Outlay - Other 185.95
Total 700000 · Operations Capital Outlay 24,116.21 63,802.90 84,500.00 75.5% 84,500.00
750000 · Administration Capital Outlay Accounting Software 30,000.00 30,000.00 Phone System 11,385.00 12,000.00 94.9% 12,000.00
Total 750000 · Administration Capital Outlay 11,385.00 42,000.00 27.1% 42,000.00
800000 · Grant Expense 861018 · Seismic Grant Match 102,068.15 175,032.57 729,555.00 24.0% 729,555.00 861020 · SAFER Grant Expense 5,483.31 100.0% 38,442.83 43,875.00 87.6% 58,500.00 861022 · Hose Grant 5,490.90 5,490.90 800000 · Grant Expense - Other 17,297.47
Total 800000 · Grant Expense 113,042.36 100.0% 236,263.77 773,430.00 30.5% 788,055.00
90000 · Debt Service 6001 · Loan Payment - Station 1 137,295.00 139,050.00 98.7% 139,050.00 6002 · Loan Payment - Ladder Truck 35,776.96 35,738.00 100.1% 36,318.00
Total 90000 · Debt Service 173,071.96 174,788.00 99.0% 175,368.00
Total Expense 290,579.36 143,524.00 202.5% 2,451,537.00 2,873,694.42 85.3% 3,034,570.08
Net Income (145,481.64) (69,628.06) 208.9% (6,929.67) 11,068.65 (62.6)% (26,239.07)
65 Page 6 66 67 68 69 70 71 AGENDA ITEM SIUSLAW VALLEY FIRE AND RESCUE
SUBJECT/ITEM: Wage Increases
FOR AGENDA OF: June 20, 2018
DIVISION OF ORIGIN: Administration
ACTION REQUESTED: Approve
BUDGET IMPACT EXPENDITURE AMOUNT APPROPRIATION REQUIRED: BUDGETED: REQUIRED:
Yes See Below See Below
Summary: As directed last month after discussion regarding a wage increase for the Operations Chief I am presenting you with a proposed incremental wage increase schedule. Additionally, you will also see a recommended wage increase for the Community Support Team Coordinator.
Background and Statement of the Issue: As discussed last month, a salary survey was obtained by Director Green and presented to the Board of Directors in April. The information in the survey showed that the wage of our Operations Division Chief was below the weighted average of his peers. The EMS Division Chief will make $98,642 dollars in FY 2018/2019.
I have also attached two recent job flyers for similar positions in comparable Districts that list what is being offered for salary. In closing, I want to emphasize that if our District wants to recruit and retain people with the experience, education, and knowledge needed to grow our District we must be willing to compensate them fairly. As you can see from the attached flyers, if our District chooses not to offer a fair and comparable, there are other communities that will.
First Year Wage Increase $87,597 (increase of $3,239) Second Year Wage Increase $90,836 (increase of $3,239) Third Year Increase $94,074 (increase of $3,239) Fourth Year Wage Increase $97,314 (increase of 3,239)
1
72 WLAD and SVFR share the funding of eight hours a week to cover the wages of the Community Support Team Coordinator. Currently we pay her $15.00 an hour. She has over 25 years’ experience in crisis management, a Master’s Degree in Social Work, is a licensed OR Social Worker, and has made tremendous improvements to our program. I would like to raise her hourly rate to $18.00 in recognition of what she is has done for our District and Community. The increase would total $1,248 annually and be shared with WLAD.
Recommended Actions: Approve the proposed wage increases and direct the Budget Officer to account for them in the 2018/2019 FY Budget.
2
73
Memo
Date: April 12, 2018
To: Siuslaw Valley Fire & Rescue Board of Directors
From: Ron Green, SVFR Board President
CC: Mike Webb, Western Lane Ambulance District Board President
Re: Executive Salary Survey Results
At the February SVFR board meeting, the Board approved a minor expenditure to obtain an independent salary survey for three key administrative/management positions. My recommendation to obtain the survey was so the board could get an understanding of what other similar organizations pay for these types of positions in the event the district is faced with reviewing salaries to either retain critical management/executive-level staff, or is faced with the requirement to fill these critical positions if vacated. I have direct personal experience with the challenges an organization faces to attract experienced executive-level staff to Florence. As a point of clarification; Chief / Director Langborg did not request this survey be completed. He has had zero involvement in the process and is seeing the results for the first time.
Due to the current Intergovernmental Agreement with Western Lane Ambulance District that requires the district to pay 50% of the Chief / Director and Office/Finance Manager salaries, I have shared the results of the survey with WLAD Board President Mike Webb.
The survey was completed by an independent firm called HR Answers. Inc. www.hranswers.com. The company is headquartered in Portland and is an approved vendor of the Special Districts Association of Oregon. The results provided a weighted average salary for the position, and based on percentile, an approximate Minimum, Midpoint and Maximum range for the salary. The scope of the survey includes multiple public and private companies. HR Answers’ objective was to compare the duties of the positions to positions with similar duties and make an appropriate cost of living adjustment for Florence, Oregon. SVFR job descriptions for all three positions reviewed in the survey were given to HR Answers. Given the IGA, and the unique duties of all three positions, I am supportive of the survey methodology, as opposed to only comparing the positions to similarly titled positions at other fire districts.
74
I asked HR Answers to provide two surveys on the Office Manager position. One includes no financial, budget or fund accounting oversight and the other includes these responsibilities. I felt this was a worthwhile review.
The results are attached. At this point, I am not making any salary change recommendations. However, since we are in the process of completing the next fiscal-year budget, I would suggest this be reviewed for consideration. Although Chief / Director Langborg and Office Manager Dina McClure are 100% SVFR employees, the IGA stipulates that WLAD will pay 50% of their salary expense. I would recommend that the boards of both districts convene in a joint-session prior to the completion of the upcoming budget and review what, if any, salary adjustments are considered. I also strongly recommend that the two boards consider both a parity and performance adjustment that is supported by a well-documented performance review. It may be a consideration that the parity adjustment be phased in over two fiscal years.
Lastly, after closely reviewing the results and the survey census, I would recommend that the “Compensation Data Benchmark 2017” survey be eliminated from the overall survey results. The weighted average for the Chief / Director position is extraordinarily high compared to the others survey averages.
I’ve attached the survey as completed. With the above recommended adjustment, the survey results summary is as follows:
Survey Results Current SVFR Weighted Position Salary Average Minimum Midpoint Maximum Chief / Director $ 100,085 $ 141,327 $ 81,518 $ 140,647 $ 192,238
Division Chief of Operations $ 84,358 $ 109,339 $ 72,683 $ 105,277 $ 128,944
Office Manager $ 77,500 $ 55,050 $ 46,898 $ 56,493 $ 66,800 (with accounting responsibilities) $ 82,239 $ 67,976 $ 82,885 $ 99,337
75 Ron Green
From: Cathy Lamb-Mullin
Attention: This message was sent by an external sender. Do not open attachments or click on links from unknown senders or unexpected emails.
Ron,
Please find attached the salary data you requested for Siuslaw Fire & Rescue. Please understand the weighted average represents what people are actually earning. This number will include high and low performers and the full range of tenure. Please let me know if you have questions or concerns about the surveys.
Regards,
Cathy Lamb-Mullin, PHR, SHRM-CP Senior Consultant HR Answers, Inc. Main Line: 503-885-9815 Direct Line: 971-224-1222 Fax: 503-352-5582
7650 SW BEVELAND STREET SUITE 130 TIGARD, OR 97223
DISCLAIMER: This e‐mail, and any attachments, is intended solely for the person or entity to which it is addressed and may contain confidential and or privileged information. Any review, dissemination, copying, printing, or other use of this e‐mail by persons or entities other than the addressee is prohibited. If you have received this e‐mail in error, please contact the sender immediately and delete the material from any computer. HR Answers specifically disclaims any responsibility or liability for any personal information, or opinions of the author, expressed in this e‐mail. All email sent to this address will be received by HR Answers corporate email system and is subject to archiving and review by someone other than the recipient. Thank you.
1 76 Ron Green
From: Cathy Lamb-Mullin
Attention: This message was sent by an external sender. Do not open attachments or click on links from unknown senders or unexpected emails.
Ron,
Here is the salary data with an additional tab – Accounting/Office Manager. We did some editing, incorporating more accounting responsibilities. Unfortunately none of the accounting sources specifically mentioned fund accounting, most just talk in GAAP generalities. Also attached is the bibliography and the participant list from three of the four surveys. The fourth source, Economic Resource Institute does not provide a participant list (probably because it is a huge survey). Please be aware that not all participants have jobs in all categories, so there could be a participant who is listed but did not provide data for a job used in one of your surveys.
Regards,
Cathy Lamb-Mullin, PHR, SHRM-CP Senior Consultant HR Answers, Inc. Main Line: 503-885-9815 Direct Line: 971-224-1222 Fax: 503-352-5582
7650 SW BEVELAND STREET SUITE 130 TIGARD, OR 97223
DISCLAIMER: This e‐mail, and any attachments, is intended solely for the person or entity to which it is addressed and may contain confidential and or privileged information. Any review, dissemination, copying, printing, or other use of this e‐mail by persons or entities other than the addressee is prohibited. If you have received this e‐mail in error, please contact the sender immediately and delete the material from any computer. HR Answers specifically disclaims any responsibility or liability for any personal information, or opinions of the author, expressed in this e‐mail. All email sent to this address will be received by HR Answers corporate email system and is subject to archiving and review by someone other than the recipient. Thank you.
