GOLDER RANCH FIRE DISTRICT GOVERNING BOARD MEETING PUBLIC NOTICE AND AGENDA REGULAR SESSION Tuesday, November 17, 2020 9:00 a.m. 3885 East Golder Ranch Drive, Tucson, Arizona
DUE TO COVID-19 AND RELATED PRECAUTIONS IN-PERSON ATTENDANCE IS PROHIBITED VIRTUAL MEETING- PLEASE SEE DETAILS BELOW
Pursuant to ARS § 38-431.02, ARS § 38-431.03 and ARS § 38-431.05, the Golder Ranch Fire District Governing Board will meet in Regular Session that begins at approximately 9:00 a.m. on Tuesday, November 17, 2020. The meeting will originate at the Fire District Administration Board Room, which is located at 3885 East Golder Ranch Drive, Tucson, Arizona. The order of the Agenda may be altered or changed by direction of the Board. The Board may vote to go into Executive Session, which are not open to the public, on any agenda item pursuant to ARS § 38-431.03(A )(3) for discussion and consultation for legal advice with the Fire District Attorney on the matter(s) as set forth in the agenda item. The following topics and any reasonable variables related thereto will be subject to discussion and possible action.
1. CALL TO ORDER/ROLL CALL
2. SALUTE AND PLEDGE OF ALLEGIANCE
3. FIRE BOARD REPORTS
4. CALL TO THE PUBLIC This is the time for the public to comment. Members of the Board are not permitted to discuss or take action on any item raised in the Call to the Public, which are not on the agenda due to restrictions of the Open Meeting Law; however, individual members of the Board are permitted to respond to criticism directed to them. Otherwise, the Board may direct staff to review the matter or that the matter be placed on a future agenda.
** Please see revised instructions to speakers at the bottom of this agenda.
5. PRESENTATIONS
A. RETIREMENT – CAPTAIN MICHAEL LAMANDA
B. MARK READER OF STIFEL - CERTIFICATE OF PARTICIPATION CONCEPT TO FUND THE GOLDER RANCH FIRE DISTRICT’S PUBLIC SAFETY PERSONNEL RETIREMENT SYSTEM (PSPRS) UNFUNDED LIABILITY USING BOND ISSUANCE AT A LOW INTEREST RATE
GOLDER RANCH FIRE DISTRICT Page 1 of 5 6. CONSENT AGENDA The consent portion of the agenda is a means of expediting routine matters, such as minutes or previously discussed or budgeted items that must be acted upon by the Board. Any item may be moved to Regular Business for discussion and possible action by any member of the Board.
A. APPROVE MINUTES – OCTOBER 20, 2020 REGULAR SESSION
B. APPROVE MINUTES – OCTOBER 20, 2020 EXECUTIVE SESSION
C. APPROVE THE MEMORANDUM OF UNDERSTANDING BETWEEN GOLDER RANCH FIRE DISTRICT AND LOCAL 3832
7. REPORTS AND CORRESPONDENCE
A. FIRE CHIEF'S REPORT - CHIEF KARRER UPDATES ON THE FOLLOWING AREAS: o MEETINGS, TRAININGS, AND EVENTS ATTENDED o POLITICAL & PUBLIC SAFETY INTERACTIONS/UPDATES o DISTRICT ACTIVITIES o PERSONNEL o COMMENDATIONS/THANK YOU CARDS RECEIVED BOARD SERVICES REPORT – MANAGER PAINTER COMMUNITY RELATIONS REPORT – MANAGER BRASWELL INFORMATION TECHNOLOGY REPORT – MANAGER RASCON LEADERSHIP TEAM REPORT – PRESIDENT JONES
B. EMERGENCY/LIFE SAFETY SERVICES ASSISTANT CHIEF'S REPORT - CHIEF BRANDHUBER UPDATES ON THE FOLLOWING AREAS: o ASSISTANT CHIEF’S ACTIVITIES FOR THE MONTH o EMS o FINANCE o FIRE AND LIFE SAFETY SERVICES o HEALTH AND SAFETY o HONOR GUARD/PIPES AND DRUMS o HUMAN RESOURCES o OPERATIONS o SPECIAL OPERATIONS o TRAINING o WILDLAND
C. LOGISTICS & SPECIAL PROJECTS ASSISTANT CHIEF'S REPORT - CHIEF ABEL UPDATES ON THE FOLLOWING AREAS: o ASSISTANT CHIEF’S ACTIVITIES FOR THE MONTH o SPECIAL PROJECTS o LOGISTICS
GOLDER RANCH FIRE DISTRICT Page 2 of 5 8. REGULAR BUSINESS
A. PRESENTATION AND POSSIBLE ACTION ON THE APPROVAL OF THE AUDIT RESULTS BY BEACH FLEISCHMAN AND FORMAL ADOPTION OF THE COMPREHENSIVE ANNUAL FINANCIAL REPORT FOR FISCAL YEAR ENDING JUNE 30, 2020
B. DISCUSSION AND POSSIBLE ACTION REGARDING DIRECTION TO GRFD STAFF TO BEGIN NEGOTIATIONS WITH CORE CONSTRUCTION AS THE CONTRACTOR UNDER THE CITY OF PEORIA PIGGYBACK AGREEMENT FOR WORK ON THE STATION 374 PROJECT AND OTHER FUTURE PROJECTS AS APPROVED BY THE FIRE CHIEF
C. DISCUSSION AND POSSIBLE ACTION REGARDING THE GOLDER RANCH FIRE DISTRICT RECONCILIATION AND MONTHLY FINANCIAL REPORT
D. EXECUTIVE SESSION: THE BOARD MAY VOTE TO GO INTO EXECUTIVE SESSION PURSUANT TO A.R.S. §38-431.03.A(3) FOR THE PURPOSE OF CONSULTATION OR LEGAL ADVICE REGARDING AN EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC) COMPLAINT RECEIVED FROM SHARRON LOVEMORE
9. FUTURE AGENDA ITEMS This provides an opportunity for the Board to direct staff to include items on future agendas for further consideration and decision at a later date or to further study the matter.
Regularly scheduled meeting – December 15, 2020
10. CALL TO THE PUBLIC This is the final opportunity, on this agenda, for a member of the public to address the Governing Board. Please refer to agenda item four (4) for additional clarification and direction.
11. ADJOURNMENT
In-person attendance by members of the public will be prohibited due to the current COVID-19 social distancing restrictions.
Members of the public can watch public meetings online or join the meeting via a teleconference (details on how to watch or listen are listed below) and, where appropriate, participate by the following electronic means: if a member would like to submit a comment or question, also known as a speaker card, please email the Board Services Manager at [email protected] no later than 30 minutes to prior to the start of the public meeting. If the sender wants it to be read at the meeting (which may or may not occur, in part or in its entirety, as appropriate under the circumstances), comments shall be limited to no more than 500 words or three minutes as read aloud. Such emails shall also identify the name and address of speaker, and whether the sender wants the email read during the Call to the Public section or a specific agenda item.
GOLDER RANCH FIRE DISTRICT Page 3 of 5 To view the meeting online please visit our website at grfdaz.gov/grfd-agenda-minutes, there is an agenda posted, with background information linked to each agenda item. There is also a link to view the meeting online. If you would like to call and listen to the meeting via telephone please dial 1.877.853.5247 (Toll Free) or 1.346.248.7799 - Webinar ID: 947 9154 4589
______Wally Vette, Clerk of the Board Golder Ranch Fire District
If any disabled person needs any type of accommodation, please notify the Golder Ranch Fire District Administration at (520) 825-9001 prior to the scheduled meeting. A copy of the agenda background material provided to Board members (with the exception of material relating to possible executive sessions) is available for public inspection at the administration office, 3885 E Golder Ranch Drive, Tucson, Arizona 85739.
Posted By: Brooke Painter 11/10/2020 at 3:00 p.m.
GOLDER RANCH FIRE DISTRICT Page 4 of 4 GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Brooke Painter, Board Services Manager
DATE: November 17, 2020
SUBJECT: Fire Board Reports
ITEM #: 3
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
This item allows for the Fire Board Members to report to the public and/or staff any events, meetings, conferences, etc. they may have attended and/or points of interest that took place throughout the month.
RECOMMENDED MOTION
No motion is necessary for this agenda item.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: Call to the Public
ITEM #: 4
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND This is the time for the public to comment. Members of the Board may not discuss items that are not on the agenda. The Board is not permitted to discuss or take action on any item raised in the Call to the Public, which are not on the agenda due to restrictions of the Open Meeting Law; however, individual members of the Board are permitted to respond to criticism directed to them. Otherwise, the Board may direct staff to review the matter or that the matter be placed on a future agenda. ** Please see revised instructions to speakers at the bottom of the agenda.
RECOMMENDED MOTION
No motion is necessary for this agenda item.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: PRESENTATIONS – RETIREMENT – CAPTAIN MICHAEL LAMANDA
ITEM #: 5A
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
Captain Michael Lamanda has retired from the Golder Ranch Fire District after over 30 years of service, effective October 30, 2020.
RECOMMENDED MOTION
No motion is necessary for this agenda item.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: PRESENTATIONS – MARK READER OF STIFEL - CERTIFICATE OF PARTICIPATION CONCEPT TO FUND THE GOLDER RANCH FIRE DISTRICT’S PUBLIC SAFETY PERSONNEL RETIREMENT SYSTEM (PSPRS) UNFUNDED LIABILITY USING BOND ISSUANCE AT A LOW INTEREST RATE
ITEM #: 5B
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
Mark Reader of Stifel will present a model of refinancing the Golder Ranch Fire District's PSPRS unfunded actuarially accrued liability using bond issuance at a low interest rate. This model addresses an entities' PSPRS unfunded actuarially accrued liability through a pension bond issuance. Currently, this model is only available to be utilized by municipal entities under Arizona state statute. Stifel has successfully completed such a refinance recently for the City of Flagstaff, where the city issued Certificates of Participation to fund its pension obligation fully. Certificates are secured by a leasehold interest in various city-owned assets.
There is a movement to change the statute, which would allow for fire districts to utilize this financing mechanism to enable similar refinancing of their PSPRS unfunded actuarially accrued liability. This presentation will present a detailed look at how the model works.
RECOMMENDED MOTION
No motion is necessary for this agenda item.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Brooke Painter, Board Services Manager
DATE: November 17, 2020
SUBJECT: APPROVE MINUTES – OCTOBER 20, 2020 REGULAR SESSION APPROVE MINUTES – OCTOBER 20, 2020 EXECUTIVE SESSION
ITEM #: 6A – 6B
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND In compliance with A.R.S. §38-431.01, approval of:
A. APPROVE MINUTES – OCTOBER 20, 2020 REGULAR SESSION B. APPROVE MINUTES – OCTOBER 20, 2020 EXECUTIVE SESSION
RECOMMENDED MOTION
Motion to approve the November 17, 2020 Consent Agenda.
GOLDER RANCH FIRE DISTRICT GOVERNING BOARD MEETING REGULAR SESSION MINUTES October 20, 2020 9:00 a.m. 3885 East Golder Ranch Drive, Tucson, Arizona
1. CALL TO ORDER/ROLL CALL Fire Board Chairperson Cox Golder called the meeting to order on Tuesday, October 20, 2020, at 9:00 a.m.
Members Present: Board Chairperson Vicki Cox Golder, Board Vice-Chair Richard Hudgins, Clerk Wally Vette, Board Member Steve Brady, and Board Member Albert Pesqueira
Staff Present: Fire Chief Randy Karrer, Assistant Chief Patrick Abel, Assistant Chief Brandhuber, Community Relations Manager Anne-Marie Braswell (via Zoom), Finance Manager Dave Christian, IT Manager Herman Rascon (via Zoom), Board Services Manager Brooke Painter, and Legal Counsel Donna Aversa (via Zoom)
2. SALUTE AND PLEDGE OF ALLEGIANCE All in attendance recited the Pledge of Allegiance.
3. FIRE BOARD REPORTS Board Member Vette stated that he had visited a station while they were doing the quarterly EMS training; he stated that it was very impressive. The crew expressed how appreciative they were that the Board approved the new company for their annual physicals. Vice-Chair Hudgins welcomed back Chairperson Cox Golder.
4. CALL TO THE PUBLIC There were no public issues presented.
5. PRESENTATIONS
A. PROCLAMATION – FIRE PREVENTION MONTH
Chairperson Cox Golder read a proclamation of the Golder Ranch Fire District governing board proclaiming October 2020 as Fire Prevention Month throughout the District.
GOLDER RANCH FIRE DISTRICT Page 1 of 4
6. CONSENT AGENDA
A. APPROVE MINUTES – SEPTEMBER 15, 2020, REGULAR SESSION
B. APPROVE MINUTES – SEPTEMBER 15, 2020, EXECUTIVE SESSION
MOTION by Vice-Chair Hudgins to approve the October 20, 2020, Consent Agenda MOTION SECONDED Clerk Vette MOTION CARRIED 5/0
7. REPORTS AND CORRESPONDENCE
A. FIRE CHIEF'S REPORT – Chief Karrer presented the fire chief’s report to the Governing Board. He noted that the Catalina Fire, which had started a couple of days prior, was well contained and was not endangering any structures. Chief Karrer continued that we began the remodeling of both administration buildings. He stated that Chief Riley of the Oro Valley Police Department (OVPD) would like to meet to preplan for the upcoming election. There were no further questions or comments from the Governing Board.
BOARD SERVICES REPORT – Board Services Manager Painter stated that her report was included in the board packet. There were no further questions or comments from the Governing Board.
COMMUNITY RELATIONS REPORT – Community Relations Manager Braswell stated that her report was included in the board packet. Manager Braswell reintroduced Administrative Assistant Christine Leonard, as she celebrated her one-year anniversary with Golder Ranch Fire District. There were no further questions or comments from the Governing Board.
INFORMATION TECHNOLOGY REPORT – IT Manager Rascon stated that his report was included in the board packet. There were no further questions or comments from the Governing Board.
LEADERSHIP TEAM REPORT – President Jones was not present.
B. EMERGENCY/LIFE SAFETY SERVICES ASSISTANT CHIEF'S REPORT – Chief Hurguy presented the Emergency/Life Safety Services Assistant Chief’s report to the Governing Board on behalf of Chief Brandhuber. Chief Hurguy stated that we have five crewmembers and two fire apparatus on the Catalina Fire. He continued that the application process for the firefighter recruit has closed; they are now in the process of reviewing the applications. Chief Cesarek presented the EMS Billing report to the Governing Board. Chief Cesarek answered questions from Board Member Pesqueira about marketing the membership program and the application process for the program. Chief Karrer added that the CON process has changed in the past five to ten years, going from about 30% of fire-based EMS providers, to about 70% of fire-based providers. He
GOLDER RANCH FIRE DISTRICT Page 2 of 4
said he anticipates this trend to continue. There were no further questions or comments from the Governing Board.
C. LOGISTICS AND SPECIAL PROJECTS ASSISTANT CHIEF'S REPORT – Chief Abel presented the Logistics and Special Projects Assistant Chief’s report to the Governing Board. He added that he sent a video to the board members of the progress of the Station 375 remodel. He explained that the construction projects for both of the administration remodel projects would be going on for the next few weeks. Board Member Brady asked about the issues with the artwork at Station 375; Chief Abel explained that the Town of Oro Valley accepted a payment in lieu of artwork, so we will not have to replace the damaged artwork. Board Member Hudgins asked about the plans for the new station in SaddleBrooke Ranch. Chief Karrer explained that he is working with Robson to try to negotiate a more reasonable cost for the land from State Land. There were no further questions or comments from the Governing Board.