1 77
March 2018
Data sources used in gathering salary data for
Siuslaw Fire and Rescue. Whatever the question…”
PORTLAND METRO Compdata Benchmark Pro West 2017 Provides cross-industry salary data for more than 560 general industry titles, 7650 SW Beveland St. as well as comprehensive benefit and pay practices information. Data was Suite 130 collected from nearly 30,000 organizations with 11.9 million employees Tigard, OR 97223 across the country. Full participant list attached. (503) 885-9815 Phone (503) 352-5582 Fax Economic Research Institute (ERI) Salary Assessor 2018 ERI provides compensation data (mean, median, percentiles) for both base pay and incentives for more than 6200 position titles in private and public WILLAMETTE VALLEY sectors. Data is reported by location, industry, and size, and is updated quarterly. Participant list not avaialbe. 7287 Park Terrace Dr. NE Suite 101 Keizer, OR 97303 Milliman Northwest Management & Professional Salary Survey 2017 (503) 463-7269 The 34th annual survey reports data on approximately 198 positions, with information provided by 214 major employers within Washington, Oregon, and Idaho. Data is segmented by industry. Full participant list attached. www.hranswers.com 877-287-4476 Wage Access Compensation & Benefits Survey 2017
The online survey reports data submitted by 3,200+ participating organizations across the United States. Data is updated quarterly for the 900+ benchmark and industry-specific positions. Full participant list attached.
Affirmative Action Plans – Career Counseling - Coaching – Compensation – Compliance – Employee Relations Handbooks – Harassment – HR Audit – HR Forms – HR Hotline – HR Resource Guides – Internal Investigations
Job Descriptions – Mediation - Organizational Development – Opinion Surveys – Outsourcing – Performance Management 78 Recruitment – Resource Library – Termination – Training – Workshops
Confidential Siuslaw Fire and Rescue Salary Survey (Dollars per Year)
POSITION: Chief / Director
WEIGHTED NO. NO. S A L A R Y R A N G E AVERAGE COMPANIES INCUMBENTS MINIMUM MIDPOINT MAXIMUM
Survey Source/Date: Economic Resource Institute 2018*^ 10th Percentile 90th Percentile Job Title: Chief Executive $145,003 Not Reported 10 $76,800 $145,003 $241,140 Scope: Nat'l Fire Prevention/Protection, $9M, adj to Florence OR Job Summary: "Plans, develops, establishes, and oversees interpretation and implementation of policies and objectives of organization in accordance with board directives and corporation charter. Responsible for the profitability of the entire organization. Holds position of the top executive and principal organization leader in the organization. This position is distinguished from others in that it is the top ranking executive and, in most cases, is the highest paid executive in the organization."
Survey Source/Date: Wage Access 2017* 10th Percentile 90th Percentile Job Title: Fire Chief $135,229 8 8 $58,110 $149,087 $189,292 Scope: Nat'l data, adj to Florence OR Job Summary: "Directs activities of municipal fire department. Oversees training of personnel and administers laws and regulations affecting department. Evaluates fire prevention and fire control policies of departmental operations. Assumes command at multiple-alarm fires. Estimates needs of department and prepares departmental budget. Coordinates mutual fire protection plans with surrounding municipalities. May conduct public relations campaigns to present need for changes in laws and policies and to encourage fire prevention. Directs and coordinates activities of a division or department at one or more locations. Job performance impacts business operations and profitability of organization. Defines own goals and objectives based on corporate strategy. Has great latitude to exercise judgment and makes decisions with no existing guidelines. Has budget and hiring authority. Directs activities of managers and/or supervisors."
Survey Source/Date: Compensation Data Benchmark Pro 2017* 10th Percentile 90th Percentile Job Title: Top Division Operations Executive $224,285 10 10 $183,175 $213,744 $280,368 Scope: Western Non-Profit data adj to Florence OR Job Summary: "Oversees all areas of an organization's divisional operations. Develops operating policies and procedures and directs their implementation across the division. Reviews operating policies and procedures for effectiveness. Ensures these policies and procedures are in accordance with organizational standards. Master's degree preferred with extensive management experience."
Survey Source/Date: Milliman Oregon Public Employers 2016 Job Title: Fire Chief $143,667 9 6 $109,645 $127,852 $146,282 Scope: All Responses adj to Florence OR Job Summary: "Plans, organizes, directs and controls the functions of the fire department. Develops and implements programs to protect life and property through fire suppression, fire prevention and emergency medical services. Typically reports to the Chief Administrative Officer."
AVERAGES $165,786 27 34 $106,932 $158,921 $214,270
DATA ADJUSTED TO: April 2018 $170,138 27 34 $110,146 $163,697 $220,709
^ Median salary provided in lieu of Weighted Average, which was not available * Salary percentiles provided in lieu of salary ranges which were not available
79 Prepared by HR Answers, Inc. March 2018 Confidential Siuslaw Fire and Rescue Salary Survey (Dollars per Year)
POSITION: Division Chief Operations
WEIGHTED NO. NO. S A L A R Y R A N G E AVERAGE COMPANIES INCUMBENTS MINIMUM MIDPOINT MAXIMUM
Survey Source/Date: Economic Resource Institute 2018*^ 10th Percentile 90th Percentile Job Title: Operations Director $89,456 Not Reported 47 $76,521 $89,456 $107,409 Scope: Nat'l Fire Prevention/Protection, $9M, adj to Florence OR Job Summary: "Directs, develops, implements, publicizes, and administers operations strategies and objectives to ensure the achievement of organization's goals and objectives. Directs the operations function in conjunction with business growth, introduction of new operational systems, meeting organizational financial objectives, and meeting organizational goals in relation to safety, quality, and timely delivery of products or services. Assists with development of organization's policies, practices, and attainment of operating goals, while maintaining some management responsibility."
Survey Source/Date: Wage Access 2017* 10th Percentile 90th Percentile Job Title: Assistant Fire Chief $117,992 8 25 $38,881 $108,998 $147,855 Scope: Nat'l data adj to Florence OR Job Summary: "Directs activities of municipal fire department. Oversees training of personnel and administers laws and regulations affecting department. Evaluates fire prevention and fire control policies of departmental operations. Assumes command at multiple-alarm fires. Estimates needs of department and prepares departmental budget. Coordinates mutual fire protection plans with surrounding municipalities. May conduct public relations campaigns to present need for changes in laws and policies and to encourage fire prevention. Assists with direction and coordination of activities of division or department at one or more locations. Job performance impacts division or department operations, business operations and possibly profitability of organization. Receives loosely defined goals and objectives. Has latitude to exercise judgment and makes decisions with some existing guidelines. May have budget and/or hiring authority. Coordinates activities of managers and supervisors."
Survey Source/Date: Compensation Data Benchmark Pro 2017 Job Title: Operations Manager $90,889 37 105 $66,639 $84,584 $103,261 Scope: Western Non-Profit data adj to Florence OR Job Summary: "Manages internal operations of a department within an organization. Implements the organization's policies, procedures, and practices in area of responsibility. Ensures staff conformance to procedures and efficient functioning of department, usually through subordinate supervisors. Bachelor's degree required and five years experience."
Survey Source/Date: Milliman Oregon Public Employers 2016 Job Title: Fire Chief - Deputy $120,569 8 10 $96,287 $108,163 $120,285 Scope: All Responses adj to Florence OR Job Summary: "As second in command, assists fire chief in assigned areas. Supervises and directs operations for stations, personnel and equipment. Provides direction and supervision for a staff of fire fighters, technicians and administrative employees."
AVERAGES $95,751 53 187 $69,582 $97,800 $119,702
DATA ADJUSTED TO: April 2018 $98,320 53 187 $71,673 $100,739 $123,299
^ Median salary provided in lieu of Weighted Average, which was not available * Salary percentiles provided in lieu of salary ranges which were not available
80 Prepared by HR Answers, Inc. March 2018 Confidential Siuslaw Fire and Rescue Salary Survey (Dollars per Year)
POSITION: Office Manager WEIGHTED NO. NO. S A L A R Y R A N G E AVERAGE COMPANIES INCUMBENTS MINIMUM MIDPOINT MAXIMUM
Survey Source/Date: Economic Resource Institute 2018*^ 10th Percentile 90th Percentile Job Title: Office Manager $52,968 Not Reported 120 $47,596 $52,968 $60,603 Scope: Nat'l Fire Prevention/Protection, $9M, adj to Florence OR Job Summary: "Manages and organizes office operations and procedures, such as word processing, bookkeeping, preparation of payrolls, flow of correspondence, filing, requisition of supplies, and other clerical services. Coordinates activities of various clerical departments or workers within department. Evaluates office production, updates procedures, or devises new forms to improve efficiency of workflow. Establishes uniform correspondence procedures and style practices. Formulates procedures for systematic retention, protection, retrieval, transfer, and disposal of records. This position is similar to an Office Supervisor, but scope of unit supervised typically involves larger number of employees and more varied office activities. Position requires experience in the classifications managed."
Survey Source/Date: Wage Access 2017 Job Title: Office Manager $51,119 26 29 $41,171 $52,367 $63,141 Scope: Nat'l data, > 100 EEs; adj to Florence OR Job Summary: "Coordinates activities of clerical personnel and office services in organization. Organizes office operations, flow of correspondence, filing and requisition of supplies. Evaluates office production, revises procedures and devises new methods to improve efficiency of workflow. Formulates procedures for systematic retention, protection, retrieval, transfer and disposal of records. Plans office layouts and initiates cost reduction programs. Manages a project, functional area or department within a division at a single location. Job performance significantly impacts department operations and may impact profitability of organization. Receives broadly defined goals and objectives. Exercises independent judgment and makes decisions with some existing guidelines. Usually has budget and/or hiring authority. May supervise activities of supervisors and/or non-management employees."
Survey Source/Date: Compensation Data Benchmark Pro 2017 Job Title: Office Manager $68,689 16 155 $52,452 $62,973 $73,876 Scope: Western Non-Profit data adj to Florence OR Job Summary: "Manages office activities to achieve optimum utilization of equipment and employee productivity. Purchases and maintains office supplies and equipment as well as budget expense control. Develops office procedures and policies. Selects, trains, and instructs staff. Complete knowledge of office procedures. Associate's degree preferred and five years experience."
Survey Source/Date: Milliman Management & Professional 2017 Job Title: Office Manager $61,064 48 175 $51,926 $64,143 $76,657 Scope: All Responses adj to Florence OR Job Summary: "Coordinates administrative aspects of an office, including developing and supervising programs for the maximum utilization of services and equipment. Supervises a general services staff which may perform clerical support, word processing, mail, purchasing, and related internal operations. Negotiates the purchase and maintenance of office supplies and equipment and supervises the related shipping and receiving activities. Conducts special analyses and studies to determine comparative operational costs. Typically supervises 6-10 employees. This position typically requires general office and business knowledge and 2-4 years experience."
AVERAGES $60,906 90 479 $48,286 $58,113 $68,569
DATA ADJUSTED TO: April 2018 $62,276 90 479 $49,164 $59,169 $69,815
^ Median salary provided in lieu of Weighted Average, which was not available * Salary percentiles provided in lieu of salary ranges which were not available
81 Prepared by HR Answers, Inc. March 2018 Confidential Siuslaw Fire and Rescue Salary Survey (Dollars per Year)
POSITION: Office/Accounting Manager WEIGHTED NO. NO. S A L A R Y R A N G E AVERAGE COMPANIES INCUMBENTS MINIMUM MIDPOINT MAXIMUM
Survey Source/Date: Economic Resource Institute 2018*^ 10th Percentile 90th Percentile Job Title: Financial Analysis & Office Mgr $69,036 Not Reported 113 $62,464 $69,036 $78,461 Scope: Nat'l Fire Prevention/Protection, $9M, adj to Florence OR Job Summary: "Manages and organizes office operations and procedures, such as word processing, bookkeeping, preparation of payrolls, flow of correspondence, filing, requisition of supplies, and other clerical services. Coordinates activities of various clerical departments or workers within department. Evaluates office production, updates procedures, or devises new forms to improve efficiency of workflow. Establishes uniform correspondence procedures and style practices. Formulates procedures for systematic retention, protection, retrieval, transfer, and disposal of records. This position is similar to an Office Supervisor, but scope of unit supervised typically involves larger number of employees and more varied office activities. Position requires experience in the classifications managed. Manages conduct of statistical analyses of information affecting financial and accounting programs of public, industrial, and/or financial organizations through subordinate financial analysis staff. Analyzes, evaluates, and interprets data concerning investments, price, yield, stability, and future trends, using financial periodicals, securities manuals, and personal interviews."
Survey Source/Date: Wage Access 2017 Job Title: Accounting Manager $94,896 13 15 $65,677 $85,082 $105,871 Scope: Nat'l data, > 250 EEs; adj to Florence OR Job Summary: "Manages day-to-day operations of the accounting department and activities of accounting personnel. Reviews financial reports and budgets, and recommends adjustments. Analyzes financial information detailing assets, liabilities and capital; prepares balance sheet, profit and loss statement and other reports to summarize current and projected company financial position. May coordinate implementation of accounting control procedures. Manages multiple projects, functional areas or a large department within a division at a single location. Job performance directly impacts department operations, which could considerably impact profitability of organization. Receives roughly defined goals and objectives. Exercises independent judgment and makes decisions with few existing guidelines. Has budget and hiring authority. May supervise activities of other managers, supervisors and/or non-management employees."
Survey Source/Date: Compensation Data Benchmark Pro 2017 Job Title: Office Manager $68,689 16 155 $52,452 $62,973 $73,876 Scope: Western Non-Profit data adj to Florence OR Job Summary: "Manages office activities to achieve optimum utilization of equipment and employee productivity. Purchases and maintains office supplies and equipment as well as budget expense control. Develops office procedures and policies. Selects, trains, and instructs staff. Complete knowledge of office procedures. Associate's degree preferred and five years experience."
Survey Source/Date: Milliman Management & Professional 2017 Job Title: Accounting Manager $96,335 52 168 $75,786 $94,536 $113,680 Scope: Government Services adj to Florence OR Job Summary: "Manages an accounting function of the company, a division, or an operating unit. Prepares reports and statistics reflecting financial performance, profits, cash balances, or other financial results. May be responsible for one or more accounting systems such as accounts receivable, accounts payable, payroll, etc.. May manage a special accounting section to provide specialized accounting support or management information. Supervises professional and/or clerical accounting employees, through subordinate supervisors. This position typically reports to the controller and requires a degree and 5-8 years experience or equivalent."
AVERAGES $79,954 81 451 $64,095 $77,907 $92,972
DATA ADJUSTED TO: April 2018 $81,811 81 451 $65,260 $79,323 $94,662 ^ Median salary provided in lieu of Weighted Average, which was not available * Salary percentiles provided in lieu of salary ranges which were not available
82 Prepared by HR Answers, Inc. March 2018 Northwest Southwest South Central Great Lakes Pacific Region North Central Region Northeast Region Southeast Region Region Region Region Region Baker Hughes Baker Hughes Baker Hughes Amprod Holdings, LLC Abilene Christian American Control Amherst Health Baker Hughes University Dallas Electronics Center CPG Claremont Graduate Compassion & Associated Electric Aloe Vera of Baker Hughes Artmis Health Baltimore Life International University Choices Cooperative Inc. America Center Insurance Company Everett Steel, CPG International CPG International Baker Hughes American College of Bergkamp Inc. Baker Hughes Broadway Services Inc. Emergency Physicians Exterior Wood, GELPAK ESC Engineering, Bergkamp Inc. Applied Research Bosco's Pizza Co. BEA Inc Chem-Aqua Inc Inc. Inc. Laboratories - UT Austin G.Loomis, Inc. Helzberg Diamonds Helzberg BKD, LLP Atlas Copco Drilling Bridge Organics Co. Benco Dental CPG International Diamonds Solutions Company Helzberg HRBenefit Pros Nestle-Purina Buckhorn Austin Community C.S. Mott Children's Blue Cross Blue Evergreen Health Diamonds Petcare College Hospital Sield of WNY Cooperative Idaho Youth LSP Products Group, O'Reilly Auto Parts Buddy Webb & Austin Convention CMU Medical Borough of Carlisle G&S Maryland Paving Ranch Inc Company, Inc. Center Education Partners Management Inc.
O'Reilly Auto Mohawk Labs Positronic Central States Industrial Austin Energy CPG International Buffalo Medical Goodwill of North Parts Industries, Inc. Group Georgia Positronic Natural American Probi USA, Inc. City of Bolivar Austin Regional Crystal Lake Clinic Chem-Aqua (North Gray & Son, Inc. Industries, Inc. Foods, Inc. Clinic America)
Probi USA, Inc. Nestle-Purina Petcare Wells Enterprise, City of Oark Austin-Bergstrom CU Answers CPG International Helzberg Diamonds Inc International Airport
Simpson Door Netlist City of Wichita Baker Hughes Display Pack Inc. Curbell, Inc. Herbert, Rowland & Company Grubic, Inc. Superfeet O'Reilly Auto Parts Clinical Reference Bergkamp Inc. DRB Systems, LLC Dimar James Avery Worldwide Inc Laboratory Manufacturing Craftsman, Inc. SYNESSO INC Positronic Industries, CNHi Reman BOXX Technologies, Drug & Laboratory DuPont Katayama American Inc. LLC Disposal, Inc. Co. Inc Teo Shippers Warehouse Community Blood Center Bury Holdings, Inc. Fabricators & Dynabrade, Inc. King's Creek Technologies of the Ozarks Manufacturers Plantation Inc Association UltraTape Taney Engineering CPG International Capital Metropolitan Gilmore Inc. ECORE International Maryland Department Transportation of Transportation Authority
Wells TouchMark Data Center Inc. CDI Energy Global Concepts Erie County Medical Maryland Live! Enterprise, Inc Products, Inc. Enterprise, Inc. Center Casino Valley Lavosh Baking Emporia State University CEC Companies Great Southern Excellus BlueCross Maryland Paving, Inc. Company Bank BlueShield Wells Enterprise, Inc Enactus CiCi Enterprises, LP Helzberg Diamonds Excellus Health Plan Nestle-Purina Petcare Inc. Fort Hays State City of Austin Herbert, Rowland & Folsom Health NorthStar University Grubic, Inc. Center Anesthesia, PA General Council of the City of Fort Worth House of Flavors, GasSearch Drilling O'Reilly Auto Parts Assemblies of God Inc. Services Corp. Great Southern Bank City of Garland JEMMS-CASCADE, Great Lakes Oceaneering INC. Orthodontics Greene County City of Houston Kent District Greece Health Positronic Industries, Library Center Inc. Grizzly Industrial, Inc. Collin County L.O. Eye Care Hamburg Health Sherwin-Williams Center Guaranty Bank Community Blood Lauren Harlequin Shippers Warehouse Center of the International Distribution Center Ozarks HBA of Greater Cooper Aerobics LifeSecure Harrisburg Area The National Springfield Community College Aquarium HealthMEDX Covenant MacDermid Health Network TWB Company LLC Management Enthone Laboratories, L.P. Systems Helzberg Diamonds CPG International MS Industries Inc. Helzberg Diamonds Unitec Inc. Heroux Devtek Dallas Central MS Plastic Welders Herbert, Rowland & Wells Enterprise, Inc Appraisal District LLC Grubic, Inc. Holloway America Dallas Cowboys MS Precision Hershey Components LLC Entertainment and Resorts HR Advantage Dallas-Fort Worth Natural American iimak Hospital Council Foods, Inc. InfoSync Services LLC Danco, Inc NCH Corporation ITT Enidine, Inc. Ireland Architects Detex Corporation Nestle-Purina Jack Williams Tire Petcare Company James Avery Craftsman, Distinctive Doors, Nordson Sealant Journey's End Inc. Inc. Equipment Refugee Services Inc. JurySync LLC Fortress Solutions NorthStar Kistler Instrument Anesthesia, PA Corporation Kanakuk Ministries Fujikoki America, O'Reilly Auto Parts Lawn Equipment Inc. and Parts Co. (LEPCO)
Continues on next83 page 1 of 3 Northwest Southwest South Central Great Lakes Pacific Region North Central Region Northeast Region Southeast Region Region Region Region Region Kansas Neurological Great Southern Parker Hannifin Lifetime Benefit Institute Bank Solutions Kansas Public Employees Hartung Glass Plastomer Lifetime Care Retirement System Industries Corporation