8. REGULAR BUSINESS
A. DISCUSSION AND POSSIBLE ACTION REGARDING THE APPROVAL OF A JOB ORDER CONTRACT (JOC) AGREEMENT POLICY TO ESTABLISH A PROCEDURE FOR ENTERING INTO AND EXECUTING A JOC AGREEMENT WITH A CONSTRUCTION PARTNER FOR RENOVATION, REPAIR, AND MINOR NEW CONSTRUCTION PROJECTS
Chief Hilderbrand explained that when the District has any type of construction projects, we currently have to go out and get three bids, or for larger projects, we have to go through a full request for proposal (RFP) process. This policy allows the projects to move forward more quickly, by having a contractor “on-hire”. Board Member Brady asked about sub-contractors; Chief Hilderbrand explained the process. Chief Karrer added that this was a common practice, especially among public entities.
MOTION by Clerk Vette to approve the Job Order Contract (JOC) Agreement Policy and authorize the fire chief to negotiate agreements with contractors to facilitate MOTION SECONDED by Vice-Chair Hudgins MOTION CARRIED 5/0
B. DISCUSSION AND POSSIBLE ACTION REGARDING THE GOLDER RANCH FIRE DISTRICT RECONCILIATION AND MONTHLY FINANCIAL REPORT
Finance Manager Christian presented the monthly financials and reconciliation for Golder Ranch Fire District to the Governing Board. He stated that this week Finance will begin using digital checks. Board Members will now review and approve a batch of checks before the checks are printed (at the bank) then they will be mailed directly to the vendors. There were no further questions or comments from the Governing Board.
MOTION by Vice-Chair Hudgins to approve and accept the Golder Ranch Fire District reconciliation and monthly financial reports as presented
GOLDER RANCH FIRE DISTRICT Page 3 of 4
MOTION SECONDED by Board Member Pesqueira MOTION CARRIED 5/0
C. EXECUTIVE SESSION: THE BOARD MAY VOTE TO GO INTO EXECUTIVE SESSION PURSUANT TO ARS §38-431.03.A(3) FOR THE PURPOSE OF CONSULTATION OR LEGAL ADVICE REGARDING CONFIDENTIAL PERSONNEL MATTERS, INCLUDING AN EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC) COMPLAINT RECEIVED
MOTION by Clerk Vette to enter into executive session pursuant to ARS. §38- 431.03.A(3) for the purpose of legal advice with the attorney at 9:55 a.m. MOTION SECONDED by Vice-Chair Hudgins MOTION CARRIED 5/0
Those present in the executive session were the Board Members, Chief Karrer, Attorney Aversa (via telephone), and Manager Painter.
The Board reconvened into regular session at 10:43 a.m.
Chairperson Cox Golder reminded those in attendance Executive Sessions are confidential pursuant to ARS §38-431.03(C).
9. FUTURE AGENDA ITEMS This provides an opportunity for the Board to direct staff to include items on future agendas for further consideration and decision at a later date, or to study the matter further. Regularly Scheduled Meeting – November 17, 2020 Chief Karrer added that there will be a discussion on the Certificate of Participation Possibly a presentation for the sale of additional bonds
10. CALL TO THE PUBLIC There were no public issues presented.
11. ADJOURNMENT
MOTION by Board Member Brady to adjourn the meeting at 10:45 a.m. MOTION SECONDED by Board Member Pesqueira MOTION CARRIED 5/0
______Wally Vette, Clerk of the Board Golder Ranch Fire District b/p
GOLDER RANCH FIRE DISTRICT Page 4 of 4 GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Brooke Painter, Board Services Manager
DATE: November 17, 2020
SUBJECT: APPROVE THE MEMORANDUM OF UNDERSTANDING BETWEEN GOLDER RANCH FIRE DISTRICT AND LOCAL 3832
ITEM #: 6C
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND The Memorandum of Understanding (MOU) presented to the Golder Ranch Fire District Governing Board has been vetted out amongst the Leadership Team. There are two documents attached. One is the redline version to denote the changes made to the document and the second is the final version with all changes made. There were no significant changes made to the document.
This has been a collaborative effort and all issues and concerns were mutually addressed and agreed upon.
RECOMMENDED MOTION
This item is included in the November 17, 2020 Consent Agenda.
MEMORANDUM OF UNDERSTANDING
Between the
GOLDER RANCH FIRE DISTRICT
And the
NORTH TUCSON FIREFIGHTERS ASSOCIATION
INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS LOCAL 3832
July 21, 202019 through June 30, 20210
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 1
TABLE OF CONTENTS
PAGE
Preamble 4 ARTICLE 1. Recognition 5 ARTICLE 2. Union Security 7 ARTICLE 3. Days and Hours Of Work 9 ARTICLE 4. Holidays 12 ARTICLE 5. Paid Time Off Vacation Leave 12 ARTICLE 6. Other Leave 13 ARTICLE 7. Uniforms 13 ARTICLE 8. Insurance Plan 14 ARTICLE 9. Retirement 15 ARTICLE 10. Additional Retirement 15 ARTICLE 11. Salary 15 ARTICLE 12. Wellness 15 ARTICLE 13. Miscellaneous Provisions 16 ARTICLE 14. Personnel Rules and Regulations 18 ARTICLE 15. Separability of Provisions 18 ARTICLE 16. Term and Effect 19
Exhibit
A 20
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 2
MEMORANDUM OF UNDERSTANDING
Between the
GOLDER RANCH FIRE DISTRICT
and the
NORTH TUCSON FIREFIGHTERS ASSOCIATION
INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS LOCAL 3832
This Memorandum of Understanding made and entered into on June 11, 2019, by and between, the Golder Ranch Fire District, hereinafter referred to as the “District” and the North Tucson Firefighters Association, International Association of Fire Fighters Local 3832, hereinafter referred to as the “Union”, the District and Union recognize all members of the Golder Ranch Fire District as outlined in Resolution 2014-0004 and herein referred to as “employees,” are governed by this Understanding.
Whereas, the parties hereto desire to facilitate the peaceful adjustment of differences that may from time to time arise between them to promote harmony and efficiency to the end that the District, Union, and the general public may benefit there from, and to establish fair and equitable wages, hours, and working conditions for certain hereinafter designated employees of the District.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 3
PREAMBLE
The parties acknowledge the provisions of Golder Ranch Fire District Resolution 2014- 0004. The parties have met and conferred in good faith and have reached agreement on procedures set forth in this Memorandum of Understanding. The parties agree they will meet and confer as set forth in this Memorandum of Understanding.
WHEREAS: the parties, through their designated representatives, met and conferred in good faith pursuant to Resolution 2014-0004 hereinafter referred to as the “Resolution”, as approved by the Golder Ranch Fire District Board on June 120, 2018 set forth within this Memorandum of Understanding hereinafter referred to as “MOU” the full and entire understanding of the parties’ mutual understanding concerning wages, hours, and working conditions of employment as allowed by the Resolution for Fire District employees who are represented by the North Tucson Firefighters Local 3832; and
WHEREAS: the parties recognize the importance of continuing and maintaining harmonious relations, cooperation and understanding between the District, Administration and its employees; and
WHEREAS: the parties hereby acknowledge that the provisions of this Memorandum are not intended to abrogate the authority and responsibility of the District as a government entity provided for under the statues of the State of Arizona;
NOW THEREFORE, The District and the Union, having reached this complete understanding concerning wages, hours, and working conditions as allowed by the Resolution for the term specified, submit this Memorandum to the Golder Ranch Fire District Board with their joint recommendation that the body adopt its terms.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 4
ARTICLE 1: RECOGNITION
Pursuant to the Golder Ranch Fire District Resolution 2014 -0004 the District recognizes the North Tucson Fire Fighters Association, Local 3832 as the representative of all members through the rank of Captains as outlined in the resolution.
1.1 Rights
Rights, privileges, and working conditions enjoyed by employees at the time this Memorandum of Understanding is formally adopted by Union and the District will remain in force for the term of this Understanding. It is the intent of this Article to encompass only those rights, privileges and working conditions subject to the meet and confer process that exist at the time of adoption. It is not the intent of this Article to abridge any rights outlined in State Statute or District Policy. Nor is it the intent of this Article to bar, during the term of this understanding, meeting and conferring between the District and Union on new issues that arise within the scope of representation.
1.2 District Rights
a. It is the right of the District to determine the purpose of each of its departments, sections, bureaus and committees, set standards of service to be offered to the public, and exercise control and discretion over its organization and operations. It is also the right of the District to direct its employees; take disciplinary action; suspend or relieve its employees from duty because of lack of work or for other legitimate reasons; determine whether goods or services shall be made, purchased, or contracted for; and determine the methods, means and personnel by which the employer's operations are to be conducted. The Fire Chief shall inform the District's employees, or authorized representatives of employee organizations, about the direct consequences that decisions on these matters may have on wages, hours, benefits, and working conditions. The District has the right to take all necessary actions to maintain uninterrupted service to the community.
b. The Union recognizes that the District and the Fire Chief retain, whether exercised or not, solely and exclusively, all express and inherent rights and authority pursuant to law with respect to determining the level of and manner in which the District's activities are conducted, managed, and administered. The Union recognizes the exclusive right of the Fire Chief to establish and maintain departmental rules and procedures for the administration of the District during the term of this MOU provided that they do not violate any of the specific express provisions of this MOU.
c. The District and the Fire Chief have the exclusive right and authority to schedule work and/or overtime work based on operational needs of the District.
d. It is understood by the parties that every incidental duty connected with operations
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 5
enumerated in job descriptions is not always specifically described; nevertheless, it is intended that all such duties shall be performed by the members.
e. The Fire Chief reserves the right to discipline or discharge unit members for cause, pursuant to applicable regulations. The District reserves the right to lay off personnel.
f. The Fire Chief shall determine assignments and establish methods and processes by which assignments are performed. Significant changes, for example, to hours, job descriptions and working conditions, shall be discussed with the labor management committee.
g. Except as otherwise specifically provided in this MOU, The District and the Fire Chief retain all rights and authority to which by law they are entitled.
h. The District shall have the authority to reorganize, at its sole discretion, and shall first discuss such reorganizations with the labor management committee.
i. The Union recognizes the District has statutory and legal rights and obligations in contracting for matters relating to District operations, and those rights and obligations will supersede any conflicting provision of the MOU.
j. Any and all rights concerning the management, organization, and direction of the District and its personnel, including those set forth in this MOU, shall be exclusively the right of the District and the Fire Chief, unless otherwise provided by the express terms of this MOU, as permitted by law. Therefore, the Union pledges cooperation in this matter to increase District efficiency and effectiveness.
k. In the event of an unforeseen financial dilemma that has the potential for impacting the current MOU, the Fire Chief and labor management committee will work together towards a mutually acceptable understanding in the best interest of the District.
l. Enumeration of the above rights is illustrative only and not to be construed as all- inclusive.
1.3 Grievance Procedure
A. General Provisions.
1. Every effort will be made by the parties to settle grievances at the lowest possible level.
2. Until final disposition of a grievance, the grievant shall comply with the directions of the grievant’ s immediate supervisor.
3. No party to a grievance shall take any reprisals against the other party to the
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 6
grievance because the party participated in an orderly manner in the grievance procedure.
4. Failure of the grievant to adhere to the time deadlines shall mean the grievance is withdrawn. The grievant and Fire Chief may extend any time deadlines by mutual understanding.
5. Every effort will be made to schedule meetings for the processing of grievances at times which will not interfere with the regular workday of the participants. If any grievance meetings or hearings must be scheduled during duty hours, any unit member required by either party to participate as a witness or grievant shall be released from regular duties without loss of pay for a reasonable amount of time. Overtime is not provided for off-duty time except for witnesses required to testify by the Fire Chief.
6. The Fire Chief and Union may agree to consolidate grievances at any level.
B. Procedure.
1. Grievance procedures will follow current District Policy 1206.
ARTICLE 2: UNION SECURITY
2.1 Gender
Whenever any words used herein in the masculine, feminine or neuter, they shall be construed as though they were also used in another gender in all cases where they would so apply.
2.2 Use of District Facilities
The Union shall be allowed use of space on available Fire District bulletin boards located in the firefighter’s office for communications having to do with official organization business, provided such use does not interfere with the needs of the Fire District. District buildings and facilities may be made available for use by the Union or its representatives.
A. Use of facilities and buildings will follow current district policy and procedure.
2.3 Union Access
The District agrees to grant official representatives of the Union access to discuss employer-employee relations or grievances arising under the terms and conditions of this understanding during working hours.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 202019 Page 7
2.4 Dues Deduction
The represented employees of the Union shall have the right to have their regular Union dues and PAC fund, in the amount specified in writing, deducted from the employee’s paychecks at no cost. The District will provide a check to the Union every pay period. Said amount will be paid to the Union each pay period. Such deductions will only be made when the employee’s funds for said pay period are sufficient after all legal deductions are made. The Union, with sufficient notice, may request a change in dues deductions. Automatic withdrawal forms will be provided by the District.
2.5 Union Protection
The District and the Union will not interfere with, intimidate, restrain, coerce, or discriminate against any employee because of his/her membership or non- membership in the Union or his/her lawful activity on behalf of the Union.
2.6 Representation
Any employee, at his or her request, will be permitted to have a representative of their choice, who is available within a reasonable period of time, accompany him or her when formal disciplinary action is anticipated or is the focus of any meeting or discussion. The term “formal disciplinary action” does not include reprimands, counseling or similar actions. Formal discipline is defined as: suspension, pay reduction, demotion, discharge or any combination of these actions. This Section does not supersede any other rights due to an employee for disciplinary actions under current policy.
2.7 Union Leave Bank
2.7.1 Union PTO: The District will allow members to voluntarily donate 4 hours of PTO per year to the Union bank. For those members, the District will deduct 2 hours of PTO twice per year in months with three pay periods.
GRFD will provide Local #3832 with 400 hours of PTO to attend functions related to GRFD business, attend meetings, or conferences as approved collectively by the Fire Chief and Local #3832 President or designees.
2.7.2 Carry over of unused hours: If there are any unused hours in the Union Leave Bank at the end of the fiscal year, these amounts will carry over to the following fiscal year.
2.7.3 Usage of the Union Leave Bank: When a union member has received the appropriate approval to be absent from his/her scheduled shift(s) to attend conferences related to firefighter or public safety issues or other union-related functions, payment of the employee(s) covering for the shift(s), at the applicable regular or overtime rate, will be made, hour for hour, from the Union Leave Bank. The employee absent from work on union business shall receive pay for their regularly scheduled shift; as such absence shall be recorded as paid Union Leave.
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2.7.4 Authorization for use of the Union Leave Bank: Union Leave Bank may be utilized for scheduled work absences contingent upon the following:
1. Absence is for a union authorized event or purpose
2. Use of Union Leave Bank for absence has prior written approval of an authorized union official
3. Sufficient balance exists in Union Leave Bank to reimburse the District for the absence at applicable regular and overtime coverage
4. Absence is approved in writing by the Fire Chief
Approval for use of the leave will be denied if there are insufficient hours in the Union Leave Bank to pay for the coverage of shifts during the proposed absence or operational readiness is affected.
2.7.5 Disclaimer of Liability: The District assumes no responsibility for how the leave time is used. Time spent on Union Leave is not considered time worked for purposes of worker’s compensation or any other purpose and the Union shall indemnify and defend the District for any claim that arises in whole or part from the activities of employees utilizing such leave.
2.7.6 Overtime: Time spent on Union Leave is counted as time worked for purposes of calculating District or FLSA overtime. Time spent by employees covering for those on Union Leave is counted as time worked for purposes of overtime. Nothing in this section shall supersede the Fire Chief’s duty to maintain management control over shifts to ensure that the daily operation of the Fire Department and emergency situations are adequately covered.
ARTICLE 3: DAYS AND HOURS OF WORK
3.1 Hours Worked
FORMULA USED TO CALCULATE TOTAL HOURS:
A suppression employee working our 3-platoon schedule will work a minimum of 2756 hours of straight time and 156 hours of scheduled overtime (156 hours x 1.5 (OT Rate) = 234 hours). The hourly rate calculation is as follows: add 2756 (straight time) and the 234(scheduled overtime) hours to establish the divisor (2990) for
Example:
$40,000/2990 = $13.38/hour
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Suppression employees have their pay based upon hourly rates and can estimate their minimum annual salary by using the following formula:
(53 hrs x Reg Rate) + (3 hrs x OT Rate)] x 52 weeks = Estimated Annual Salary. The District uses a 28 day work period in a 14 day pay cycle. All scheduled work will result in payment of regular hourly wages until a suppression member works in excess of 212 hours during the rolling 28-day work period. This will typically result in the compensation of “scheduled” overtime during the second pay check of the 28-day work period. Sick Leave (SL) and Vacation Leave (VL) will still be considered as hours worked in the determination of scheduled overtime compensation. Additionally, all unscheduled work (ED) will be compensated at the overtime rate in the pay cycle in which it is earned.