Kansas School For the Helzberg Diamonds Positronic Merchants Deaf Industries, Inc. Insurance Group Kansas State School for Hospice Austin Rassini Brakes Midland Asphalt the Blind Kansas State University Houston Shippers Milton Hershey Independent School Warehouse School District Larned State Hospital Infinix Global SoundOff Signal MOD-PAC Corp. Meetings & Events Lynne Haggerman & InfoSync Services Southwestern Mohawk Labs Associates, LLC LLC Michigan College Market Fresh Produce James Avery The Empire Mosher Health Craftsman, Inc. Company LLC center Metal-Fab Inc Jewish Federation of Thomson-Shore, Multisorb Greater Dallas Inc. Technologies MII Management Group, Junction Industries TIC International NCH Chemical Inc. LLC Corp. (North America) Missouri State University Lamar University Tidi Products Nestle-Purina Petcare Nestle-Purina Petcare Long Range TWB Company LLC NJ Schools Systems, LLC Insurance Group NorthStar Battery McCoy's Building Unilock Michigan, NorthStar Company LLC Supply Inc. Anesthesia, PA O'Reilly Auto Parts Metropolitan Transit United Bankers' O'Reilly Auto Parts Authority Bank Osawatomie State Mid-South Synergy University Hospital Performance Hospital Management Partners, Inc. Ozark Family Clinic Mohawk Labs University of Perinton Health Michgan, Ann Arbor Center Campus Panera Bread Mothers Against University of Positronic Drunk Driving Michigan, Dearborn Industries, Inc. Campus Parsons State Hospital Multiquip Inc. University of Reading Eagle and Training Center Michigan, Flint Company Campus Paul Mueller Company NCH Corporation Wells Enterprise, Roswell Park Cancer Inc Institute Pension Consultants, Inc Nestle-Purina Wipfli LLP The Greater Petcare Scranton Chamber of Commerce Pittsburg State NorthStar Worthington TripleTrack HR University Anesthesia, PA Industries Partners Positronic Industries, O'Reilly Auto Parts Worthington Univera Health Care Inc. Specialty Processing RD Henry & Co Partsmaster WEEU Broadcasting Company
Redneck Trailer Supplies Pinnacle Partners Wells Enterprise, Solutions Inc Ron Hutchcraft Ministries Positronic Westchester Medical Industries, Inc. Center Salon Service Group Retractable Westfall Pediatrics Technologies, Inc. Sho-Me Power Electric Revolution Retail Wilson Health Cooperative SystemsLLC Center Southern Bank Ricochet Fuel Southwest Baptist Ricos Products Co., University Inc. Springfield Area RPG Innovations, Chamber of Commerce LLC Springfield Public Sherwin Williams Schools Springfield Underground Shield Air Solutions, Inc Inc. Springfield-Greene Shippers Express County Library District SRC Logistics, Inc. Shippers Warehouse
State Library of Kansas Shippers Warehouse, Inc. Taney County Society of Ambulance District Petroleum Engineers The Arc of the Ozarks Southern Bank The Carlstar Group Southwest Research Institute The Rural Alliance for Surplus Lines Better Family Health Stamping Office of Texas
Continues on next84 page 2 of 3 Northwest Southwest South Central Great Lakes Pacific Region North Central Region Northeast Region Southeast Region Region Region Region Region The Traditional Bakery, Terra Services LLC Inc TradeNet Publishing, Inc. Texas Christian University University of Kansas Texas Society of CPAs University of Kansas Texas State Hospital University- San Marcos WaterOne The Boeing Company Webster County Toyota Financial Services Wells Enterprise, Inc Trelleborg Offshore US, Inc. Wichita State University UM Global HR Inc.
University of Texas Health Science Center VEH LLC Wells Enterprise, Inc X-Chem LLC
Continues on next85 page 3 of 3 2017 Northwest Healthcare Compensation Survey Selection Criteria for: non-participant
Criteria Set: New Criteria Set Your Organization Data has been: Included Salary Adjustments: Market Data: NA Your Data: NA Range Adjustments: Market Data: NA Your Data: NA *Selection Criteria Altered: no Geographic Areas: All Locations Facility Types: All Facilities Exempt/Nonexempt: All Exempt/Nonexempt Jobs Union/Nonunion: All Union/NonUnion Jobs Bonus Payer/Non-Bonus Payer: All Bonus/Non-Bonus Jobs Classification: All For-profit/Not for-profit Organizations Responsible for: All Responsible for Single/Multiple Locations Job Match: All Job Match Levels Gross Company Revenue: From: To: Net Company Revenue: From: To: Company Employee Size: From: To: Number of Licensed Beds: From: To:
*If "yes", additional organization(s) selected not matching criteria. Companies: 171 selected Adams County Public Hospital District No. 2 Morton General Hospital Sky Lakes Medical Center Adventist Health - Tillamook Regional Medical Center Mosaic Medical Skyline Hospital Adventist Health - Walla Walla General Hospital Moses Lake Community Health Center Slocum Center for Orthopedics Adventist Medical Center - Portland MultiCare Health System Snoqualmie Valley Hospital & Clinics Alaska Regional Hospital - HCA Mountain Division Newport Hospital & Health Services South Peninsula Hospital Alaska VA Healthcare System Northwest Eye Surgeons Southcentral Foundation Asante Northwest Hospital & Medical Center Southwest Washington Surgery Center Bastyr University Northwest Kidney Centers Spokane Eye Clinic Bay Area Hospital Northwest Pathology Services, LLC St. Charles Health System Bend Memorial Clinic P.C. Northwest Radiologists St. Joseph Regional Medical Center - Lewiston Bloodworks Northwest Ocean Beach Hospital & Medical Clinics St. Luke's Health System Broadway Medical Clinic, LLP Olympic Medical Center State of Idaho Cancer Care Northwest Oregon Health & Science University State of Washington CareOregon, Inc. Oregon Imaging Centers Summit Pacific Medical Center Cascade Health Oregon Medical Group Swedish Ballard CellNetix Pathology & Laboratories Othello Community Hospital Swedish Cherry Hill
Page 1 Copyright © 2018 Milliman, Inc. All rights reserved. Survey effective date: Jan 2017 86 Center for Diagnostic Imaging (OR) Overlake Hospital Medical Center Swedish Edmonds Center for Diagnostic Imaging (WA) Pacific Medical Group Swedish First Hill Central Oregon Radiology Associates, P.C. Pacific Vascular, Inc. Swedish Issaquah Central Washington Sleep Diagnostic Center PeaceHealth - Ketchikan General Hospital Swedish Mill Creek CHI Franciscan Health PeaceHealth Columbia Network - St. John Medical Center Swedish Redmond CHI Franciscan Medical Group PeaceHealth Northwest Network - St. Joseph Medical Center Tacoma Valley Radiation Oncology Centers CHI Harrison Medical Center PeaceHealth Oregon West Network - Sacred Heart Medical The Center (Oregon) Center CHI Highline Medical Center The Corvallis Clinic CHI Mercy Medical Center - Roseburg PeaceHealth Southwest Medical Center The Doctors Clinic PMH Medical Center CHI St. Anthony Hospital - Pendleton The Everett Clinic Columbia Basin Health Association Portneuf Medical Center The Oregon Clinic Propel Health Columbia County Health System The Polyclinic Columbia Medical Associates Providence Ambulatory Services The Portland Clinic Providence Holy Family Hospital Columbia Valley Community Health Tri-Cities Cancer Center Providence Hood River Hospital Community Health Association of Spokane (CHAS) Tri-Cities Community Health Community Health Center of Snohomish County Providence Medical Group Trios Health Providence Medical Group South Community Health of Central Washington Tuality Healthcare Community Health Plan of Washington Providence Mount Carmel Hospital University Medical Group Providence Regional Medical Center Everett Confederated Tribes of Grand Ronde University of Washington - Harborview Medical Center Confluence Health Providence Sacred Heart Medical Center & Children's University of Washington Medical Center Hospital Country Doctor Community Health Centers UW Neighborhood Clinics Providence Seaside Hospital CRISTA Ministries UW Physicians Providence St. Joseph's Hospital EvergreenHealth VA Medical Center - Boise Providence St. Mary Medical Center EyeHealth Northwest VA Medical Center - Portland Providence St. Peter Hospital Grays Harbor Community Hospital VA Medical Center - Spokane Puget Sound Gastroenterology Gritman Medical Center VA Medical Center - Walla Walla Pullman Regional Hospital HealthPoint Valley Hospital - Rockwood Health System Puyallup Tribal Health Authority Heritage Health Valley Medical Center Qualis Health Incyte Diagnostics Virginia Mason Medical Center Radia Inc., PS Inland Imaging LLC Vista Pathology Laboratory, LLC Rebound Orthopedics & Neurosurgery Inland Northwest Blood Center West Valley Medical Center - HCA Mountain Division Rockwood Clinic - Rockwood Health System Island Hospital Whitman Hospital & Medical Center SAIF Corporation Kaiser Foundation Health Plan of Washington Willamette Dental Group - Oregon Saint Alphonsus Medical Center - Baker City Kaiser Permanente Willamette Valley Medical Center Saint Alphonsus Medical Center - Nampa King County Women's Healthcare Associates, LLC Saint Alphonsus Medical Center - Ontario Kittitas Valley Community Hospital Yakima Neighborhood Health Services Saint Alphonsus Regional Medical Center - Boise Klickitat Valley Health Yakima Valley Memorial Hospital Salem Health Kootenai Health Yellowhawk Tribal Heath Center Samaritan Health Services
Page 2 Copyright © 2018 Milliman, Inc. All rights reserved. Survey effective date: Jan 2017 87 Laboratory Corporation of America Samaritan Healthcare - Moses Lake Lake Chelan Community Hospital Seattle Cancer Care Alliance (Fred Hutch) Legacy Health Seattle Children's Mason General Hospital & Family of Clinics Shriners Hospitals for Children Spokane Mid-Columbia Medical Center Skagit Regional Health
Page 3 Copyright © 2018 Milliman, Inc. All rights reserved. Survey effective date: Jan 2017 88 CompData Benchmark Pro 2017 West Participant List
WEST REGION States Included Arizona, California, Colorado, Idaho, Montana, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming
1st United Services Credit Union A.G.I.A., Inc. ABC‐CLIO Abrazo Arrowhead Campus Abrazo West Campus AC Transit Acme Aerospace ADA County A‐Dec, Inc. Advance Beverage Company Advance Business Graphics Advanced Bionics, LLC Advanced Care Hospital of Montana AGM Container Controls, Inc. Aimco Air & Energy Solutions Alta Vista Regional Hospital Amcor Rigid Plastics American Casino and Entertainment American National Insurance Company Antelope Valley Hospital Arroyo Grande Community Hospital ARUP Laboratories Ash Grove Cement Company Associated Food Stores, Inc. ASU Human Resources Avnet, Inc. Ball Corporation Banner Health Barco Uniforms Barrette Outdoor Living Basic American Foods Bay Area Hospital Bend Memorial Clinic Benetech Best Western Airport Inn Best Western Apache Junction Inn Best Western Capistrano Inn Best Western Executive Inn & Suites Best Western Inn at the Meadows Best Western Inn of Chandler Best Western International Best Western Mesa Best Western Pacific Highway Inn Best Western Phoenix Goodyear Inn Best Western Plus Denver International Airport Inn & Suites Best Western Plus Gateway Inn & Suites Best Western Plus Layton Park Hotel Best Western Plus Meridian Best Western Plus Sundial Best Western Plus Tacoma Dome Hotel Best Western Plus Tempe by the Mall Best Western Plus‐Casa Grande Best Western San Diego Best Western Sun City Best Western Tolleson‐Phoenix Hotel Best Western University Inn Best Western Wesley Inn & Suites Biocodex USA Blue Cross Blue Shield of Arizona Bluefield Regional Medical Center Boyd Gaming Corporation Braille Institute BWAY Corporation Caesars Entertainment California Association of REALTORS California Hospital Association California Hospital Medical Center California State University‐Dominguez Hills Calpine Corporation Cambro Manufacturing Caran Precision Carondolet Health Network Casey Family Programs Casino Arizona Casino Morongo Castleview Hospital Caterpillar, Inc. Central California Faculty Medical Group Central Coast Community Healthcare Central Utah Clinic Charles R. Drew University of Medicine/Science Chef Works Children's Hospital of Central California Children's Hospital of Orange County Chumash Casino Cigna City of Hope City of Las Vegas Claremont Colleges CNH America Coca‐Cola North America Colorado College Colorado Housing & Finance Authority Comar, Inc. Concrete Technology Corporation Consumer Portfolio Services Cornforth Consultants Corvallis Clinic Cosmopolitan of Las Vegas Coverys Cyprus Credit Union David C. Cook Communication Ministries Davis Hospital & Medical Center Davis Medical Center Day‐Lee Foods, Inc. Dayton Superior Corporation Delicato Family Vineyards Denver Water Desert Diamond Casino Desert Mountain Club, Inc. Devereux Foundation Dexter Axle Diamond Pet Foods Diamond Plastics Corporation Dignity Health System Dominican Hospital Dominion Resources, Inc. Donaldson Company, Inc. Donsuemor, Inc. DSC Logistics E. & J. Gallo Winery Eaton Eaton Corporation Eaton Corporation Hydraulic Systems Eaton Corporation Satellite Eaton Hydraulius Electro Rent Corporation Emerald Queen Hotel & Casinos Empire Southwest, LLC EnergySolutions EO Product Era Living Ernest Health Care Evangelical Christian Credit Union Evan‐Moor Corporation Evans Hotels Family Health Care Network Family Health Centers of San Diego Farmdale Creamery, Inc. Federal Heath Sign Company, LLC FedEx Freight Corporation FedEx Ground Ferrellgas, Inc. First Bank Flowers Foods French Hospital Medical Center Freudenberg‐NOK Sealing Technologies GAF Gale Banks Engineering Gap, Inc. George Fischer Signet, LLC GKN Aerospace Glendale Memorial Hospital and Health Center Golden 1 Credit Union Golden State Farm Credit Goodwill of the Olympics and Rainier Region Goodyear Tire & Rubber Corporation Gordon Food Service Greenbrier Valley Medical Center Griswold Industries DBA Cla‐Val Harney District Hospital
89 Harrah's Ak‐Chin Harrah's Lake Tahoe Harrah's Laughlin Harrah's Reno Harrell's, Inc. Hartwell Corporation HCA Healthcare, Inc. Holland & Hart, LLP Hollywood Presbyterian Medical Cente Huntington Hospital Hunton & Williams, LLP IAT Insurance Group ICW Group Idaho Housing and Finance Association Idaho Youth Ranch Imaging Healthcare Indian Health Center of Santa Clara Valley Inland Imaging Medical Center Intermountain Healthcare International Cruise & Excursion Company ITC Manufacturing Jackson Rancheria Casino & Hotel Johnson Controls Jordan Valley Medical Center Jordan Valley Water Conservancy District Joy Mining Machinery Judson's, Inc. JX NMM USA, Inc. K&L Gates, LLP Karl Strauss Brewing Company Ken Blanchard Companies Ken's Foods, Inc. Kerry Ingredients & Flavors Kilpatrick Townsend & Stockton, LLP King Instrument Knox Company Kootenai Health Way L.H. Dottie Company La Tortilla Factory Labatt Food Service Lea Regional Medical Center Leatherman Tool Group, Inc. Legacy Health System Legacy Marketing Group Lemon Grove Family Health Center Leupold & Stevens, Inc. Liberty Safe Lipo Chemicals, Inc. Little Colorado Medical Center Little Creek Casino Resort Londen Companies Los Angeles County Bar Association Lourdes Medical Center Lovelace Sandia Health Systems Lozano Smith LSC Communication Lundberg Family Farms MAPEI Corporation Marian Regional Medical Center Maricopa County Employee Compensation Maricopa Integrated Health System Marin General Hospital Mark Twain Medical Center Markstein Sales Company Mayo Clinic McKenzie‐Willamette Medical Center McLane Company Mennonite Village Mercy Gilbert Medical Center Mercy Hospital of Folsom Mercy Medical Center Merced Mercy Medical Center‐Mt. Shasta Mercy Medical Center‐Redding Mercy San Juan Medical Center Mesa View Regional Hospital MGM Resorts International Microscan Systems, Inc. Milk Specialties Company Mitchell International, Inc. Mizuho OSI Molina Healthcare Molina Healthcare of New Mexico Office Molina Healthcare of Utah Molina Healthcare of Washington Regional Office Motion Picture & Television Fund Motoman, Inc. Mountain Valley Regional Rehabilitation Hospital Mountain View Hospital Mountain West Medical Center Mt. Graham Regional Medical Center Nathan Adelson Hospice National Jewish Health National Pretzel‐Con Agra Foods Nelnet, Inc. Nestle USA Corporation New Mexico Heart Institute New Mexico State Personnel Office Nicholas & Company North Pacific Paper Company Northeast Valley Health Corporation Northern Arizona Healthcare Northern Arizona University Northern Colorado Rehabilitation Hospital Northern Idaho Advanced Care Hospital Northern Utah Rehabilitation Hospital Northridge Hospital Medical Center Northwest Medical Center Novamex Nueterra Healthcare Oregon Mutual Insurance Company Pacific Gas & Electric Corporation Pagosa Springs Hospital Pajaro Dunes North Association Pathways Home Health & Hospice Patrick Industries Pechanga Resort and Casino Pepperdine University Philadelphia Insurance Company Phoenix Children's Hospital Pima Community College Plateau Medical Center Pomona Valley Hospital Medical Center Portneuf Medical Center Presbyterian Intercommunity Hospital Princeton Community Hospital Promise Hospital of East Los Angeles Promise Hospital of Phoenix Promise Hospital of Salt Lake Providence Health & Services‐Southern California Puget Sound Energy Q & B Foods Quanex Building Products Corporation R.E. Powell Distributing Rady Children's Hospital‐San Diego Red Lion Hotels Corporation Redneck Trailer Renown Health ResCare Corporation Rocky Brands, Inc. Roseburg Forest Products Royal Oaks Salt Lake County Salt Lake Regional Medical Center Samaritan Health Services Samaritan Healthcare Samson Rope San Gorgonio Memorial Hospital San Manuel Band of Mission Indians Satellite Healthcare Seattle Children's Hospital Seattle Metropolitan Credit Union Seattle Times Company Select Specialty Hospital‐Charleston Select Specialty Hospital‐Phoenix Senior Aerospace Jet Products Sequoia Hospital ServiceMaster Clean Shamrock Foods Company Sheridan Healthcare Shook Hardy & Bacon, LLP Shriners Hospital Siemens Corporation Sierra Nevada Brewing Company Sierra Nevada Memorial Hospital Sierra Southwest Cooperative Services Siltronic Corporation Sky Lakes
90 Medical Center SloanLed SMUD Customer Service Center Southwest Idaho Advanced Care Hospital Spaulding Equipment SPIE Spirit Mountain Casino St. Agnes Medical Center St. Alphonsus Regional Medical Center St. Charles Health System St. Elizabeth Community Hospital St. John's Regional Medical Center St. Joseph's Medical Center St. Mary Medical Center Long Beach St. Mary's Medical Center St. Rose Dominican, San Martin Campus Stampin' Up! Starbucks Corporation State of Arizona Sulphur Springs Valley Electric Summit Healthcare Regional Medical Center Sunquest Information Systems Supherb Farms Sutter Health Tachi Palace Hotel and Casino TaylorMade Golf Teledyne Tenet Health Care‐Abrazo Health Terex USA, LLC The Boeing Company The Clorox Company Tigers Global Logistics, Inc. Tillamook Cheese TMC Healthcare Tokio Marine Holdings, Inc. Transportation Technology Center, Inc. Travis Credit Union Tri‐City Medical Center Trios Health Tri‐State Generation & Transmission Tucson Airport Authority Tulare Community Health Clinic UCSF Medical Center United Hospital Center United States Olympic Committee University Credit Union University of Portland University of San Diego US Foods, Inc. Utah Department of HR Management Utah State University Utah Transit Authority Utah Valley Specialty Hospital Van Doren Manufacturing Vantage West Credit Union Venturedyne Veolia Environment North America ViaWest, Inc. Viejas Enterprises Visiting Nurse & Hospice Care Vista Community Clinic Wabash National Corporation Washington Trust Bank Watkins Manufacturing Corporation Wellhead Electric Company WESCO Distribution, Inc. West Liberty Foods, LLC West Virginia University Hospitals (WVUH) Western Arizona Regional Medical Center Whidbey Telephone Company Wildhorse Resort and Casino Willamette Valley Medical Center Woodland Healthcare Home Health Services Woolf Enterprises WVUH‐E‐West Virginia University Hospitals X‐Ray Associates of New Mexico, PC Yakama Nation Legends Casino Yakima Regional Medical Center Yakima Valley Memorial Hospital Yuma Regional Medical Center Zodiac Aerospace
91 Assistant Chief/ Operations
Depoe Bay Fire District 6445 Gleneden Beach Loop PO Box 280 Gleneden Beach, Oregon 97388
Salary Range $73,044-$92,439 (Depending on qualifications)
Depoe Bay Fire District is seeking a talented, experienced and proven fire service professional to be the District’s Operations Chief. The Operations Chief is the immediate supervisor to all volunteer and career personnel. The primary duties of this position are to supervise all training, safety and operations of the Fire District. The Assistant Fire Chief reports directly to the Fire Chief and is a principal member of the Depoe Bay Fire District management team
For a complete job description go to www.depoebayfire.com
Minimum Job Qualification Requirements:
1. Be certified with the State of Oregon Health Division at the minimum of an EMT Basic at time of appointment.
2. The Assistant Fire Chief will be required to live within 5 miles of the District boundaries.
3. Have a minimum of seven (7) years fire service experience, four (4) years of which must be fire department experience at the rank of Captain or higher.
4. Be in excellent health, free from any medical or physical conditions that would prevent the performance of essential job functions. Each applicant must meet all established requirements.
5. Possess a valid Oregon Driver’s License prior to employment.
6. Pass a background investigation, which will be conducted prior to hiring.
7. Pass a medical examination (NFPA 1982), which includes drug testing, prior to beginning work.
8. Possess an Associate’s degree in Fire Science or related field.
9. Possess DPSST certification as Haz-mat Operations Responder, Instructor II, Pumper Operator, Rope Rescue Technician I and Fire Officer 1.
10. Possess demonstrated skills and background, which show competence in the field using the ICS system, emergency response decision-making, driving, and personnel management.
11. Annually pass the District’s physical fitness evaluation.
The Fire Chief may review past training, experience, and references to waive any requirement that may not have been met at time of application
92 Assistant Chief/ Operations
Preferred Qualification
• EMT Intermediate or Paramedic
• Certified as a NFPA Instructor II
• Bachelor Degree in Fire Administration or related field
• Three (3) years of Operations experience at the Battalion Chief or higher level
Method of Application and Deadline
Submit employment packet - available on-line at www.depoebayfire.com
Completed Employment Packets must be received by the end of the business day May 18, 2018 at:
Special Districts Association of Oregon Depoe Bay Fire District Assistant Chief PO Box 23879 \ Tigard, Oregon 97281-3879 Attn: KLynn Wylie
93 WHATCOM COUNTY
FIRE DISTRICT 1
is seeking an experienced Fire Service leader to serve as
ASSISTANT FIRE CHIEF
$81,474- $99,032 with Excellent Benefits
First consideration given to applications received by June 29, 2018
Application materials may be obtained at www.wcfd1.org.
94 Chief/Director’s Report June 2018 Prepared by Jim Langborg
Seismic Grant Station-4 and the WLAD facility should have their final work completed within the month. All other buildings are completed and received their final inspection. I continue to work with the state to receive reimbursements.
SAFER Grant Please see the Recruitment and Retention Coordinator’s report for more information. We have been approved for another reimbursement in the amount of 50K. An Upriver Academy begins June 16th and will run for multiple weekends.
Community Support Program Team (Previously called the Chaplain Program) Please see the Community Support Team Coordinator’s report for more information.
LifeMed LifeMed is underway and we are receiving a lot of renewals. The payment drop-off boxes are being used and the Admin Team is reporting that things are going well and are on track.
AFG Hose Grant All hose has been received and will be delivered to our partner agencies within the next week.
National Night Out Chiefs House and Dickerson will be working with Florence PD on organizing a National Night Out Event, to be held on Tuesday August 7th at Miller Park. We see this as an excellent opportunity to promote our prevention programs and recruit new volunteers.
WA State Fire Training Academy (WSFTA) Captain Larson and Firefighter Orozco are nearing the midpoint of the Academy. Recruit Orozco is meeting all standards and receiving 90s on his test scores. Chief Dickerson will be visiting the Academy June 14th to meet with the Academy Chief and Firefighter Orozco. The visit is a formality and offers our District the chance to show support to our Firefighters.
1 95 Chief/Director’s Report June 2018 Prepared by Jim Langborg
Budget and Financial Management The proposed budgets are on the agenda this month and are ready for the Board’s approval. Mrs. Taylor is continuing to work with Dina and hopes to have our Balance Sheets organized within the month. Her next area of focus will be to create a new chart of accounts that is nearly identical for both organizations. The new chart of accounts will make the Admin Team’s job easier and help to avoid future problems in the organization of our financial records in the future.
MIH Program The MIH program was featured in a news report on June 12th. MIH Paramedic Chris Anderson did an outstanding promoting our program.
Policy Committee There was some discussion during the WLAD Board Meeting about the use of random drug screens. In short, Staff was directed to obtain a legal opinion regarding any liability that could exist if the District(s) choose not to conduct random drug screens. I contacted Spencer Rockwell who is the legal counsel for SDIS. SDIS provides our liability insurance and would be asked to defend us in one of these situations. I have attached his opinion for your information.
PERS I have been in touch with several people regarding PERS liability, sides accounts, and PERS bonding. I am working on scheduling a workshop in the late summer or fall for both Boards so that we can all learn more about this important topic.
2 96 May 2018 Community Support Team (CST) Coordinator’s Report Prepared by Lori Severance, LCSW
Community Support Team Program Update:
- We now have a solid team of four CST members, as well as one “back up” person. All five volunteers are fully trained and the two newest members have submitted their completed Task Books.
- Work continues on the development of a two-day training program for Peer Support volunteers, with curriculum that is consistent with the IAFF Peer Support training model. The outline of the training program is attached. When completed, it will include numerous handouts, in-class videos and role play scenarios, and written exercises, all within a Power Point framework/presentation. Work on this project continues and will likely take 1-2 months to complete.
- The development of a two-day training program for new CST volunteers, as outlined in last month’s CST report, will resume once the Peer Support training program is completed.
- The CST Coordinator will be attending a meeting of the Florence area clergy, scheduled for June 21. The purpose will be to educate the local church clergy regarding our service, and to obtain after hours contact numbers from each denomination for emergency pastoral needs of community members we encounter in our work.
- All training materials, official SVFR clothing, CST-generated pamphlets, presentations and paperwork have been changed over from “Chaplain” to “CST”. The community has been informed via several media sources including the local newspaper, email and letters, as well as Facebook.
- The CST Coordinator recently attended training in CISM (Critical Incident Stress Management), which includes both individual and group intervention strategies that can be utilized after a critical incident in the community to reduce the likelihood of PTSD in first responders as well as in community members who were involved in the incident. The SVFR/WLAD CST Coordinator is now a member of the Western States CISM team roster, for response to large scale critical incidents in Oregon or other western states.
Monthly CST hours: Crisis responses: 5 Total hours: 9
Community/Support Services: 12 Total hours: 26
Trainings: Total hours: 21
97 Peer Support Training - Outline
~Day One~
1. Introduction a. Introduction of speakers and attendees b. Course objectives c. Disclaimer (personal trauma triggers)
2. Why Peer Support? a. Statistics (PTSD/suicide rates in First Responders) b. History of Peer Support c. SVFR Peer Support Program (structure, objectives, roles) **(handout of SVFR Peer Support program structure)**
3. First Responder Stress and Critical Incidents a. Three Sources of FR Stress ~On the “street” ~In the department ~ At home b. What constitutes a “Critical Incident”? c. Additional Individual Contributing Factors **(written exercise)**
4. Types of Stress Responses a. Acute b. Cumulative/Chronic c. PTSD **(PTSD video of firefighter)**
98 5. Warning Signs and Symptoms a. Occupational Signs b. Physical Symptoms c. Psychological Symptoms **(written exercise)**
6. Common Issues for Peer Support Encounters a. Grief/ Death/ Family Illness b. Drug/Alcohol Issues c. Depression/anxiety d. Relationship Issues e. Financial/job stress f. Major Events (marriage, birth of a child, etc) g. Suicidal ideation (Intervention to be discussed tomorrow) **(written exercises- recognizing stressors and symptoms)**
99 Peer Support Training - Outline
~Day Two~
1. Protective Factors a. Personality factors b. Environmental factors
2. Counseling and Communication Skills a. Communication Skills ~Active Listening ~Reframing ~Paraphrasing ~Open Ended Questions (etc.) b. Body Language c. Crisis Intervention Skills ~Assessment ~ Defusing ~Safety Issues d. Teaching Coping and Resiliency Skills ~Teaching Preventative Skills (Army resilience training) ~Recognizing and drawing upon existing coping skills **(videos and role playing)**
3. Suicide Prevention and Intervention a. Assessment b. Intervention **(videos and role playing)**
100 4. Confidentiality and Ethics
5. Beyond Peer Support: Resources and Referrals a. EAP (Cascade) b. Professional Counseling c. CISM (TBA) d. CST e. FF/FR Specific Programs and Resources
6. Self-Care a. Boundaries b. Teamwork c. Resilience
7. Wrap Up a. Q + A b. Opportunities for Further Training c. Evaluations
101 Operations Chief June 2018 Monthly Report
Response Information–calls responded to during the reporting period of 05/01/2018 to 05/31/2018.