The following are examples of how regular overtime (OT-1) could be paid:
120/96 = 120 at regular hourly rate/92 regular hourly and 4 OT-1 96/120 = 96 at regular hourly rate/116 regular hourly and 4 OT-1 120/120 = 120 at regular hourly rate/92 regular hourly and 28 OT-1
Extra Duty: OT-2 = Unscheduled Overtime, Any time worked in addition to scheduled shifts is paid with wages or compensatory time at the rate of time and a half (1-1/2).
Example: If extra duty hours are worked during the regularly scheduled 96 hr pay period, a suppression employee does not have to work 106 hours to be paid this overtime.
3.2 Work Cycle
Three Platoon – 3/4 The work cycle shall be a three (3) Platoon A, B, C shift, with five (3) alternating twenty-four (24) hour shifts on duty, then four (4) consecutive days off repeating (commonly known as a “three-four schedule”) thereafter, per the chart below:
X0X0X0000
3.3 Hours of Emergency Work
All employees in the classifications covered under Article 1 shall render emergency service on a twenty-four (24) hour on-duty basis without interruption.
3.4 Exchange of Duty Time
Exchange of duty will be in accordance with the District’s Shift Trade Policy 6704.
3.5 Overtime
Overtime is authorized time worked outside the work schedule as identified in Section 3.2. Overtime shall be granted, worked, documented, and compensated under this
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understanding. It is agreed there will be no change regarding current practice for overtime except as provided in this Understanding.
3.5.1 Calculating Regular District Overtime:
For purposes of calculating overtime all sick leave, PTO, CTO, and industrial time off will be counted in calculating overtime under the District’s policy.
3.6 Emergency Call Back
Emergency call back is defined as beginning when an employee is called back to duty, while not on duty, for purposes of responding to an emergency or providing backup for personnel responding to an emergency and ending when the employee is released from duty (e.g. the scene or the station). The minimum compensation for emergency call back is two (2) hours. The two (2) hour minimum includes travel time.
3.7 Modified Work Schedule
When an employee who regularly works a fifty-six (56) hour work week is assigned to a forty (40) hour work week, all leave banks and accrual rates shall remain at the fifty-six (56) hour level.
3.7.1 Modified Work Schedule for Non-Industrial Injury/Illness in Lieu Of Sick Leave
If an employee suffers an injury or illness that prevents the employee from performing the essential functions of his or her job, with or without reasonable accommodation, and does not wish to use sick leave for the recuperation period, the employee may be assigned to a forty (40) hour duty week at the discretion of the Fire Chief , or designee based upon District need and work availability, at his/her request without loss or modification of any rights, benefits, salary, accrual rates, or other total compensation items covered in this MOU or other District policy relating to District shift personnel.
3.7.2 Modified Work Schedule for Industrial Injury/Illness
The District, at its option, may assign an employee suffering from an industrial injury or illness from a fifty-six (56) hour week to a forty (40) hour week at the discretion of the Fire Chief, or designee. This determination shall accommodate the physical or mental limitation(s) and restriction(s) placed upon the employee by a medical provider, balanced with the needs of District, as determined by the Fire Chief. Disabled employees shall be accommodated in accordance with the law. Employees so assigned will not lose any rights, benefits, salary, or other total compensation items covered in this MOU or other District policy relating to shift personnel.
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3.7.3 Modified Work Schedule for Training
Members assigned to training will work a flexible work schedule commensurate with duties assigned. Work schedule may include but is not limited to: 4-10, 5-8, or 9-80. Members assigned to training will be paid according to exhibits (A) and (B).
ARTICLE 4: HOLIDAYS
4.1 Holidays
The District has a schedule of eleven (11) paid holidays outlined in District Policy 1602 and any additional holidays granted by the District, outside or during the meet and confer process.
4.2 Holiday Pay
Holiday pay will be paid according to current District Policy 1602.
ARTICLE 5: VACATION LEAVEPAID TIME OFF (PTO)
5.1 Accumulation and Use
The District will provide ptovacation leave accrual on a bi-weekly basis for all full-time employees. Accrual and use will be in accordance with current District Policy 1603.
ARTICLE 6: OTHER LEAVE
6.1 Accumulation and Use
The District will provide sick leave accrual on a bi-weekly basis for all full-time employees. Accrual and use will be in accordance with current District Policy 1605.
6.2 Bereavement Leave
The use of (48) hours bereavement leave per incident will be granted in accordance with current District Policy 16034.
6.3 Family and Medical Leave Act
Represented employees are eligible for leave under the Federal Family and Medical Leave Act (FMLA). District policies shall be applied in conformance with the FMLA.
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6.4 Sick Leave/Industrial Disability Retirement
Disability retirement shall be in accordance with PSPRS, District Policies and State Statute.
6.5 Workers Compensation
The District will cover workers compensation at no charge to the employee’s sick leave in accordance with current policy. Employees will be required to return to “light duty” assignments as determined by District Physician. Once assigned to light duty employee will utilize the appropriate leave bank when unable to report to light duty assignment unless absence is tied to the original workman’s compensation claim.
6.6 Catastrophic Leave
The District will maintain a Catastrophic Leave program as outlined in District Policy 1620.
6.7 Donated Leave
The District will maintain a Donated Leave program as outlined in District Policy 1619.
6.8 Military Leave
The District will maintain a Military Leave program as outlined in District Policy 1617.
ARTICLE 7: UNIFORMS
7.1 Uniform Allowance
The District shall continue to provide Uniform Allowance pay according to current District Policy 1623.
ARTICLE 8: INSURANCE PLAN
The following is a brief summary of insurance benefits. To the extent that the insurance programs detailed below continue to be available, The District will continue to offer these programs. Employees should refer to the plan documents for a complete description of benefits, coverage and limitations. If, during the term of this understanding, a change in insurance plans or coverage is necessary, the District shall provide notice thirty (30) days in advance, and, upon request, meet with representatives of Union.
8.1 Dental Insurance
The District pays 100% of the premium for dental insurance. The Employee may pay additional cost to upgrade the plan and for dependent coverage. (Higher plan coverage may be purchased by the employee at an additional cost.)
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8.2 Vision Care
The District does offer a specific vision insurance plan at a cost to the employee.
8.3 Life Insurance-ADD-LTD- Cancer
District will continue to provide Term Life Insurance equivalent to the annual base salary up to $120,000.00, Accidental Death and Dismemberment, Long Term Disability, and Cancer Policy for each employee covered by this understanding.
Additional Term Life Insurance may be purchased by each employee through payroll deductions in accordance with IRS regulations.
8.4 Medical Insurance
The District pays a minimum of 80% of the cost in accordance with policy 1606.
8.5 Retirees
At the time of retirement, the District will allow retirees and their enrolled eligible dependents to continue to participate in the District’s health/dental insurance plan up to the age of 65 of the retiree, at the rates set for Retiree Option adopted annually by the District. Any changes to enrollment or dependents of retirees can only be made at open enrollment or a qualifying event. If the retiree makes this election, the insurance subsidy provided by the PSPRS retirement system shall be paid directly to the District, and the retiree shall be responsible for the remainder of the premiums. The retiree will be required to sign a contract to pay the District for insurance expenses.
8.6 Retire Health Care Trust
Under development
8.7 COBRA
In circumstances where coverage would otherwise cease, employees and their eligible dependents shall be offered the opportunity for a temporary extension of their health and dental coverage at the District rates. Eligibility and duration of the extension shall be determined according to the COBRA regulations.
ARTICLE 9: RETIREMENT
9.1 Public Safety Personnel Retirement System (PSPRS)
All sworn members of the Golder Ranch Fire District shall be eligible to participate in the Arizona Public Safety Personnel Retirement System Plan. The District shall comply with all requirements set forth in ARS Title 38 and other related statutes.
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ARTICLE 10: ADDITIONAL RETIREMENT
10.1 457 And 401-A
The District will continue to offer payroll deduction and participation in the 457 and 401- A plans. The District will continue to match up to 7.65% of employee contribution to the 401-A for employees in the Deferred Retirement Option Program.
ARTICLE 11: SALARY
11.1 Market Analysis
The District and Union agree to do a “Market Analysis” of the Fire Departments listed in Exhibit A.
Additionally it is agreed that the Step and Grade Scale will be evaluated for competitiveness and that the mid-point salary of each position will be within 95% - 105% of the “Market Analysis” for FY 202019-20210.
11.2 Out Of Class Pay
Members working above their current classification will be paid in accordance with current District policy.
ARTICLE 12: WELLNESS
12.1 Physical Fitness Program
The District will allow one hour of physical fitness training during the 0800-1700 duty day.
12.2 Health and Wellness
The District will continue to participate in the current health and wellness program. Members working a 40 hour schedule will be allowed 3 hours Physical Training per week to be distributed evenly throughout the work week.
12.3 Tobacco Use
The Union and District will continue non-tobacco use in accordance with current District Policy 1218.
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12.4 Substance Abuse
The District and Union will continue the substance abuse program according to current District Policy 1209.
12.5 Physical Exams
The District will continue to provide physical exams in accordance with existing practice and District Policy 1126.
ARTICLE 13: MISCELLANEOUS PROVISIONS
13.1 Safety
Standards for safety shall strive to be at a minimum described in N.F.P.A. 1500, 2013 Edition.
13.2 Staffing
The District agrees to maintain minimum staffing to the maintain Fire Fighter Safety, Public Safety Responders and the public, while meeting the needs of the needs of the District. The District and Union agree to utilize a staffing program (Crew scheduler) to determine the fair distribution of extra duty.
13.3 Tuition Reimbursement
The District will continue tuition reimbursement in accordance with current policy.
13.4 Leadership Committee
NTFFA Local 3832 and the Fire Chief shall jointly create a standing Leadership Committee which purpose and goals shall be to:
1. Foster a creative, cooperative and collaborative relationship between the management of Golder Ranch Fire District and the North Tucson Firefighters Association, IAFF Local 3832.
2. Enhance mutual cooperation and communication.
3. Provide a forum to discuss and resolve departmental operational issues and concerns outside of the formal meet and confer format.
Membership:
1. The Committee shall consist of eight (8) members:
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a. Four members shall represent labor and be appointed by NTFFA Local 3832.
b. Four members shall represent management and be appointed by the Fire Chief.
c. The Board Services Manager will take summary minutes of the meeting in effort to track information for the Committee.
d. Members shall serve at the discretion of their respective appointing authority.
e. Committee membership shall be voluntary and without compensation or other benefit. Meetings:
1. Committee meetings shall be as frequent as agreed by mutual consent, but not less than once per calendar quarter.
2. The lead representative for either party may request a committee meeting, and shall provide a description of the items/issues requested for discussion and/or action.
3. Committee meetings shall be scheduled as soon as practically possible by mutual understanding of both parties.
4. Neither party shall arbitrarily refuse to meet within a reasonable time frame pursuant to a meeting request by the other party.
5. Meeting time and location shall be by mutual consent.
Authority:
The Committee shall have the following authority:
1. By unanimous understanding create, modify, suspend or rescind any department- level policy, procedure, guideline or practice within this MOU, any District policy, rule, or practice, or any in violation of any county, state, or federal law, regulation, or ruling. In accordance with the above, the parties may, by mutual understanding, propose to modify Exhibits attached to the MOU, with District approval.
2. No decision or action taken by this Committee shall result in any increased District fiscal liability except as authorized by the Fire Chief within existing District budget authority, or as authorized by the District Board through the normal budget process for future fiscal years.
3. The Leadership Committee shall discuss, among other things, the following topics: salary comparisons/surveys, engine company staffing, position coverage, bid process for shift assignments, grievance procedure, out of class pay, policies and procedures, and standard operating guidelines.
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4. Through discussions in good faith, the Leadership committee is asking for consideration of the following items for the 202018-202119 fiscal year: merit increases and, market adjustments in support of the current pay plan PTO accrual adjustments
ARTICLE 14: PERSONNEL RULES AND REGULATIONS
Personnel Rules and Regulations in effect at the date of this Understanding shall prevail unless superseded specifically by this Understanding. All references to provisions of the District’s policy include any amendments or modifications as may be implemented from time to time.
ARTICLE 15: SEPARABILITY OF PROVISIONS
15.1 Savings Clause
In the event that any section or provision of this MOU is declared by a court of competent jurisdiction to be illegal or unenforceable, that provision of the section of the MOU shall be null and void, but such nullification shall not affect any other section or provisions of this MOU, all of which sections or provisions shall remain in full force and effect. The parties shall meet and confer regarding the impact of such null and void item(s).
ARTICLE 16: TERM AND EFFECT OF MEMORANDUM
This MOU shall remain in full force and effect commencing with the adoption on July 211202018, through June 30, 202119 and, thereafter shall continue in effect year-by-year unless one of the parties notifies the other in writing by February 1st of each year. A complete MOU for proposal will be completed by the fourth (4th) Monday of April in accordance with the Resolution.
This MOU constitutes the total and entire understanding between the District and Union and no verbal statement shall supersede any of its provisions.
RESOLVED and ADOPTED this 2111th day of Julyne, 202019.
ATTEST:
Fire Chief, Golder Ranch Fire District
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President, IAFF L-3832, NTFFA
Chair, Golder Ranch District Board
Clerk, Golder Ranch District Board
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EXHIBIT A
Market Analysis
Five (5) fire districts:
Northwest Fire FD Central Arizona FD Superstition FD Bull Head City FD Timber Mesa FD
Six (6) municipalities: Tucson FD Phoenix FD Chandler FD Scottsdale FD Mesa FD Lake Havasu FD
Changes to this market analysis group must be mutually agreed upon
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MEMORANDUM OF UNDERSTANDING
Between the
GOLDER RANCH FIRE DISTRICT
And the
NORTH TUCSON FIREFIGHTERS ASSOCIATION
INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS LOCAL 3832
July 21, 2020 through June 30, 2021
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 1
TABLE OF CONTENTS
PAGE
Preamble 4 ARTICLE 1. Recognition 5 ARTICLE 2. Union Security 7 ARTICLE 3. Days and Hours Of Work 9 ARTICLE 4. Holidays 12 ARTICLE 5. Paid Time Off Leave 12 ARTICLE 6. Other Leave 13 ARTICLE 7. Uniforms 13 ARTICLE 8. Insurance Plan 14 ARTICLE 9. Retirement 15 ARTICLE 10. Additional Retirement 15 ARTICLE 11. Salary 15 ARTICLE 12. Wellness 15 ARTICLE 13. Miscellaneous Provisions 16 ARTICLE 14. Personnel Rules and Regulations 18 ARTICLE 15. Separability of Provisions 18 ARTICLE 16. Term and Effect 19
Exhibit
A 20
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MEMORANDUM OF UNDERSTANDING
Between the
GOLDER RANCH FIRE DISTRICT
and the
NORTH TUCSON FIREFIGHTERS ASSOCIATION
INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS LOCAL 3832
This Memorandum of Understanding made and entered into on June 11, 2019, by and between, the Golder Ranch Fire District, hereinafter referred to as the “District” and the North Tucson Firefighters Association, International Association of Fire Fighters Local 3832, hereinafter referred to as the “Union”, the District and Union recognize all members of the Golder Ranch Fire District as outlined in Resolution 2014-0004 and herein referred to as “employees,” are governed by this Understanding.
Whereas, the parties hereto desire to facilitate the peaceful adjustment of differences that may from time to time arise between them to promote harmony and efficiency to the end that the District, Union, and the general public may benefit there from, and to establish fair and equitable wages, hours, and working conditions for certain hereinafter designated employees of the District.
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PREAMBLE
The parties acknowledge the provisions of Golder Ranch Fire District Resolution 2014- 0004. The parties have met and conferred in good faith and have reached agreement on procedures set forth in this Memorandum of Understanding. The parties agree they will meet and confer as set forth in this Memorandum of Understanding.
WHEREAS: the parties, through their designated representatives, met and conferred in good faith pursuant to Resolution 2014-0004 hereinafter referred to as the “Resolution”, as approved by the Golder Ranch Fire District Board on June 120, 2018 set forth within this Memorandum of Understanding hereinafter referred to as “MOU” the full and entire understanding of the parties’ mutual understanding concerning wages, hours, and working conditions of employment as allowed by the Resolution for Fire District employees who are represented by the North Tucson Firefighters Local 3832; and
WHEREAS: the parties recognize the importance of continuing and maintaining harmonious relations, cooperation and understanding between the District, Administration and its employees; and
WHEREAS: the parties hereby acknowledge that the provisions of this Memorandum are not intended to abrogate the authority and responsibility of the District as a government entity provided for under the statues of the State of Arizona;
NOW THEREFORE, The District and the Union, having reached this complete understanding concerning wages, hours, and working conditions as allowed by the Resolution for the term specified, submit this Memorandum to the Golder Ranch Fire District Board with their joint recommendation that the body adopt its terms.
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ARTICLE 1: RECOGNITION
Pursuant to the Golder Ranch Fire District Resolution 2014 -0004 the District recognizes the North Tucson Fire Fighters Association, Local 3832 as the representative of all members through the rank of Captains as outlined in the resolution.
1.1 Rights
Rights, privileges, and working conditions enjoyed by employees at the time this Memorandum of Understanding is formally adopted by Union and the District will remain in force for the term of this Understanding. It is the intent of this Article to encompass only those rights, privileges and working conditions subject to the meet and confer process that exist at the time of adoption. It is not the intent of this Article to abridge any rights outlined in State Statute or District Policy. Nor is it the intent of this Article to bar, during the term of this understanding, meeting and conferring between the District and Union on new issues that arise within the scope of representation.
1.2 District Rights
a. It is the right of the District to determine the purpose of each of its departments, sections, bureaus and committees, set standards of service to be offered to the public, and exercise control and discretion over its organization and operations. It is also the right of the District to direct its employees; take disciplinary action; suspend or relieve its employees from duty because of lack of work or for other legitimate reasons; determine whether goods or services shall be made, purchased, or contracted for; and determine the methods, means and personnel by which the employer's operations are to be conducted. The Fire Chief shall inform the District's employees, or authorized representatives of employee organizations, about the direct consequences that decisions on these matters may have on wages, hours, benefits, and working conditions. The District has the right to take all necessary actions to maintain uninterrupted service to the community.
b. The Union recognizes that the District and the Fire Chief retain, whether exercised or not, solely and exclusively, all express and inherent rights and authority pursuant to law with respect to determining the level of and manner in which the District's activities are conducted, managed, and administered. The Union recognizes the exclusive right of the Fire Chief to establish and maintain departmental rules and procedures for the administration of the District during the term of this MOU provided that they do not violate any of the specific express provisions of this MOU.
c. The District and the Fire Chief have the exclusive right and authority to schedule work and/or overtime work based on operational needs of the District.
d. It is understood by the parties that every incidental duty connected with operations
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enumerated in job descriptions is not always specifically described; nevertheless, it is intended that all such duties shall be performed by the members.
e. The Fire Chief reserves the right to discipline or discharge unit members for cause, pursuant to applicable regulations. The District reserves the right to lay off personnel.
f. The Fire Chief shall determine assignments and establish methods and processes by which assignments are performed. Significant changes, for example, to hours, job descriptions and working conditions, shall be discussed with the labor management committee.
g. Except as otherwise specifically provided in this MOU, The District and the Fire Chief retain all rights and authority to which by law they are entitled.
h. The District shall have the authority to reorganize, at its sole discretion, and shall first discuss such reorganizations with the labor management committee.
i. The Union recognizes the District has statutory and legal rights and obligations in contracting for matters relating to District operations, and those rights and obligations will supersede any conflicting provision of the MOU.
j. Any and all rights concerning the management, organization, and direction of the District and its personnel, including those set forth in this MOU, shall be exclusively the right of the District and the Fire Chief, unless otherwise provided by the express terms of this MOU, as permitted by law. Therefore, the Union pledges cooperation in this matter to increase District efficiency and effectiveness.
k. In the event of an unforeseen financial dilemma that has the potential for impacting the current MOU, the Fire Chief and labor management committee will work together towards a mutually acceptable understanding in the best interest of the District.
l. Enumeration of the above rights is illustrative only and not to be construed as all- inclusive.
1.3 Grievance Procedure
A. General Provisions.
1. Every effort will be made by the parties to settle grievances at the lowest possible level.
2. Until final disposition of a grievance, the grievant shall comply with the directions of the grievant’ s immediate supervisor.
3. No party to a grievance shall take any reprisals against the other party to the
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grievance because the party participated in an orderly manner in the grievance procedure.
4. Failure of the grievant to adhere to the time deadlines shall mean the grievance is withdrawn. The grievant and Fire Chief may extend any time deadlines by mutual understanding.
5. Every effort will be made to schedule meetings for the processing of grievances at times which will not interfere with the regular workday of the participants. If any grievance meetings or hearings must be scheduled during duty hours, any unit member required by either party to participate as a witness or grievant shall be released from regular duties without loss of pay for a reasonable amount of time. Overtime is not provided for off-duty time except for witnesses required to testify by the Fire Chief.
6. The Fire Chief and Union may agree to consolidate grievances at any level.
B. Procedure.
1. Grievance procedures will follow current District Policy 1206.
ARTICLE 2: UNION SECURITY
2.1 Gender
Whenever any words used herein in the masculine, feminine or neuter, they shall be construed as though they were also used in another gender in all cases where they would so apply.
2.2 Use of District Facilities
The Union shall be allowed use of space on available Fire District bulletin boards located in the firefighter’s office for communications having to do with official organization business, provided such use does not interfere with the needs of the Fire District. District buildings and facilities may be made available for use by the Union or its representatives.
A. Use of facilities and buildings will follow current district policy and procedure.
2.3 Union Access
The District agrees to grant official representatives of the Union access to discuss employer-employee relations or grievances arising under the terms and conditions of this understanding during working hours.
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2.4 Dues Deduction
The represented employees of the Union shall have the right to have their regular Union dues and PAC fund, in the amount specified in writing, deducted from the employee’s paychecks at no cost. The District will provide a check to the Union every pay period. Said amount will be paid to the Union each pay period. Such deductions will only be made when the employee’s funds for said pay period are sufficient after all legal deductions are made. The Union, with sufficient notice, may request a change in dues deductions. Automatic withdrawal forms will be provided by the District.
2.5 Union Protection
The District and the Union will not interfere with, intimidate, restrain, coerce, or discriminate against any employee because of his/her membership or non- membership in the Union or his/her lawful activity on behalf of the Union.
2.6 Representation
Any employee, at his or her request, will be permitted to have a representative of their choice, who is available within a reasonable period of time, accompany him or her when formal disciplinary action is anticipated or is the focus of any meeting or discussion. The term “formal disciplinary action” does not include reprimands, counseling or similar actions. Formal discipline is defined as: suspension, pay reduction, demotion, discharge or any combination of these actions. This Section does not supersede any other rights due to an employee for disciplinary actions under current policy.
2.7 Union Leave Bank
2.7.1 Union PTO: The District will allow members to voluntarily donate 4 hours of PTO per year to the Union bank. For those members, the District will deduct 2 hours of PTO twice per year in months with three pay periods.
GRFD will provide Local #3832 with 400 hours of PTO to attend functions related to GRFD business, attend meetings, or conferences as approved collectively by the Fire Chief and Local #3832 President or designees.
2.7.2 Carry over of unused hours: If there are any unused hours in the Union Leave Bank at the end of the fiscal year, these amounts will carry over to the following fiscal year.
2.7.3 Usage of the Union Leave Bank: When a union member has received the appropriate approval to be absent from his/her scheduled shift(s) to attend conferences related to firefighter or public safety issues or other union-related functions, payment of the employee(s) covering for the shift(s), at the applicable regular or overtime rate, will be made, hour for hour, from the Union Leave Bank. The employee absent from work on union business shall receive pay for their regularly scheduled shift; as such absence shall be recorded as paid Union Leave.
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2.7.4 Authorization for use of the Union Leave Bank: Union Leave Bank may be utilized for scheduled work absences contingent upon the following:
1. Absence is for a union authorized event or purpose
2. Use of Union Leave Bank for absence has prior written approval of an authorized union official
3. Sufficient balance exists in Union Leave Bank to reimburse the District for the absence at applicable regular and overtime coverage
4. Absence is approved in writing by the Fire Chief
Approval for use of the leave will be denied if there are insufficient hours in the Union Leave Bank to pay for the coverage of shifts during the proposed absence or operational readiness is affected.
2.7.5 Disclaimer of Liability: The District assumes no responsibility for how the leave time is used. Time spent on Union Leave is not considered time worked for purposes of worker’s compensation or any other purpose and the Union shall indemnify and defend the District for any claim that arises in whole or part from the activities of employees utilizing such leave.
2.7.6 Overtime: Time spent on Union Leave is counted as time worked for purposes of calculating District or FLSA overtime. Time spent by employees covering for those on Union Leave is counted as time worked for purposes of overtime. Nothing in this section shall supersede the Fire Chief’s duty to maintain management control over shifts to ensure that the daily operation of the Fire Department and emergency situations are adequately covered.
ARTICLE 3: DAYS AND HOURS OF WORK
3.1 Hours Worked
FORMULA USED TO CALCULATE TOTAL HOURS:
A suppression employee working our 3-platoon schedule will work a minimum of 2756 hours of straight time and 156 hours of scheduled overtime (156 hours x 1.5 (OT Rate) = 234 hours). The hourly rate calculation is as follows: add 2756 (straight time) and the 234(scheduled overtime) hours to establish the divisor (2990) for
Example:
$40,000/2990 = $13.38/hour
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 9
Suppression employees have their pay based upon hourly rates and can estimate their minimum annual salary by using the following formula:
(53 hrs x Reg Rate) + (3 hrs x OT Rate)] x 52 weeks = Estimated Annual Salary. The District uses a 28 day work period in a 14 day pay cycle. All scheduled work will result in payment of regular hourly wages until a suppression member works in excess of 212 hours during the rolling 28-day work period. This will typically result in the compensation of “scheduled” overtime during the second pay check of the 28-day work period. Sick Leave (SL) and Vacation Leave (VL) will still be considered as hours worked in the determination of scheduled overtime compensation. Additionally, all unscheduled work (ED) will be compensated at the overtime rate in the pay cycle in which it is earned.
The following are examples of how regular overtime (OT-1) could be paid:
120/96 = 120 at regular hourly rate/92 regular hourly and 4 OT-1 96/120 = 96 at regular hourly rate/116 regular hourly and 4 OT-1 120/120 = 120 at regular hourly rate/92 regular hourly and 28 OT-1
Extra Duty: OT-2 = Unscheduled Overtime, Any time worked in addition to scheduled shifts is paid with wages or compensatory time at the rate of time and a half (1-1/2).
Example: If extra duty hours are worked during the regularly scheduled 96 hr pay period, a suppression employee does not have to work 106 hours to be paid this overtime.
3.2 Work Cycle
Three Platoon – 3/4 The work cycle shall be a three (3) Platoon A, B, C shift, with five (3) alternating twenty-four (24) hour shifts on duty, then four (4) consecutive days off repeating (commonly known as a “three-four schedule”) thereafter, per the chart below:
X0X0X0000
3.3 Hours of Emergency Work
All employees in the classifications covered under Article 1 shall render emergency service on a twenty-four (24) hour on-duty basis without interruption.
3.4 Exchange of Duty Time
Exchange of duty will be in accordance with the District’s Shift Trade Policy 6704.
3.5 Overtime
Overtime is authorized time worked outside the work schedule as identified in Section 3.2. Overtime shall be granted, worked, documented, and compensated under this
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 10 understanding. It is agreed there will be no change regarding current practice for overtime except as provided in this Understanding.
3.5.1 Calculating Regular District Overtime:
For purposes of calculating overtime all sick leave, PTO, CTO, and industrial time off will be counted in calculating overtime under the District’s policy.
3.6 Emergency Call Back
Emergency call back is defined as beginning when an employee is called back to duty, while not on duty, for purposes of responding to an emergency or providing backup for personnel responding to an emergency and ending when the employee is released from duty (e.g. the scene or the station). The minimum compensation for emergency call back is two (2) hours. The two (2) hour minimum includes travel time.
3.7 Modified Work Schedule
When an employee who regularly works a fifty-six (56) hour work week is assigned to a forty (40) hour work week, all leave banks and accrual rates shall remain at the fifty-six (56) hour level.
3.7.1 Modified Work Schedule for Non-Industrial Injury/Illness in Lieu Of Sick Leave
If an employee suffers an injury or illness that prevents the employee from performing the essential functions of his or her job, with or without reasonable accommodation, and does not wish to use sick leave for the recuperation period, the employee may be assigned to a forty (40) hour duty week at the discretion of the Fire Chief , or designee based upon District need and work availability, at his/her request without loss or modification of any rights, benefits, salary, accrual rates, or other total compensation items covered in this MOU or other District policy relating to District shift personnel.
3.7.2 Modified Work Schedule for Industrial Injury/Illness
The District, at its option, may assign an employee suffering from an industrial injury or illness from a fifty-six (56) hour week to a forty (40) hour week at the discretion of the Fire Chief, or designee. This determination shall accommodate the physical or mental limitation(s) and restriction(s) placed upon the employee by a medical provider, balanced with the needs of District, as determined by the Fire Chief. Disabled employees shall be accommodated in accordance with the law. Employees so assigned will not lose any rights, benefits, salary, or other total compensation items covered in this MOU or other District policy relating to shift personnel.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 11
3.7.3 Modified Work Schedule for Training
Members assigned to training will work a flexible work schedule commensurate with duties assigned. Work schedule may include but is not limited to: 4-10, 5-8, or 9-80. Members assigned to training will be paid according to exhibits (A) and (B).
ARTICLE 4: HOLIDAYS
4.1 Holidays
The District has a schedule of eleven (11) paid holidays outlined in District Policy 1602 and any additional holidays granted by the District, outside or during the meet and confer process.
4.2 Holiday Pay
Holiday pay will be paid according to current District Policy 1602.
ARTICLE 5: PAID TIME OFF (PTO)
5.1 Accumulation and Use
The District will provide pto leave accrual on a bi-weekly basis for all full-time employees. Accrual and use will be in accordance with current District Policy 1603.
ARTICLE 6: OTHER LEAVE
6.1 Accumulation and Use
The District will provide sick leave accrual on a bi-weekly basis for all full-time employees. Accrual and use will be in accordance with current District Policy 1605.
6.2 Bereavement Leave
The use of (48) hours bereavement leave per incident will be granted in accordance with current District Policy 1603.
6.3 Family and Medical Leave Act
Represented employees are eligible for leave under the Federal Family and Medical Leave Act (FMLA). District policies shall be applied in conformance with the FMLA.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 12
6.4 /Industrial Disability Retirement
Disability retirement shall be in accordance with PSPRS, District Policies and State Statute.
6.5 Workers Compensation
The District will cover workers compensation at no charge to the employee’s sick leave in accordance with current policy. Employees will be required to return to “light duty” assignments as determined by District Physician. Once assigned to light duty employee will utilize the appropriate leave bank when unable to report to light duty assignment unless absence is tied to the original workman’s compensation claim.
6.6 Catastrophic Leave
The District will maintain a Catastrophic Leave program as outlined in District Policy 1620.
6.7 Donated Leave
The District will maintain a Donated Leave program as outlined in District Policy 1619.