Fire – 4
Search & Rescue – 0
Medical Assist – 20
ATV Incident – 2
Water Rescue -0
Motor Vehicle Accident -15
Hazardous Condition – 1
Unauthorized Burning Non-Emergency -2
False Alarm / False Call – 10
Cancelled –7
Public Assist –5
Total Calls May, 2018-62
Total Calls 2018 -254
Fire Property Loss – May-2018- $81,000.00
Fire Property Loss – 2018 -$1,004,100.00 est.
Average Number of Firefighters per Incident: 9
Average 2018: 9
Average response times:
May 2018: 7 Min
2018: 8 Min
102 Training Report: Annual training schedule was revamped and Capt. Larson and FF Orozco are doing well at academy. Above 90% on all written tests and meeting all objectives. Training is being conducted on the LDH and it is being implemented a.s.a.p.
Prevention: Capt. Miller is doing well with the uptick in movement in that area of responsibility. Smoke detector programs and public education are rolling out and the inspections numbering in the 300 to 450 range are being scheduled. There were also two opportunities to have some fire investigation hands on training with Capt. Miller. Jim Palizie a retired fire investigator from Redwood City has also been assisting with training and setting up programs with Capt. Miller.
R&R: The upriver academy 2 is scheduled for June 16/17 and 23/24. SHDW is excited and MFD is showing some interest. Part of the academy will be loading their new hose from the grant.
Facilities: Seismic work is done at Stations 8, 5, and 3. There is some additional work to do at Station 4 in the way of helical coils for foundation.
Equipment: New hose and appliances are in house and being put into place. The SCBA RIT packs were flow tested. Hand tools were serviced.
Apparatus: New Duty Chief unit is in service and working well. Need to do some final install on some of the SVFR specific gear that we carry. E-5 will be requiring an engine rebuild soon. Excessive blow by is causing some power loss and oil leakage. That apparatus is a 2003. E-3 will be monitored for similar engine wear.
EMS: Chief House did training for MRX at stations 4, 8 and 1. These will be essential to extended scene time to have our personnel not only show some training but also provide a critical pt information to medical transport staff. EMR will be happening in October after the academy and EMT is scheduled for starting in January.
Standard of Cover: Committee is being assembled and if there is a Director that would like to sit on the panel with one union staff, one vol, one officer, a citizen, and myself I can schedule the meetings to have a final approval for the Board.
103 Compensation Report From 05/01/2018 To 05/31/2018 Report Printed On: 06/11/2018 Fire Calls Training Grand Total Personnel ID Personnel Name # of Hours # of Hours # of Hours BAKE02 Baker, Michael 0.00 4.00 4.00 BALT01 Baltazor, Logan 0.00 4.00 4.00 BARR01 Barrett, Doug 6.00 12.00 18.00 BARR02 Barrett, Michael 24.00 15.00 39.00 BARZ01 Barzart, Ray 1.00 9.00 10.00 ZACH01 Beadon, Zachery 2.00 6.00 8.00 BECK01 Beck, David 2.00 11.00 13.00 BEER02 Beers, Jesse 0.00 0.00 CAMP03 Campbell, Blair 48.00 16.00 64.00 CAMP02 Campbell, Sean 6.00 8.00 14.00 CAST01 Castronuno, Ivan 17.00 10.00 27.00 CATE01 Cater, Tyler 27.00 2.00 29.00 CEDA01 Cedarleaf-Grey, Sky 2.00 4.00 6.00 CHAN01 Chance, Rob 0.00 0.00 CRES01 Crescioni, Pablo 30.00 30.00 CURR01 Curry, Shannon 3.00 19.00 22.00 DERI01 Deris, Bianca 0.00 6.00 6.00 DICK01 Dickerson, Jim 9.00 9.00 DIMO01 Dimon, Mary 2.00 4.50 6.50 ELSA01 Elsayed, Saine 5.00 7.00 12.00 FACH01 Fache, Karen 16.00 4.00 20.00 GRAH01 Graham, Sean 4.00 7.00 11.00 GRAY01 Gray, Andrew 18.00 18.00 GREE01 Green, Levi 19.00 2.00 21.00 GRIS01 Griswold, Colten 28.00 12.00 40.00 HATH02 Hathaway, Adam 4.00 10.00 14.00 HAYE01 Hayes, Riley 2.00 4.00 6.00 HOLD01 Holden, Christopher 2.00 12.00 14.00 HOUS02 House, Matt 0.00 0.00 HUDS01 Hudson, Teresa 0.00 0.00 IABI01 Iabichello, Elizabeth 24.00 18.00 42.00 MCGU01 Lais, Holly 9.00 12.00 21.00 LANG01 Langborg, Jim 1.00 1.00 LARS01 Larson, Jeff 1.00 1.00 MADD01 Madden, Terry 6.00 15.00 21.00 MART02 Martin, Ted 7.00 2.00 9.00 MCCA01 McCarty, Joshua 17.00 4.00 21.00 MILL01 Miller, Tony 10.00 10.00 MONT01 Montgomery, Andrew 12.00 5.00 17.00 OROZ01 Orozco, Kyle 3.00 3.00 PAYN01 Payne, Tyler 4.00 8.00 12.00 PICK01 Pickett, Abigail 10.00 8.00 18.00 PIER01 Pierce, Luc 2.00 6.00 8.00 QUIN01 Quinn, David 8.00 12.00 20.00 QUIN02 Quinn, Don 41.00 14.00 55.00 RIVA01 Rivas, Marlo 25.00 6.00 31.00 SEVE01 Severance, Lori 3.00 4.00 7.00 SPIN02 Spinner, Mike 0.00 9.00 9.00 STOK01 Stokes, Joseph 0.00 0.00 01TARV Tarvin, Denise 0.00 4.00 4.00 TEEL01 Teel, Tim 9.00 4.00 13.00 00524 Thurman, Bobby 2.00 6.00 8.00
104 VANW01 Van Winkle, Thomas 20.00 4.00 24.00 WAR01 Ward, Jerry 17.00 12.00 29.00 WARR02 Warren, Pete 31.00 31.00 WILLI01 Williams, Michael 8.00 10.50 18.50 WRAY01 Wraye, Oaren 32.00 14.00 46.00 Grand Total: 579.00 366.00 945.00
Standards of Cover - Number of Incidents by Situation Type From 05/01/18 To 05/31/18 Report Printed On: 06/11/2018 Cou % of Est. Property Est. Content Total Est. Incident Type % of Losses nt Incidents Loss Loss Loss 1 Fire Building fire (111) 1 1.61% $75,000.00 $2,000.00 $77,000.00 94.94% Passenger vehicle fire (131) 1 1.61% $4,000.00 $100.00 $4,100.00 5.06% Brush or brush-and-grass mixture fire 1 1.61% $0.00 $0.00 $0.00 0.00% (142) Grass fire (143) 1 1.61% $0.00 $0.00 $0.00 0.00% 4 6.44% $79,000.00 $2,100.00 $81,100.00 100.00% 3 Rescue & Emergency Medical Service Incident Medical assist, assist EMS crew (311) 19 30.65% $0.00 $0.00 $0.00 0.00% Medical assist, ATV incident (3111) 2 3.23% $0.00 $0.00 $0.00 0.00% Motor vehicle accident with injuries 4 6.45% $0.00 $0.00 $0.00 0.00% (322) Motor vehicle accident - unknown 5 8.06% $0.00 $0.00 $0.00 0.00% injuries (3221) Motor vehicle/pedestrian accident (MV 1 1.61% $0.00 $0.00 $0.00 0.00% Ped) (323) Motor vehicle accident with no injuries. 1 1.61% $0.00 $0.00 $0.00 0.00% (324) Lock-in (if lock out , use 511 ) (331) 1 1.61% $0.00 $0.00 $0.00 0.00% 33 53.22% $0.00 $0.00 $0.00 0.00% 4 Hazardous Condition (No Fire) Gas leak (natural gas or LPG) (412) 1 1.61% $0.00 $0.00 $0.00 0.00% 1 1.61% $0.00 $0.00 $0.00 0.00% 5 Service Call Smoke or odor removal (531) 1 1.61% $0.00 $0.00 $0.00 0.00% Public service (553) 4 6.45% $0.00 $0.00 $0.00 0.00% Unauthorized burning (561) 2 3.23% $0.00 $0.00 $0.00 0.00% 7 11.29% $0.00 $0.00 $0.00 0.00% 6 Good Intent Call Dispatched and cancelled en route 3 4.84% $0.00 $0.00 $0.00 0.00% (611) Dispatched and cancelled en route, 2 3.23% $0.00 $0.00 $0.00 0.00% MVA (6112) Dispatched and cancelled en route, 1 1.61% $0.00 $0.00 $0.00 0.00% Med assist (6113) No incident found on arrival at dispatch 1 1.61% $0.00 $0.00 $0.00 0.00% address (622) 7 11.29% $0.00 $0.00 $0.00 0.00% 7 False Alarm & False Call False alarm or false call, other (700) 1 1.61% $0.00 $0.00 $0.00 0.00% Alarm system sounded due to 6 9.68% $0.00 $0.00 $0.00 0.00% malfunction (735) Alarm system activation, no fire - 2 3.23% $0.00 $0.00 $0.00 0.00% unintentional (745) Carbon monoxide detector activation, 1 1.61% $0.00 $0.00 $0.00 0.00% no CO (746) 10 16.13% $0.00 $0.00 $0.00 0.00%
105 Total Incident Count: 62 Total Est. Loss: $81,100.00
Monthly Update of Day Crew/Logistics For the SVFR Board of Directors Meeting for the Month of June
SCBA Maintenance RIT packs annual flow testing Annual maintenance of district hand tools Landscape and Facility maintenance at all stations Assisted ODF at Siuslaw Elementary School Visited Wildflower Montessori school Captain Gray attended a 6-day class at the National Fire Academy
Repairs
E-1 and E-2 cab tilt pins replaced White Muster truck electrical repair F-150 new brakes ATV tire repairs E-4 oil leak
Calls During Shift hours: 25
Prepared By: Andy Gray
106 Fire Prevention!
The fire prevention division will continue to offer free carbon monoxide & smoke alarm installation, free address sign installation, and public education programs. This division works close with public works, local utilities company, building departments (Florence and Lane County), plan and review committee for new developments and compliance concerns, assisted living/eldercare homes/over 55 communities to be better prepared for emergencies. The division is encouraging businesses, hotels/motels, apartments, any gated community, and target structures in our jurisdiction to install Knoxboxs for easy access during an emergency after hours.