6.8 Military Leave
The District will maintain a Military Leave program as outlined in District Policy 1617.
ARTICLE 7: UNIFORMS
7.1 Uniform Allowance
The District shall continue to provide Uniform Allowance pay according to current District Policy 1623.
ARTICLE 8: INSURANCE PLAN
The following is a brief summary of insurance benefits. To the extent that the insurance programs detailed below continue to be available, The District will continue to offer these programs. Employees should refer to the plan documents for a complete description of benefits, coverage and limitations. If, during the term of this understanding, a change in insurance plans or coverage is necessary, the District shall provide notice thirty (30) days in advance, and, upon request, meet with representatives of Union.
8.1 Dental Insurance
The District pays 100% of the premium for dental insurance. The Employee may pay additional cost to upgrade the plan and for dependent coverage. (Higher plan coverage may be purchased by the employee at an additional cost.)
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 13
8.2 Vision Care
The District does offer a specific vision insurance plan at a cost to the employee.
8.3 Life Insurance-ADD-LTD- Cancer
District will continue to provide Term Life Insurance equivalent to the annual base salary up to $120,000.00, Accidental Death and Dismemberment, Long Term Disability, and Cancer Policy for each employee covered by this understanding.
Additional Term Life Insurance may be purchased by each employee through payroll deductions in accordance with IRS regulations.
8.4 Medical Insurance
The District pays a minimum of 80% of the cost in accordance with policy 1606.
8.5 Retirees
At the time of retirement, the District will allow retirees and their enrolled eligible dependents to continue to participate in the District’s health/dental insurance plan up to the age of 65 of the retiree, at the rates set for Retiree Option adopted annually by the District. Any changes to enrollment or dependents of retirees can only be made at open enrollment or a qualifying event. If the retiree makes this election, the insurance subsidy provided by the PSPRS retirement system shall be paid directly to the District, and the retiree shall be responsible for the remainder of the premiums. The retiree will be required to sign a contract to pay the District for insurance expenses.
8.6 Retire Health Care Trust
Under development
8.7 COBRA
In circumstances where coverage would otherwise cease, employees and their eligible dependents shall be offered the opportunity for a temporary extension of their health and dental coverage at the District rates. Eligibility and duration of the extension shall be determined according to the COBRA regulations.
ARTICLE 9: RETIREMENT
9.1 Public Safety Personnel Retirement System (PSPRS)
All sworn members of the Golder Ranch Fire District shall be eligible to participate in the Arizona Public Safety Personnel Retirement System Plan. The District shall comply with all requirements set forth in ARS Title 38 and other related statutes.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 14
ARTICLE 10: ADDITIONAL RETIREMENT
10.1 457 And 401-A
The District will continue to offer payroll deduction and participation in the 457 and 401- A plans. The District will continue to match up to 7.65% of employee contribution to the 401-A for employees in the Deferred Retirement Option Program.
ARTICLE 11: SALARY
11.1 Market Analysis
The District and Union agree to do a “Market Analysis” of the Fire Departments listed in Exhibit A.
Additionally it is agreed that the Step and Grade Scale will be evaluated for competitiveness and that the mid-point salary of each position will be within 95% - 105% of the “Market Analysis” for FY 2020-2021.
11.2 Out Of Class Pay
Members working above their current classification will be paid in accordance with current District policy.
ARTICLE 12: WELLNESS
12.1 Physical Fitness Program
The District will allow one hour of physical fitness training during the 0800-1700 duty day.
12.2 Health and Wellness
The District will continue to participate in the current health and wellness program. Members working a 40 hour schedule will be allowed 3 hours Physical Training per week to be distributed evenly throughout the work week.
12.3 Tobacco Use
The Union and District will continue non-tobacco use in accordance with current District Policy 1218.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 15
12.4 Substance Abuse
The District and Union will continue the substance abuse program according to current District Policy 1209.
12.5 Physical Exams
The District will continue to provide physical exams in accordance with existing practice and District Policy 1126.
ARTICLE 13: MISCELLANEOUS PROVISIONS
13.1 Safety
Standards for safety shall strive to be at a minimum described in N.F.P.A. 1500, 2013 Edition.
13.2 Staffing
The District agrees to maintain minimum staffing to the maintain Fire Fighter Safety, Public Safety Responders and the public, while meeting the needs of the needs of the District. The District and Union agree to utilize a staffing program (Crew scheduler) to determine the fair distribution of extra duty.
13.3 Tuition Reimbursement
The District will continue tuition reimbursement in accordance with current policy.
13.4 Leadership Committee
NTFFA Local 3832 and the Fire Chief shall jointly create a standing Leadership Committee which purpose and goals shall be to:
1. Foster a creative, cooperative and collaborative relationship between the management of Golder Ranch Fire District and the North Tucson Firefighters Association, IAFF Local 3832.
2. Enhance mutual cooperation and communication.
3. Provide a forum to discuss and resolve departmental operational issues and concerns outside of the formal meet and confer format.
Membership:
1. The Committee shall consist of eight (8) members:
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 16
a. Four members shall represent labor and be appointed by NTFFA Local 3832.
b. Four members shall represent management and be appointed by the Fire Chief.
c. The Board Services Manager will take summary minutes of the meeting in effort to track information for the Committee.
d. Members shall serve at the discretion of their respective appointing authority.
e. Committee membership shall be voluntary and without compensation or other benefit. Meetings:
1. Committee meetings shall be as frequent as agreed by mutual consent, but not less than once per calendar quarter.
2. The lead representative for either party may request a committee meeting, and shall provide a description of the items/issues requested for discussion and/or action.
3. Committee meetings shall be scheduled as soon as practically possible by mutual understanding of both parties.
4. Neither party shall arbitrarily refuse to meet within a reasonable time frame pursuant to a meeting request by the other party.
5. Meeting time and location shall be by mutual consent.
Authority:
The Committee shall have the following authority:
1. By unanimous understanding create, modify, suspend or rescind any department- level policy, procedure, guideline or practice within this MOU, any District policy, rule, or practice, or any in violation of any county, state, or federal law, regulation, or ruling. In accordance with the above, the parties may, by mutual understanding, propose to modify Exhibits attached to the MOU, with District approval.
2. No decision or action taken by this Committee shall result in any increased District fiscal liability except as authorized by the Fire Chief within existing District budget authority, or as authorized by the District Board through the normal budget process for future fiscal years.
3. The Leadership Committee shall discuss, among other things, the following topics: salary comparisons/surveys, engine company staffing, position coverage, bid process for shift assignments, grievance procedure, out of class pay, policies and procedures, and standard operating guidelines.
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 17
4. Through discussions in good faith, the Leadership committee is asking for consideration of the following items for the 2020-2021 fiscal year: merit increases and market adjustments in support of the current pay plan
ARTICLE 14: PERSONNEL RULES AND REGULATIONS
Personnel Rules and Regulations in effect at the date of this Understanding shall prevail unless superseded specifically by this Understanding. All references to provisions of the District’s policy include any amendments or modifications as may be implemented from time to time.
ARTICLE 15: SEPARABILITY OF PROVISIONS
15.1 Savings Clause
In the event that any section or provision of this MOU is declared by a court of competent jurisdiction to be illegal or unenforceable, that provision of the section of the MOU shall be null and void, but such nullification shall not affect any other section or provisions of this MOU, all of which sections or provisions shall remain in full force and effect. The parties shall meet and confer regarding the impact of such null and void item(s).
ARTICLE 16: TERM AND EFFECT OF MEMORANDUM
This MOU shall remain in full force and effect commencing with the adoption on July 21020, through June 30, 2021 and, thereafter shall continue in effect year-by-year unless one of the parties notifies the other in writing by February 1st of each year. A complete MOU for proposal will be completed by the fourth (4th) Monday of April in accordance with the Resolution.
This MOU constitutes the total and entire understanding between the District and Union and no verbal statement shall supersede any of its provisions.
RESOLVED and ADOPTED this 21th day of July, 2020.
ATTEST:
Fire Chief, Golder Ranch Fire District
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 18
President, IAFF L-3832, NTFFA
Chair, Golder Ranch District Board
Clerk, Golder Ranch District Board
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 19
EXHIBIT A
Market Analysis
Five (5) fire districts:
Northwest Fire FD Central Arizona FD Superstition FD Bull Head City FD Timber Mesa FD
Six (6) municipalities: Tucson FD Phoenix FD Chandler FD Scottsdale FD Mesa FD Lake Havasu FD
Changes to this market analysis group must be mutually agreed upon
Memorandum of Understanding –GRFD And NTFFA Local 3832, July 21, 2020 Page 20
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: REPORTS AND CORRESPONDENCE
ITEM #: 7A – 7C
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND A. Fire Chief’s Report – Chief Karrer Updates on the following areas: o Meetings/Trainings and Events Attended o Political & Public Safety Interactions o District Activities o Personnel o Commendations/Thank You Cards Received Board Services Report – Manager Painter Community Relations Report – Manager Braswell Information Technology Report – Manager Rascon Leadership Team Report – President Jones B. Operations Assistant Chief’s Report – Chief Brandhuber Updates on the following areas: o EMS o Finance o Fire and Life Safety Services o Health And Safety o Honor Guard/Pipes And Drums o Human Resources o Operations o Special Operations o Training o Wildland C. Logistics & Special Projects Assistant Chief’s Report – Chief Abel Updates on the following areas: o Logistics o Special Projects
RECOMMENDED MOTION No motion is necessary for this agenda item.
Fire Chief – Randy Karrer October 2020 Meetings, Trainings & Events Attended for the Month
I conducted command weekly staff briefings and direct reports meetings.
I conducted the monthly Fire Chief’s Status meeting with all managers.
We conducted the monthly governing board meeting via Zoom.
I served as Chair of the Arizona Fire Services Institute (AFSI) via Zoom.
I attended and served as committee member of the Local Emergency Planning Committee (LEPC).
I attended the Pima Fire Chiefs executive meeting with all the fire chiefs in Pima County. It was the first time we gathered since the pandemic began in March. It was good to get together. We discussed a variety of topics, but most importantly, the collaborative efforts during the pandemic. We will be continuing to meet in this format while bringing in the other chief officers quarterly.
I attended the State Mutual Aid Committee meeting. This was a group meeting with Arizona Division of Emergency Services (ADEM), State Division of Fire and Forestry (DFFM) and the Arizona Fire Chiefs Association (AFCA) that finalized the policies of the state plan. It was a long time coming, but we finally completed the policy portion of the plan.
Chief Brandhuber and I attended the Arizona Ambulance Association (AzAA) meeting via Zoom.
Chief Brandhuber and I attended the AzAA conference in Mesa. Only the Association’s board members attended in person while the vast majority of attendees (approximately 60) attended via Zoom. Chief Brandhuber was voted in as president of the Association by his peers. He will take his leadership role in January. Congratulations to Chief Brandhuber! The conference dealt with many of the upcoming “rule changes” for ground ambulance transportation. Also, a panel of experts went over the state response to the pandemic and identified areas of improvement.
Chief Brandhuber will represent the District and the AzAA at a meeting with Arizona Department of Health Services regarding the hiring of the new Bureau Chief of EMS and Trauma. He will join association presidents from AFCA, the Arizona Fire Districts Association (AFDA) and the Professional Firefighters Association (PFFA) to discuss concerns of response time regulation. They will also discuss the rule-making process.
Manager Braswell and I attended the Oro Valley Council meeting via Zoom where Manager Braswell accepted the proclamation from Mayor Winfield for Fire Prevention Month. I attended another Oro Valley Council meeting via Zoom where Councilmembers Rodman and Pina were recognized for their service. We will miss them as they were very involved in our organization as liaisons to the Oro Valley Council.
I had lunch with Oro Valley Police Department (OVPD) Chief Riley. We discussed a variety of topics, including preparation for election week.
I attended the Oro Valley State of the Town address at El Conquistador Tucson. It was a virtual format, however, 50 community leaders were asked to attend in person.
I attended the Executive Leadership Team (ELT) meeting for the Town of Oro Valley via Microsoft Teams.
I attended a Zoom meeting with the Executive Board of the AFCA and ADEM regarding opening the State Emergency Operations Center during the election process. The AFCA considered deploying strike teams of engines to pre-identified parts of the state to prepare.
I attended a Zoom meeting with fire chiefs from all over the country to discuss the possibility of civil unrest during the election week. This is part of the Baggers group which includes fire chiefs from all size agencies, including those that responded to the most recent events that are of concern. Best practice and preparation was discussed in detail.
I attended the Southern Arizona Fire/EMS Regional Consortium (SAFERC) communication meeting via Zoom. We discussed the need to place captains at the communication center to manage resources. This was discussed last year pre-COVID in our budget study sessions. We will be adding that to the budget for next year.
Page 2 Political & Public Safety Interactions & Updates
Attached is the Arizona Fire Districts Association (AFDA) legislative update.
I toured the Community Bridges, Inc. (CBI) facility on Toole Avenue in Tucson. CBI is an integrated behavioral healthcare provider that addresses the ever-changing needs of our community. I will be serving on the advisory board representing emergency services in Pima County.
Deputy Chief Cesarek and I met with Bill Spurbeck and current chairman of Pima County board of supervisors, Ramon Valadez, to discuss a new program being offer by a local company, CPR2U. The program is a concierge medical service that will be tested as a pilot program at El Conquistador Tucson in mid-November. This was simply an introduction to the program.
We received the attached letter from Chief Executive Officer of Oro Valley and Northwest Hospitals, Jennifer Schomburg. We have an excellent working relationship with both facilities.
Marana Town Manager, Jamsheed Mehta, resigned in the council meeting on October 20th. Mehta held the position since March 2014. Prior to his position as Marana’s manager, Mehta worked for the City of Glendale, Arizona. Marana Police Chief Terry Rozema will serve as interim.
The Catalina Fire started in Catalina State Park late afternoon on Sunday, October 18th. The cause of the fire has been under investigation by law enforcement. The fire burned 47 acres with fire control operations completed on October 21st. We provided an initial attack with our auto aid partners from Northwest Fire District (NWFD). Multiple crews were committed throughout the duration of the fire, which focused on patrol and burning stumps in the Canada del Oro wash.
Regretfully, I must inform you of the passing of long-time Oro Valley resident, Lyra Done. Lyra was affectionately known as the “Queen of Oro Valley,” and was an avid supporter of Golder Ranch Fire District (GRFD). She was very active in the Oro Valley Chamber, including being long-time chairperson of the public policy committee. Lyra was one of the most positive people I have ever met and she truly loved the Oro Valley community. Not only was she a supporter of community, she truly had an affection for public safety personnel in both OVPD
Page 3 and GRFD. She was an exceptional lady and will truly be missed. As of this writing, there are no services planned.
Unfortunately, because of the limitations due to COVID-19, and to follow recommendations from public health officials, we did not participate in Halloween festivities at any of our facilities. We were, however, present at events within the district. We ensured distance was maintained, wore personal protective equipment (PPE), but did not allow tours of apparatus or facilities.
I hosted a dinner with NWFD Chief Bradley, Tucson Fire Chief Ryan, and their wives. It provided an opportunity to continue building our strong working relationships by getting to know each other better.
District Activities for the Month
Chiefs Abel, Brandhuber and Miller and I interviewed two facilitators for our upcoming strategic plan. Ina Wintrich, a retired professor from Arizona State University’s Bob Ramsey Business Institute, and Scott Ferguson from Lincoln Public Safety Management, a retired fire chief from California who works as part of a team of fire professionals, were both interviewed via Zoom to determine best fit for GRFD. Emergency Services Consulting International (ESCI) was also contacted, but opted not participate in the interview process. We received one proposal and have been awaiting the remainder of submittals. I have been evaluating organizational structure, succession planning, current standards of cover, current adopted apparatus replacement plan, and other items that will be reviewed. The focus is to do a detailed review internally then invite external stakeholders, such as Oro Valley, OVPD, businesses, homeowners, The Oro Valley Chamber, etc., to participate in and provide feedback on expectations.
The medical component of internal District operations has been very busy. We completed the first round of physical evaluations from our new provider, 1582, and were very pleased with the results. It is a much more enhanced physical evaluation for our personnel. Additionally, our new workers’ compensation provider has performed well. With a few minor hiccups, we are confident that the “pool” concept will be much more effective and provide state-of-the-art care for our injured employees. Our relationship with Banner Occupational Medicine has also performed as well as expected. All of these services are intended to provide the best care for our employees while ensuring they are capable to do the jobs they were hired for.
Page 4 We have been evaluating the pending COVID-19 immunization process, as we have been told that “first responders” will be in the first round of those to receive the immunizations. Additionally, we evaluated the coordination of the influenza immunization for our entire staff. Do not forget to get your flu shot if you have not done so already. Follow this link for more information Regular Memo 20-057 Influenza and COVID-19 Vaccinations Survey.
I toured the Tucson Emergency Room and Hospital with Chief Grissom and the Human Resources (HR) team. This is a very different and interesting concept for an emergency room and hospital as it is physician-owned and operated in a state-of-the-art testing and diagnostics facility. Although it is in the center of Tucson, we have been evaluating a contract as it is close to our current occupational doctor. Please follow this link for more information: https://tucsonerhospital.com/no- wait/?utm_source=Cox%20Media&utm_medium=cpc&gclid=EAIaIQobChMI9NX0_svG7AIVX iCtBh0wRQZNEAAYASAAEgIIufD_BwE
I spoke on the first day of GRFD Driver/Operator class. My topic was the importance of safe driving and the utilization of the Geo Tabs. Geo Tabs are tools that monitor engine operations and driving trends. They are installed on all District vehicles. This is an extremely valuable tool and will dramatically reduce the liability of the District. We shared this valuable and powerful tool with our Oro Valley partners and they began to evaluate it. Because of COVID- 19, we limited class sizes and offered the same class on different days. I spoke to the class again the following week.
The station 375 remodel continued to move forward on schedule and in budget. Chiefs Abel and Hilderbrand began the process for the turnout gear storage room for station 374, which was another bond project. We will look to the Board for further authorization.
I met with IAFF 3832 President Jones for dinner to discuss a variety of issues.
I called a meeting of administration managers to discuss temporary movements of personnel to facilitate the front lobby/back office remodel set to begin at Administration. There was some confusion as to the scope of the movement needed so the necessary adjustments were made.
We submitted a reimbursement request for over $25,000.00 in payroll overtime to Pima County. This was part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act as part of our COVID-19 response.
Page 5 We were notified this that we will NOT be receiving the Staffing for Adequate Fire and Emergency Response (SAFER) grant from the Federal Emergency Management Agency (FEMA). Although we have been very fortunate in the past, this round we were not awarded.
Personnel Updates
I met with Blane Leiber, the 9-year-old son of GRFD firefighter, Zane Leiber. While in the White Mountains, Blane rescued his young friend that had been significantly injured following a motorcycle accident. He carried his friend for more than a half mile back to his parents for assistance. Blane and I talked about the event and some of the challenges he faced. I recognized his efforts with a fire chief’s coin, certificate, and first aid kit. He is a fine young man.
Please follow this link for a story on KVOA referencing firefighter recruitment: https://kvoa.com/news/2020/10/21/what-does-it-take-to-be-a-firefighter-in-our- area/?utm_medium=social&utm_source=facebook_News_4_Tucson_- _KVOA&fbclid=IwAR1VIOy99ZHYORIpMjnIbI38fTeFsvbI6nkrbi6Qs32GPmNZZssm_QhBxyw
The recruitment effort for GRFD firefighters ended October 18th. We reviewed the applications we received and will be inviting 116 candidates to move on to the interview process. We anticipate the interview process to begin mid-November and the academy to start mid-January.
All suppression personnel “rebid” for positions at stations and shifts. There was a fair amount of movement in personnel. Please follow this link for the results of the latest department-wide shift bid: Regular Memo 20-054 September 2020 Shift Bid Results
The following communication was distributed to the organization regarding the acting HR Manager position. The memo was sent to provide clarity with a point of contact. Please follow this link: Regular Memo 20-058 Acting Human Resources Manager
We consulted with legal counsel regarding our long-established return-to-work process, which has been challenged by an employee. We have initiated an investigation into allegations from that employee. I will provide a detailed overview at the board meeting.
We continued to have some minor COVID-19 positive cases in our personnel and their family members; all from community spread. We remain very confident in our testing and personal
Page 6 protective equipment policies. Our numbers have been very similar or below other comparable agencies.
I am very proud to announce that Deputy Fire Marshal Jenn Akins successfully passed her Fire Protection Engineer examination! This is a HUGE accomplishment. The test was 85 questions over 9 1/2 hours. The test is offered once a year and she had been studying for 18 months. She was eligible to take the test because she has a civil engineering degree from Arizona State University. Immediately after college, she took the fundamentals of engineering (FE) examination, which was an 8-hour test, successfully passed, and became an engineer in training (EIT). Usually, the candidate must achieve four years of experience as an EIT working under a professional engineer (PE). Last year, the state approved her to take the PE in fire protection instead of civil engineering, likely because of her position. The only thing left to do is the paperwork and to obtain five references from PEs, then she will be certified. We couldn’t be more proud of Jenn and her accomplishment. Not only is this one of the most difficult certifications to obtain, but it is one that is highly sought after by cities, towns, and fire departments/districts. We are so lucky to have her on our staff and look forward to her continued success! Congratulations Jenn! A formal announcement and press release will be forthcoming.
Commendations and Thank You Letters Received for the Month
• Thank you picture for Captain Adam Jarrold after a Zoom presentation for Legacy Traditional School
• Thank you picture; no person or school was mentioned along with the picture
• Thank you card for Paramedic Justin Jansen
• Thank you card for Captain Adam Lundeberg, Engineer Thomas Logan, Paramedic Trevor Carlson, Firefighter Camden Garcia, Fire Medic Randy Scholey, and Probationary Firefighter Paxton Moran
• Thank you letter for Battalion Chief Will Seeley
• Thank you letter for Deputy Chief of Training Tony Rutherford
• Thank you letter for Division Chief of Operations Josh Hurguy
Page 7 Hernandez, Maggie
From: John Flynn
Importance: High
Outside spending on Arizona legislative races as of October 20th was $12.1 million dollars. Groups supporting Democratic candidates have spent $8.1 million and groups supporting Republican candidates spent $4.0 million. Nearly $5 million of the Democratic group spending has been allocated to just five races: o $1.2 million to defeat Sen. J.D. Mesnard (LD‐17, Chandler) and replace him with AJ Kurdoglu
o $1 million to defeat Walt Blackman (LD‐6, Payson) and replace him with Coral Evans
o $1 million for the open LD‐6 Senate seat, Felicia French (D) vs. Wendy Rogers (R)
o $850K to defeat Anthony Kern (LD‐20, Glendale) and replace him with Judy Schwiebert
o $850K to defeat Kevin Payne (LD‐21, Sun City) and replace him with Kathy Knecht Outside groups supporting Republicans have spent $4 million dollars to maintain the GOP majority. Around 75% of that money has been spent on five races: o $760K to support Senator J.D. Mesnard (LD‐17, Chandler)
o $730K to support Senator Kate Brophy McGee (LD‐28, Paradise Valley) facing Christine Marsh ($572K in outside spending)
o $536K to support Wendy Rogers’s bid for the open Senate seat in LD‐6
o $490K LD‐20 House race to re‐elect Anthony Kern and Rep. Shawnna Bolick
o $430K to support Senator Paul Boyer (LD‐20, Glendale) facing Doug Ervin ($620K in outside spending)
As of Friday, Arizona voters have returned 1,469,981 ballots for the November 3 General Election, which accounts for 34% of all registered voters in the state. Democratic voter turnout continues to lead Republican voter turnout 44% to 33%. See all the detailed Arizona voting data which is sourced from Saguaro Strategies.
Eight days remain until the November 3 General Election. Attached is a summary of the candidates for each of Arizona’s 30 legislative districts (LD), along with the voter registration breakdown count for each LD (courtesy of Clarus Group).
Legislative / Regulatory / Elections / Political Calendar November 3rd – General Election (8 days)
December 1st – Elected fire board members terms of office begin
Upcoming at AFDA November 5, 2020 – AFDA Board Meeting – Thursday, November 5, 2020 at 10:00 a.m. NOTE: ZOOM TELECONFERENCE ONLY (on site meetings cancelled until further notice)
December 3, 2020 ‐ AFDA Board Meeting – Thursday, December 3, 2020 at 10:00 a.m. NOTE: ZOOM TELECONFERENCE ONLY (on site meetings cancelled until further notice)
1 December 10, 2020 – Fire District Elected Official Required Statutory Training – Drexel Heights Fire District, TUCSON: Thursday, December 10, 2020 at 8:30 a.m. ‐ Register Here
December 11, 2020 – Fire District Elected Official Required Statutory Training – GRPSTC, GLENDALE: Friday, December 11, 2020 at 8:30 a.m. ‐ Register Here
January 22, 2021 – Fire District Elected Official Required Statutory Training – MOHAVE COUNTY ‐ Kingman, Friday, January 22, 2021 at 8:30 a.m. (details coming soon)
February 19, 2021 – Fire District Elected Official Required Statutory Training – COCONINO COUNTY, Friday, February 19, 2021 at 8:30 a.m. (details coming soon)
March 19, 2021 – Fire District Elected Official Required Statutory Training – NAVAJO COUNTY, Friday, March 19, 2021 at 8:30 a.m. (details coming soon)
2
Early voting is open, and our state continues to be a high-profile battleground in the 2020 election cycle. Candidates for every level of office are vying for votes, and there will be a lot of things to decide as you consider your ballot – either at the polls or through the mail. Click here for more details on candidates, ballot propositions, and voting options.
25 Days until Election Day
Budget Update: Projected Deficit Turned to Surplus
Even economists are surprised at the strength of the state’s finances during the COVID-19 pandemic. There have been significant hits to low-wage jobs and the state’s tourism and restaurant industries, but overall the economy has improved enough for the legislative budget office to predict a surplus of at least $411 million next year.
The state’s Finance Advisory Committee convened this week to discuss the details:
• The pandemic still casts a shadow. The ongoing presence of COVID-19 is still a factor in any economic forecasts. If case numbers spike again or consumer behavior changes significantly, there will be more impacts for businesses and tax revenues.
• There are questions around federal aid. The state has received $1.86 billion in COVID-19 aid funding from Congress, but the legislature doesn’t know all the details about how the Governor allocated it – or exactly how much is left. Some of the funds have helped state agencies reduce their reliance on the state’s General Fund, thus saving the state money, and the Governor still has an estimated $425 million to spend. Legislative Democrats want him to spend it on their policy priorities – like unemployment benefits or technology for schools – but the Governor wants to have some reserved for future needs. It’s also unclear whether Congress will provide another round of aid funding, which could directly impact the state’s economy.
© 2020 Clarus Companies. All rights reserved. 1 | P a g e O c t o b e r 9 , 2 0 2 0 • A full economic recovery won’t happen right away. State economists have varying predictions about how long it will take for the state’s economy to bounce back to pre-pandemic levels, but everyone agrees the recovery will be much faster than it was after the “Great Recession” that happened more than ten years ago – likely within a year or two.
• Arizona has an advantage. A recent report ranked our state at the top of the list in economic momentum, for various reasons. We’re third in population and overall economic momentum and fourth in employment, though we rank near the middle in personal income levels.
• Arizona’s leaders will have decisions to make. When the legislature convenes next year and budget hearings begin, there will be many issues and entities asking for money. The state’s automatic spending – on voter-approved priorities like growth in healthcare and education programs – will increase by approximately $564 million. The state Department of Public Safety will have a deficit of $161 million as the controversial Highway Safety Fee goes away, and many other proposals will come before the House and Senate Appropriations Committees.
There are still a lot of Arizonans out of work or looking for new jobs, and once federal aid funds are gone there will be more demands for state resources. But Arizona’s strong budget is great news for everyone, and it gives policymakers options as they head into a new year and new legislative term.
Budget Update: State Agencies Plan for Next Year
Every year, agencies must submit their budget plans to the Governor’s office in September. Here are highlights from those proposals, which Governor Ducey will consider as he prepares his budget plan that will be released in January:
Arizona Department of Economic Security (DES)
The DES budget priorities do not include new investments in technology, which have been in the news during the agency’s important role during the COVID-19 pandemic. Its budget request for next year includes:
• Authority to spend $16.3 million in federal grant funding for increased enrollment in child care programs; • $3.4 million for building repair projects;
© 2020 Clarus Companies. All rights reserved. 2 | P a g e O c t o b e r 9 , 2 0 2 0 • $8.4 million for capital projects – including an expansion of its Sierra Vista building, a parking lot replacement at its Flagstaff facility, and clean-up of a property that used to be a dump so it can save money by returning the land to the Arizona State Land Department; • $14 million to continue the state’s increased access to health care; • More than $100 million for increased caseload growth in DES programs; and • $5.9 million to cover increased costs of housing for individuals who are enrolled in the Division of Developmental Disabilities’ Long-Term Care System.
Arizona Department of Corrections, Rehabilitation & Reentry (ADCRR)
The ADCRR outlined an array of building repairs and projects it hopes to include in next year’s budget plan, as well as these priorities:
• $21.3 million to fully fund the Department’s building improvement plans for the year; (The state has a Building Renewal Formula designed to fund these priorities, but that formula has only been fully funded once in the last 30 years.) • $5 million for substance abuse programs to help inmates avoid addiction and recidivism; and • $6.4 million for radios and stab-proof vests for prison staff.
The Department warns that “persistent declines” in funding mean that it faces a $1.8 million shortfall in its budget this year – a deficit that could grow to $6.8 million by 2023, and one that could hinder its ability to provide food and healthcare for inmates. The agency hopes state leaders will designate a consistent revenue stream to fund prison operations.
In the Courts
A Superior Court started hearings in Arizona bar owners’ lawsuit against Governor Ducey’s COVID- 19 executive orders. The U.S. Supreme Court won’t stop minor league baseball players from being paid the minimum wage when they’re doing Spring Training in Arizona. The federal government agreed to partly resolve a lawsuit about its education programs for Havasupai students. Federal courts said (again) that the U.S. Census count must continue until October 31. The Arizona Court of Appeals says the state has to amend birth certificate paperwork to include same-sex marriages. The Arizona Attorney General can move forward with his consumer fraud charge against Google. The Arizona Supreme Court won’t overturn a ruling in favor of Governor Ducey’s authority to prohibit evictions.
© 2020 Clarus Companies. All rights reserved. 3 | P a g e O c t o b e r 9 , 2 0 2 0 In the News
Rep. Lorenzo Sierra (D-Avondale) is hospitalized with COVID-19 complications. This Arizona veteran got a hero’s memorial. This Task Force will focus on preventing unemployment fraud. The election in this legislative district is litigious. These legislative races are expensive. The Governor is proceeding with his plan to close the Florence prison. This report says Arizona is one of the worst states for children’s safety in automobiles. This study says masks matter. Arizona received a $31.6 million grant to fight opioid addiction. Legislative Democrats want more diversity on the Independent Redistricting Commission. There’s bipartisan support for bringing the U.S. Space Force to Arizona.
In the Election
A federal judge said Arizonans get three more weeks to register to vote before the November election, but the Arizona Attorney General appealed the decision. A Superior Court judge said that in some cases, Arizonans can vote by video. Voters whose early ballot signatures don’t match – or are missing – can’t fix them after Election Day.