The free carbon monoxide & smoke alarm program has been a huge success; with the help of the Oregon State Fire Marshal’s office supplying the free smoke alarms. We have been approved and supplied smoke alarms by the State Fire Marshal’s Office to install 50 smoke alarms at Camp Baker (The Boy’s Scout Camp). The day crew assisted with public education at the Montessori on 6/4/2018 and with “Smokey the Bear” visiting the first graders at the elementary school.
We have completed this month:
• 2- Carbon Monoxides detectors.
• 30-Smoke Alarms.
• 7-Address Signs installed, with 22-address signs just made for B & E Wayside park on Hwy 101(Install by 6/15/2018).
• 10-Public Education Presentations.
• 2-New Knoxbox installations
• 3-Fire Investigations
• 7-Plan & Reviews
Fire Prevention has implemented new tracking software called CodePal, this software will help track: the new company inspections program, burn permits, special burn permits, fireworks sales location inspections, fireworks presentation site inspections, any deficiencies they may have, and track CO detector, smoke alarm, address sign installations. This system will streamline man hours and save the district money, and is a must needed addition to the fire prevention department to move us into the 21st century.
We have already approved nine fireworks sales locations and two fireworks presentation locations. We will be conducting physical inspections on the sales locations, when the time comes.
107 This has been an exciting month for the fire prevention division, several projects are about to be implemented. Looking forward to what the future holds for this division.
108 109 Report from the Training Division
The recruit academy in North Bend Washington is going great! Recruit Orozco and myself are growing as Firefighters and can’t wait to share our newly acquired skills with the rest of our Dept. We both really appreciate this opportunity and are excited to help make the Dept succeed by having new more efficient, and safer ways to serve our community. It is now week 6 and we will be testing for FF1 next week and shortly after getting into Hazmat. With just 6 short weeks left we will be back serving the district with a whole new spectrum of understanding. This opportunity has also given me ideas on how to make the training division a streamlined operation that will give back to the community by sharpening the basic and advanced level firefighter skills of our members. I look forward to getting back and getting started in just 6 short more weeks!
Captain Jeff Larson
110 Siuslaw Valley Fire and Rescue 2625 Highway 101 North Florence, OR 97439-9702 (541) 997-3212
Recommendation of Surplus Property Rescue 4 SVFR UNIT R-9911
Rescue 4 is obsolete and although useable needs considerable maintenance. New tires and rims, engine rebuild, transmission work, breaks are all needing attention to this unit for our call usage at that station we would be better served to move all response to the engine for fire and EMS response. This is a 1988 Ford Pickup with a conversion tool box.
The vehicle requires approximately 4500-6000$ worth of work to the drive train, break system, and new tires for it to be safe and serviceable. Value of the unit in working condition is 7,850 to 9,000. With the repairs needed I would value the unit at 5,500.00.
There are two courses of action that I would recommend that we look at for the vehicle.
1) Black the unit out of or fleet and surplus to SHDW whom need a rescue and have the personnel to operate the unit. This would allow them to have a rescue and MVA unit that is earlier then a 1968 Engine for their district. This would be a savings as SVFR would have better unit dispersal in the needed areas as well as lower ins costs and operating costs.
This option gives SHDW a unit that they have shown interest in receiving and repairing. This would be the Operations Chief’s best recommendation.
2) We sell the vehicle after removing remaining lettering and emergency operational equipment.
This option would allow the vehicle to be used but could also place the vehicle on the road without some of the necessary repairs.
111 Siuslaw Valley Fire and Rescue 2625 Highway 101 North Florence, OR 97439-9702 (541) 997-3212
Recommendation of Surplus Property Water Tender 8 SVFR UNIT W-881
Water Tender 8 is obsolete and unusable in the current state. This is a 1981 GMC sleeper cab that was extended and converted to water tender. This conversion was done in house and while well-crafted is not a certified apparatus.
The vehicle requires approximately 7500-9000$ worth of work to the drive train, break system, and new tires for it to be safe and serviceable. This unit is also a manual transmission that not many of our current personnel can operate should the need arise. Value of the unit in working condition is 15,000 to 18,000. With the repairs needed I would value the unit at 9,000.00.
There are two courses of action that I would recommend that we look at for the vehicle.
1) Black the unit out of or fleet and surplus to SHDW whom need a tender and have the personnel to operate the unit. This would allow them to have a tender that is earlier then a 1960 and have a capable water supply for their district. This would be a savings as SVFR would have better unit dispersal in the needed areas as well as lower ins costs and operating costs.
WT1 would move to station 8 where they can operate the unit when needed in the un hydrated area of the district.
This option will give our personnel the option to call SHDW for back up with a unit that they have shown interest in receiving and repairing. This would be the Operations Chief’s best recommendation.
2) We sell the vehicle after removing remaining lettering and emergency operational equipment.
This option would allow the vehicle to be used but could also place the vehicle on the road without some of the necessary repairs.
112 Administrative Division Report June 2018 Prepared by Dina McClure, Office Manager
Monthly Meeting Financials: The board is being presented with the same General Fund Profit & Loss report for May as you have received in the past. However, a lot of work is being done behind the scenes to make corrections in the accounting system. Kathy Taylor has spent five working days with me and we are making great progress. Kathy’s report is attached. Next month you will be presented with a preliminary Balance Sheet and Profit & Loss report.
2018-19 Budget: Most of my time during the month of May was working on budgets for SVFR and WLAD. Preliminary work had been done on a draft before I was hired, which gave me a head start. Researching data for the historical information and providing actual numbers was challenging, as well as making revisions on both budgets between the two budget committee meetings. I appreciate the encouragement and support I received from management, staff and the budget committee during the process.
LifeMed: LifeMed season is here. The Admin staff has a good routine of processing the information and getting deposits to the bank. Last year 2012 applications were processed. As of 5pm on June 14, we have received 1073.
ADP Payroll: The ADP Implementation Team held our hand through our first two payrolls and we have now been turned over to the Customer Service Team. They have given us a tour of reports and resources that are available to us. I am impressed with ADP’s professional system and staff. Both districts are settling into a routine of using the timekeeping software.
Other Projects: Working on the financials is a high priority for me but I don’t want to lose sight of my other responsibilities. I will be working on Human Resource procedures to make sure new hire process and paperwork is updated, as well as getting staff evaluations done by the end of June.
113 Siuslaw Valley Fire and Rescue & West Lane Ambulance District Observations – June 4-6 & Jun 14-15, 2018 Separate Business Entities SVFR and WLAD are separate legal entities; they are not 2 funds for the same organization. Because of this, they must be accounted for as 2 separate businesses.
Accounting System Based on the separate business entity item above, there is no benefit for using a fund based accounting system. Update existing QuickBooks to online version (QBO).
Chart of Accounts Revise the Chart of Accounts based on consistent and logical account number and grouping.
Administration Allocation In QBO we will continue the methodology to capture reimbursable expense.
Accounting Last Year: General Ledger has been adjusted to agree with the Auditors’ Cash Trial Balance as of June 30, 2017. This Year: Review accounting in preparation for year-end closing.
Audit Basis of Accounting After the audit, record Capital Assets and Debt on the balance sheet so that historic information is available from the general ledger. Currently, this information is exclusively in the audit report, which makes it difficult to maintain historical information.
Bank Accounts Accounts: Consolidate bank accounts into fewer accounts. Credit Cards: To avoid risk of fraud, establish a policy that employees may not share credit cards. Electronic Pay: In lieu of paper checks, use your banks online Bill Pay and Auto Pay with utilities. Both highly successful in reducing fraud. LGIP: Most local governmental agencies use the state investment pool for savings.
Budget Format: Consider changing presentation so that Net Income is a visible number. Net Income: Revenue less expense needs enough to generate funds for future capital items. Long-Range Capital and Renewal Plan: Create a list of major assets acquisition and major maintenance for 10-20 years. Forecast: In addition to the budget, include 4 years of forecast.
Page 1 Prepared by Kathy Taylor Consulting 6/15/18 10:04 PM 114 Siuslaw Valley Fire and Rescue & West Lane Ambulance District Observations – June 4-6 & Jun 14-15, 2018
Fund Balance Terms are defined by the AICPA (American Institute of CPAs) and GASB (Governmental Accounting Standards Board). These words vary somewhat based on the auditors’ choice. 1. Committed or Restricted – External entity sets the rules on use of funds. Donor who gives money for an endowment. (may be Permanently Restricted) Bank that requires cash set aside for debt service. (Temporarily Restricted) 2. Assigned or Designated – Board sets the rules on use of funds. Typically, cash set aside for future purpose. 3. Unrestricted, or Unappropriated, or Available Available for any use Contingency is one component of ending fund balance.
Policy Review financial policies so that WLAD and SVFR have common rules and safeguards.
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