© 2020 Clarus Companies. All rights reserved. 4 | P a g e O c t o b e r 9 , 2 0 2 0
Legislative Arizona Senate Arizona House of Representatives District Judy Burges – R Karen Fann** – R District 1 Quang Nguyen – R Gilbert Carillo – D Judy Stahl – D Republican 51% Democratic 19% Other 30% Andrea Dalessandro – D (currently serving in the Senate) Rosanna Gabaldón – D (currently serving in the House) District 2 Daniel Hernandez** – D Mark Workman – R Deborah McEwen – R Democratic 43% Other 33% Republican 24% Andres Cano** – D District 3 Sally Ann Gonzales** – D Alma Hernandez** – D Democratic 52% Other 31% Republican 17% Travis Angry – R Charlene Fernandez** – D District 4 Lisa Otondo** – D Joel John – R Gary Snyder – Independent (write-in candidate) Geraldine “Gerae” Peten** – D Democratic 40% Other 36% Republican 24% Sonny Borelli** – R Leo Biasiucci** – R District 5 Amanda Murray – D (write-in candidate) Regina Cobb** – R Zachary Schul – D (write-in candidate) Republican 50% Other 34% Democratic 16%
Page | 1 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District
Art Babbott – Independent Felicia French – D Brenda Barton – R District 6 Wendy Rogers – R Walter “Walt” Blackman** – R Coral Evans – D Republican 39% Other 30% Democratic 30%
Jim Parks – R David Peelman – R District 7 Jamescita Peshlakai** – D Arlando Teller** – D Myron Tsosie** – D Democratic 51% Other 27% Republican 22% David Cook** – R T.J. Shope – R (currently serving in the House) Sharon Girard – D District 8 Barbara McGuire – D Cristefano Lessard – D (write-in candidate) Frank Pratt – R (currently serving in the Senate) Other 35% Republican 34% Democratic 31% Randall “Randy” Friese** – D District 9 Victoria Steele** – D Pamela Powers Hannley** – D Brendon Lyons – R Democratic 43% Republican 29% Other 28%
Page | 2 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District Domingo DeGrazia** – D Kirsten Engel – D (currently serving in the House) Mabelle Gummere – R District 10 Justine Wadsack – R Stephanie Stahl Hamilton – D Michael Hicks – R Democratic 40% Republican 30% Other 29%
Mark Finchem** – R
Vinden “Vince” Leach** – R Wade Murphy – R (write-in candidate) District 11 JoAnna Mendoza – D Felipe R. Perez – D Bret Roberts** – R Republican 39% Other 32% Democratic 29% Warren Petersen – R (currently serving in the House) Travis Grantham** – R District 12 Lynsey Robinson – D Jake Hoffman – R Republican 46% Other 32% Democratic 23% Timothy Dunn** – R Brent Backus – R (write-in candidate) District 13 Joanne Osborne** – R Sine Kerr** – R Mariana Sandoval – D Republican 42% Other 33% Democratic 25% Kimberly “Kim” Beach-Moschetti – D Gail Griffin** – R David Gowan** – R District 14 Joshua Hampton – D (write-in candidate) Bob Karp – D Ronnie Maestas-Condos – D Becky Nutt** – R Republican 42% Other 32% Democratic 26%
Page | 3 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District Kristin Dybvig-Pawelko – D Nancy Barto – R (currently serving in the House) District 15 Steve Kaiser – R Matt Smith – Libertarian (write-in candidate) Justin Wilmeth – R Republican 42% Other 33% Democratic 26% Helen Hunter – D District 16 Richard Grayson – D (write-in candidate) John Fillmore** – R Kelly Townsend – R (currently serving in the House) Jacqueline Parker – R Republican 43% Other 35% Democratic 23% Liz Harris – R J.D. Mesnard** – R District 17 Jennifer Pawlik** – D Allan “A.J.” Kurdoglu – D Jeff Weninger** – R Republican 37% Other 33% Democratic 30%
Denise “Mitzi” Epstein** – D Don Hawker – R Sean Bowie** – D District 18 Jennifer Jermaine** – D Suzanne Sharer – R Bob Robson – R Chris Wilson – Constitution (write-in candidate) Democratic 35% Republican 33% Other 32% Jose Diego Espinoza** – D District 19 Lupe Chavira Contreras** – D Lorenzo Sierra** – D Democratic 45% Other 38% Republican 16%
Page | 4 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District Shawnna Bolick** – R Paul Boyer** – R District 20 Anthony Kern** – R Douglas Ervin – D Judy Schwiebert – D Other 36% Republican 34% Democratic 30%
Kathy Knecht – D District 21 Rick Gray** – R Kevin Payne** – R Beverly Pingerelli – R Republican 38% Other 34% Democratic 29%
Frank Carroll** – R David Livingston** – R Wendy Garcia – D District 22 Sarah Tyree – D Mary “Kathleen” Honne – D Ben Toma** – R Republican 47% Other 29% Democratic 23%
Joseph Chaplik – R Seth Blattman – D John Kavanagh** – R District 23 Michelle Ugenti-Rita** – R Eric Kurland – D Joe Romack – R (write-in candidate) Republican 44% Other 31% Democratic 25%
David Alger, Sr. – R Lela Alston** – D Robyn Cushman – R District 24 Ray Michaels – R Jennifer Longdon** – D Amish Shah** – D Democratic 45% Other 34% Republican 20%
Page | 5 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District Russell W. Bowers** – R Tyler Pace** – R District 25 Suzanne Hug – D Paul Weigel – D Michelle Udall** – R Republican 44% Other 32% Democratic 24%
Melody Hernandez – D Jae Chin – R Bill Loughrige – R District 26 Juan Mendez** – D Athena Salman** – D Seth “Marcus” Sifuentes – R Democratic 40% Other 39% Republican 21%
Reginald Bolding** – D Rebecca Rios** – D District 27 Tatiana Peña – R Garland Shreves – R Diego Rodriguez** – D
Democratic 50% Other 36% Republican 14% Kenneth R “Ken” Bowers, Jr. – R Kate Brophy McGee** – R Kelli Butler** – D District 28 Christine Porter Marsh – D Jana Jackson – R Aaron Lieberman** – D Republican 35% Democratic 33% Other 31%
Page | 6 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Legislative Arizona Senate Arizona House of Representatives District Richard Andrade** – D Charles Carpenter – Libertarian (write-in candidate) Billy Bragg – R District 29 Martín J. Quezada** – D Cesar Chavez** – D John Wilson – R Helen Fokszanskyj-Conti – R Democratic 43% Other 39% Republican 17% Robert Meza** – D District 30 Otoniel “Tony” Navarrette** – D Raquel Terán** – D Democratic 42% Other 39% Republican 19%
Page | 7 UPDATED AUGUST 12, 2020 ** INDICATES INCUMBENT WHO CURRENTLY HOLDS THE ELECTED OFFICE VOTER REGISTRATION NUMBERS ROUNDED TO NEAREST PERCENTAGE; DATA FROM ARIZONA SECRETARY OF STATE, UPDATED AUGUST 4, 2020
Golder Ranch Fire District MEMORANDUM
Date: October 22, 2020
To: All Suppression
From: Tony Rutherford, Deputy Chief of Training
Subject: Assessors for New Hire Testing
The Training Division is currently accepting letters of interest for members that want to participate as assessors for the upcoming assessment center portion of the new hire testing process. The assessment center is scheduled November 16th through the 19th. If interested, you must commit to the entire week to maintain consistency throughout the process.
Please forward a letter of interest through your chain of command to [email protected] prior to 1600 hrs. on November 2, 2020. In your letter of interest, please include any qualifications that may support your selection. The letter of interest will be used in the selection process, so please put some thought into the content.
The members selected will be notified by end of day on November 6, 2020. Times and location are to be determined by the number of candidates testing and will be announced as we get closer to the testing process. If you have any questions to the process, please contact Autumn in Training.
Board Services Manager – Brooke Painter October 2020 Meetings, Trainings & Events Attended for the Month
Manager Painter attended the weekly direct reports staff meetings with Chief Karrer and his
direct reports, as well as, the Fire Chief’s status meeting with all of the managers.
Manager Painter, Administrative (Admin) Assistant Hernandez, Administrative (Admin)
Specialist Ramos and Records Specialist (RS) Ortiz attended the weekly Board Services
meetings. Admin Specialist Ramos attended Facilities, Operative IQ (OPIQ) staff meetings,
and meetings related to the station 375 remodel.
Manager Painter, Admin Specialist Ramos and Admin Assistant Hernandez met with
furniture specialist, Barb Garlow, from Forward Tilt again. We reviewed the layout ideas she
had sent to us based upon the notes and measurements she took on her previous visit to the
office. The three of us made our final selections for the furniture and coordinating colors that
will be in the front lobby and Admin Assistant Hernandez’s office.
Manager Painter attended and co‐chaired the education committee of the Arizona Municipal’s
Clerks Association via teleconference. She also attended the AMCA’s communication
committee meeting as the liaison for the education committee via teleconference.
Manager Painter attended the AMCA Board Retreat via Zoom. This was a strategic meeting to
prepare for the upcoming year.
Manager Painter coordinated and hosted a Public Safety Personnel Retirement System meeting
to approve the retirement application from Captain Lamanda.
Manager Painter attended the Oro Valley State of the Town Address via Zoom.
RS Ortiz continued to scan and email thank you cards received for the District to the recipients and their respective supervisors. Admin Assistant Hernandez continued to mail letters of acknowledgement to the senders for the gratitude correspondence and/or donations received.
RS Ortiz continued her preservation project of the Oracle Junction meeting minutes by
transcribing them. Hard copies will be held in individual files and electronic copies will be
kept in Document Locator. Admin Assistant Hernandez assisted with the project this month.
Admin Specialist Ramos and RS Ortiz were asked by Deputy Chief Cesarek to organize a retirement party for Captain Lamanda. Both shopped for supplies, set up and decorated the
Training auditorium, and cleaned up after the event. Lunch for Administration and Training staff was held on October 29th from 11:30 am to 1:00 pm then crews rotated in from 1:30 pm to
4:00 pm to say farewell. It turned out to be a nice event to recognize Captain Lamanda’s time
with the District. Thank you to those who attended.
Records
RS Ortiz responded to 9 records requests for the month of October.
The breakdown is as follows:
Environmental Reports 1
Outstanding Code Violations/Inspection Report 1
Fire Reports 2
Incident Reports ‐
Medical Records 5
Billing Records ‐
Other ‐
Page 2 The National Fire Incident Reporting System (NIFRS) began to roll out a new platform for
reporting. RS Ortiz has been attending Zoom meetings to learn how to use the new site.
Wildland has a form they are required to carry with them when they report to wildland
fires. RS Ortiz worked with Firefighter Peterson to type the form small enough to be
created into a card that they could carry with them for easy accessibility. The cards were
laminated for durability as well. Enough cards were created to give to each wildland
firefighter.
A local Wist representative has been attempting to get Golder Ranch Fire District’s business
for the ordering of office supplies. In the past, their prices were not competitive; however,
recently, the representative has been able to match the prices of Office Depot. RS Ortiz
began to order supplies from Wist, but will continue to compare prices to make sure the
District is getting the best rate.
Prior to his retirement, Captain Lamanda sat down with RS Ortiz and named pictures of
old fleet. This knowledge will help to preserve the District’s old fleet photos.
Administrative Assistants’ Activities
Administrative Specialist Ramos continued with her daily duties by providing clerical assistance to Board Services, IT and Facilities, and wherever else her assistance was requested.
She also assisted the chiefs with any special projects they requested her assistance with.
She assisted Facilities in the coordination and installment of the reverse osmosis system in
the administration north kitchen.
She assisted Chiefs Abel and Hilderbrand with the station 375 remodel and worked with
the vendor and crews at station 375. She helped coordinate the delivery of chairs from
Forward Tilt for the station. They were delivered to the Administration complex for
storage until the station remodel is complete.
She continued to receive and place orders for the stations’ kitchen appliance and supplies
requests.
Page 3 She continued to circulate birthday cards for Administration staff. She coordinated a
COVID‐safe recognition with treats for the October birthdays.
Administrative Assistant Hernandez continued to answer the phone, collect and distribute packages, and assist wherever needed along with her daily duties.
She continued to perform symptom checks and temperature scans for anyone outside of the
District needing entrance into the building until the administration building was shut
down for construction.
As a public location for digital fingerprinting for Arizona Department of Public Safety
(AZDPS), Admin Assistant Hernandez took 43 sets of fingerprints for the month of
October. Since the building will not be accessible due to the construction, no fingerprinting
will be scheduled until December, or until construction is complete.
She completed Non‐Suppression Driver Training in Target Solutions.
She continued to enter purchase order amounts into the Administration, IT and Facilities
budget spreadsheets and file accordingly.
There were 19 lockboxes sold at the front desk. Administrative Assistant Leonard began to
schedule all lockbox appointments at Fire & Life Safety until the administration building
can be re‐opened.
Page 4 Community Relations Manager – Anne Marie Braswell October 2020 Meetings, Trainings & Events Attended for the Month
10/2‐ CRM Braswell and PIO Jarrold participated in an interactive Zoom session with students from Innovation Academy. CRM Braswell filmed PIO Jarrold while he provided a live truck tour and then provided a safety talk, while allowing students time to ask questions and make comments. It was a successful virtual public education effort. 10/2‐ CRM Braswell met with OV Chamber CEO Dave Perry. 10/5‐ CRM Braswell participated in the fire chief and direct reports meeting. 10/6‐ CRM Braswell participated in the fire chief and manager meeting. 10/6‐ CRM Braswell and PIO Jarrold participated in an interactive Zoom session with students from Legacy School. CRM Braswell filmed PIO Jarrold while he provided a live truck tour and then provided a safety talk, while allowing students time to ask questions and make comments. It was ANOTHER successful virtual public education effort. 10/7‐ CRM Braswell participated in the Town of Oro Valley Council meeting via zoom. The Town presented GRFD with a proclamation in recognition of Fire Prevention Month and CRM Braswell provided brief recognition and comments thanking the Town for the continued partnership. 10/8‐ CRM Braswell and PIO Jarrold met with Public Educators from NWFD and local State Farm Agents, Jim Miller and Wendy Wise to take a photo in recognition of their donation to both Fire Districts. The State Farm Agents purchased fire safety packages for Fire Prevention Month to be distributed to Fire District families. The packages donated to GRFD were given to Leah Noreng of the Amphi Foundation for distribution. 10/8‐ CRM Braswell and PIO Jarrold participated in a Facebook Live that TFD hosted to discuss Fire Prevention Month efforts. 10/9‐ CRM Braswell and PIO Jarrold participated in a tour of the Tucson ER and Hospital to learn more about the new facility. 10/14‐ CRM Braswell participated in the annual Oro Valley Chamber Board retreat at El Conquistador. 10/14‐ PIO Jarrold provided fire extinguisher instruction at Quail Park. 10/15‐10/18‐ CRM Braswell was out of town with family for fall break. 10/19‐ CRM Braswell participated in fire chief and direct reports meeting. 10/20‐ PIO Jarrold met with reporter from KVOA Channel 4 to film video for a story related to our firefighter recruitment. 10/20‐ CRM Braswell participated in a Facebook Live with the Oro Valley Chamber to celebrate the opening of a new spa, Spawell, on the property of the El Conquistador. 10/21‐ PIO Jarrold met reporter from KVOA Channel 4 on the training ground so that they could film live broadcasts for their morning show related to our firefighter recruitment. 10/21‐ CRM Braswell participated in the monthly Oro Valley Hospital Board of Trustees meeting via Zoom. 10/22‐In recognition of Domestic Violence Awareness Month (October), GRFD staff posed for a photo for social media to show our support. Paint Pima Purple is the hashtag used to show solidarity in our region to support victims of domestic violence. 10/22‐ CRM Braswell and PIO Jarrold participated in a virtual candidate forum hosted by the Marana and Oro Valley Chamber via Zoom. 10/26‐ CRM Braswell participated in fire chief and direct reports meeting. 10/26 and 10/27‐ PIO Jarrold participated in teaching Fire Officer 1 class. 10/26‐ CRM Braswell participated in Zoom meeting with members of the committee who are planning the Halloween chalk art event and drive thru at Oro Valley Marketplace. GRFD will have a truck present and have donated candy and plastic helmets for the children who drive thru. 10/28‐ CRM Braswell participated in the Marana Chamber Community and Regional Update via Facebook Live. 10/28‐10/29‐ CRM Braswell and PIO Jarrold participated in a social media webinar. 10/29‐ CRM Braswell stepped out of social media webinar briefly to participate in the Oro Valley State of the Town meeting virtually.
GRFD in the News and on Social Networking
Below are some of the highlights from October 1, 2020‐ October 31, 2020 regarding notable media and social media out reach. All links to media stories are on the GRFD Facebook and/or Twitter and Instagram pages.
On October 1st, we shared a PSA featuring Fire Chiefs Ryan, Bradley and Karrer providing grilling safety tips. This year’s Fire Prevention theme was centered around kitchen safety and in Southern Arizona we can cook outside year round so we felt it was a fun and relevant way to participate in public education and fire prevention efforts. On October 4th, we shared “America’s Tribute to Fallen Firefighters” hosted by the National Fallen Firefighters Foundation. The tribute honored 82 fallen firefighters who died in the line of duty in 2019.
Page 2 On October 7th, we shared a fun promotional video inviting teachers to reach out to us if they were interested in doing virtual fire prevention education via Zoom. On October 8th, we shared a photo of NWFD Public Educators, GRFD PIO and Public Educator and local State Farm agents Jim Miller and Wendy Wise to celebrate Fire Prevention Week and also recognize the donation of fire safety packages that the insurance agents gave us. On October 16th, we shared another episode of the GRFD podcast featuring PIO Jarrold talking about the self‐awareness that is required when you are in public safety and choose to have a personal social media presence. It was a great episode, particularly for those who are seeking employment with GRFD in the upcoming recruit academy. On October 18th, we shared media coverage of the brush fire that was burning in the Catalina Mountains. PIO Jarrold responded to the scene to provide real time updates to media. Thankfully, the fire was successfully extinguished within a couple of days. On October 21st, KVOA Channel 4 did a story about our upcoming recruit academy by staging a reporter and photographer at our training ground and doing live hits throughout their morning show. PIO Jarrold was on site for the duration.
Page 3 IT Manager – Herman Rascon October 2020 IT Applications Group Activities/Projects
The GRFD IT Applications group has been working on the following projects:
We have added a new layer of security to our patient reporting laptops called the BIND server. The BIND server will add another layer of security to the PCR Tablets via dynamically redirecting web browser traffic to IT controlled destinations, preventing any misuse of Golder Tablets via the web.
Another major achievement was the creation of a Name‐Change script into production for the Panasonic CF‐20 rollout, greatly expediting the process of getting the new PCR Tablets ready for deployment. Before the creation of the Name‐Change script software had to be manually installed for each tablet.
The application group is also focused on the new staffing program by Kronos, Workforce TeleStaff. TeleStaff is a proven automated scheduling solution used by Tucson Fire and Northwest Fire District. TeleStaff optimizes the scheduling, communications, and deployment of public safety personnel. We are currently working on several components to make it work with our current fire record system and send text messages.
New temperature monitor for drug boxes called ThermaData. ThermaData Wi‐Fi loggers are rugged, durable, and splash‐proof. They are easy to install and connect. The free browser ThermaData Cloud interface allows you to monitor all your ThermaData loggers from one centralized dashboard, even from multiple locations, and be notified immediately of any alarm conditions.
The ThermaData Wi‐Fi loggers are battery powered for up to 1‐year of typical use. We can set our preferred logging interval and alarm limits to get email and text alerts in real‐time. If the transmission is interrupted, it stores up to 18,000 readings on board for later access. Each logger is outfitted with an intuitive big‐digit LCD screen displaying temperature, alarm condition, and remaining battery.
We just recently deployed a test ThermaData Wi‐Fi logger into our Paramedic vehicle, and the device is currently placed inside the drug box. We have set a High Alarm of 86F, which will trigger the alarm if the drug box reaches that temperature and will notify us directly via SMS and Email, we have also set a Low Alarm of 59F that if the drug box reaches that temperature It will notify us the same way. We will be constantly monitoring its performance and reliability before we decide if this device is right for us.
IT Systems Group Activities/Projects
The GRFD IT Systems group has been working on the following projects:
US Digital Designs (USDD) deployment is complete. USDD is our new station alerting system that will replace our current system. The USDD Phoenix G2 Fire Station Alerting System is comprised of a central ATX Station Controller and a network of alerting peripherals that alert first responders throughout a fire station via audio, display, lighting, and auxiliary input/output (I/O) components. We have completed the new wireless system upgrades at stations 370, 377, and 380. The next locations for WiFi upgrades will be 373, 374, and 376. The upgrades consist of new access points and a new controller. The new Ruckus SmartZone controller is a new virtual appliance that allows us to bring our Wireless Access Point devices internal. We no longer need to have third party vendors manage our Wireless controller. Implementing this will increase our security, reduce funds for managing it, and allows us to expand this technology to other stations and agencies. The new Electronic patient care reporting (EPCR) tablets are now ready for deployment. These new EPCRs laptops are lighter, smaller, and have great battery life. They also have the ability to transform into a tablet mode, allowing the crews to get signatures easier and use it with patients more effectively. We have begun the deployment of our new servers that will support the agency for the next five years. The applications and services that live on the old servers will be moved in the following weeks, down‐time will be required for the least amount of impact on the administration and suppression staff. With these new servers, we will be able to increase our storage capacity.
Emergency/Life Safety Services – Tom Brandhuber October 2020
A/O D/O Class Tender Shuttle/Drafting
Assistant Chief’s Activities for the Month
Attended the following: October GRFD Board meeting Annual Arizona Ambulance Association meeting, o Elected President beginning Jan 01, 20020 AZ Bureau of EMS‐ Article 9 Ground Ambulance Certificate of Necessity meeting o Placed on the Rulemaking Workgroup for Article 9 Ground Ambulance Certificate of Necessity SAFERC meeting
Participated in the following: Chief Karrer’s weekly direct report meeting Arizona Ambulance Association monthly board meeting Southern Arizona EMS Medical Council quarterly meeting Pima EMS Medical Council quarterly meeting Pima County Health Department COVID‐19 vaccination planning Interviews of Strategic Planning companies Held the following: Direct reports weekly meeting Regional COVID‐19 bi‐weekly zoom meetings Recruit Academy planning meetings
EMS
Community Integrated Healthcare Program Patient census for the CIHP program was low for the month of October, one patient in the program at the end of the month Paramedic Jansen has been working with Amber Prince in the skills training labs for the month
Covid‐19 Response The EMS Division continues to focus on the COVID‐19 response, seeing a little up‐tick, not alarming, for patients testing positive We received a shipment of the remaining Honeywell P‐100 masks at the beginning of the month o 24 large masks remain on order Received notice that latex gloves are still experiencing shortages, placed a large order to keep us ahead of any supply issues We are testing a different latex glove as well, to have options in case the supply chain crumbles
Ambulance billing Another excellent month for the billing team, processing claims went very well, and transport numbers are on the rise Worked directly with Chief Kahle of Rincon Valley Fire District regarding their end of year data to complete the state required ARCR (Ambulance Revenue and Cost Report) No changes to report in processing, everything is working well in the billing system
Other Items of Interest The EMS division completed the first month of skills labs, while the training takes up most of the month, the information shared with providers is well worth the effort During the labs there is a CPR challenge, 2 minutes of CPR on a high fidelity mannequin for a score
Page 2 o Seven members of the department scored perfect scores, the majority scoring either 98 or 99 percent Captain Michael Lamanda completed his 30 years of employment and retired on October 30, 2020
Page 3 Training
AO/DO Class 2020 Page 4 Courses Aerial Operator/Driver operator course began September 21, 2020 and will end November 24, 2020 o 16 students are currently enrolled Captains Certification course began September 21, 2020 and will end November 24, 2020 o 15 students are currently enrolled
Academy Application deadline closed October 18, 2020 Assessment center and oral boards are taking place November 16‐20, 2020 o 116 candidates are moving on to the assessment center and oral boards
Miscellaneous 2020 VFIS training was assigned to all personnel and volunteers through Target Solutions Ran monthly Office of Inspector General report on all Golder Ranch Fire District employees and volunteers Working on reviewing and updating all Task books
Probationary Modules Module IV test has been updated Module IV books were due October 26‐28, 2020 Module IV written testing will take place November 4‐6, 2020 Module IV practical testing will take place November 10‐13, 2020
Car Seat Program 5 car seat installs were done in the month of October
Health and Safety/Crew Scheduler
Health and Safety Assisting the Peer Support team in various issues Implementing Telestaff to entire district o Training will take place late November Updating Health and Safety related policies Regional Peer Support training Part 2 of 1582 annual medical exams November 2‐6, 2020
Page 5 Presented education to the Fire Officer Class on Health and Safety
Crew Scheduler Assisting Health and Safety with various issues Implementing Telestaff Crew Scheduler entries
Wildland
Assignment Catalina Fire o Date‐ 10/18/2020‐10/31/2020 o Personnel‐ Waldorf, Leslie, Ortiz, Morgan, Gamez, Huber, Bell, Rosas, Port, Spanarella, Labas, Colby, and Lundeberg o Location‐ The Catalina fire was located east of the Oracle Road and Tangerine intersection on the Hoffman Ranch o Acres‐ 47 o Containment‐ 100%
PCWT Rotation Type 1‐ Unavailable Type 1 Support Tender‐ Unavailable Type 2 Support Tender‐ Unavailable Type 3‐Unavailable Type 6‐ Unavailable
Page 6 Honor Guard/Pipes and Drums
Expenditures Honor Guard o No expenses in the month of October o District credit card and Honor Guard budget is all squared up Pipes and Drums o No expenses in the month of August
Events Honor Guard meeting was held October 23, 2020 at 380 Honor Guard – 100 Hundred Club Event o Joint assignment with Northwest Fire and Tucson Fire at the Harley Dealership o 1 off‐duty member‐ Unger Pipes and Drums – no events
Special Operations
Classes/Training Three members are attending hazmat class o Captain Ben Jones o Firefighter Anthony Rios o Fire Medic Kyle Campbell Toxmedic class November 4‐5,2020
Finance
UAAL As discussed last month in the Finance Admin Report, the Golder Ranch Fire District (GRFD) UAAL (Unfunded Actuarially Accrued Liability) was as of June 20, 2019 $19.7M. This number is expected to grow to a present value of $22M by 2022. Because the UAAL is an annual cash flow, or annuity, its value is expressed as a present value. The future value of the cash flow (if the obligation is paid down over 17 years) is $45M. Whenever a present value of a future cash flow is calculated, an implicit interest rate is used. In the case of the PSPRS UAAL, that
Page 7 interest rate is the average rate of return for the plan financial assets as a whole: currently 7.3%. To put it simply, GRFD must pay down its pension obligation both principle and interest at a rate of 7.3%. Currently, the market interest rate that GRFD can borrow at is somewhere between 2.5% and 3.5%. This large spread between what we are paying PSPRS and the market interest rate is what makes refinancing the UAAL so attractive right now. Prevailing interest rates for municipal debt may not always be so attractive. In fact, muni‐debt interest is currently experiencing a 30 year low. If there was ever a good time to refinance a pension obligation, now is probably it. This is not to say that there are no risks associated with a refinance of the UAAL. There is the risk that PSPRS investment results will not meet expectations, thereby further eroding the funded status of the plan. In fact, under current state law, Title 48 entities cannot issue pension obligation debt. But regardless of what the future holds, the GRFD UAAL is a liability that will need to be addressed in some way.
Human Resources
Recruitments During the month of October the Human Resource’s (HR) team was focused on closing the Recruit Firefighter job opening o Golder had a fantastic response to the job announcement and 116 candidates have been chosen to move forward to the next step in the process o HR is now supporting the Training staff with preparing for the assessment and interview portion of this recruitment Special Projects Chief’s Karrer and Grissom joined the HR team on a tour of the Tucson ER and Hospital o This physician owned facility would like to offer their concierge type ER services to those who serve in public safety via their “Hero’s Program” HR is facilitating the discussions with our insurance broker to help determine the feasibility and benefit to our employees and the District We partnered with Igor Shegolev and his staff of HR Know to complete the recommendations on the compensation system restructure o We anticipate meeting with the Chiefs in November to discuss the options
Page 8
HR Trainings Presented HR presented, to our Fire Officer’s class, the key facets of HR that a Fire Officer should add to their toolbox to enhance their people management skills o This training provided HR the ability to share some key elements on the partnership between a Fire Officer and the HR team
Reoccurring Staff Meetings HR participated in all regularly scheduled meetings, completed all regular duties
Employee Recognition Congratulations on your Golder anniversary, and thank you for being such amazing team members!
GRFD Employee Years of Service Recognition - November Last Name First Name Date of Hire Years Of Service Muirhead James 11/05/1992 28 Smith Andrew 11/11/1993 27
Painter Brooke 11/26/2001 19
Dicochea Edward 11/18/2002 18
Lovemore Sharron 11/12/2007 13
Bell James 11/19/2008 12 Boone Nickolas 11/19/2008 12 Bravo Juan 11/19/2008 12 Childress Christopher 11/19/2008 12 Morales Peter 11/19/2008 12 Cesarek Grant 11/30/2015 5 Oswald Jaime 11/04/2019 1
Page 9 Fire and Life Safety Services
Page 10 Commercial Projects Summary Assigned Inspector: Horbarenko=Red Hurley=Pink B. White=Blue Grotkier=Green Druke=Black
Education/Training Activities Deputy Fire Marshal Akins attended an online SFPE class on Human Behavior Deputy Fire Marshal Akins, Deputy Fire Marshal Horbarenko, Inspector White, Inspector Hurley, and Inspector Grotkier attended the EMS Airway Lab Deputy Fire Marshal Akins, Inspector Druke and Inspector White taught the Fire and Life Safety portion of the current Golder Ranch Fire District Officers class
Page 11 Fire Investigations On October 18, 2020, a fire was reported at 721 E Linda Vista o The origin of the fire was from inside the RV o This fire cause was due to electrical malfunction o This fire was classified undetermined
On October 30, 2020, a residential structure fire was reported at W. Calle Jocobo Rd. in Northwest Fire District o The origin of the fire was in the rear laundry room o This fire is classified as undetermined
On October 31, 2020, an RV fire was reported at E. Rosyln Rd. in Rincon Valley Fire District o The origin of the fire was in the refrigerator cabinet o This fire is classified as accidental
Can you spot the violations? Answer to last Month:
Answer: Remove multi‐plug adapter
2018 IFC Section 604.4 Multi‐plug Adapters Multi‐plug adapters, such as cube adapters, unfused plug strips or any other device not complying with NFPA 70 shall be prohibited
Page 12 Golder Ranch Fire District Call Load Breakdown
Golder Ranch Fire District Call Load Breakdown October 2020
CALL TYPE 370 372 373 374 375 376 377 378 379 380 TOTAL Aircraft Brush / Vegetation 2 1 3 Building 11 Electrical / Motor Fires - All Other 1 1 1 1 1 5 Gas Leak Hazmat Trash / Rubbish 2 1 1 4 Unauthorized Burning Vehicle 1 1 1 1 4
Total Fire 4 1 1 2 4 2 1 2 17
Animal Problem Animal Rescue 1 1 Assist -Other 8 7 59 11 16 23 8 16 7 7 162 Battery Change 5 5 41 4 9 3 5 4 1 77 Bee Swarm Defective Appliance Invalid Assist 5 1 20 5 7 3 19 4 8 72 Snake 22 6 31 24 35 45 26 14 26 39 268 Lockout 2 2 Fire Now Out 1 1 2
Total Service Calls 43 19 152 44 67 74 59 34 38 54 584
Alarms (Fire, Smoke. CO) 4 13 4 1 4 2 2 1 31 Cancelled / Negative 4 1 7 3 11 2 10 4 7 9 58 Smoke / Odor Invest. 4 2 1 2 1 2 12
Total Good Intent 12 3 20 7 12 5 14 7 11 10 101
Motor Vehicle Accident 6 21236 239 34 Rescue-high, trench, water Interfacility Transport 3 All Other EMS Incidents 78 10 99 66 74 80 102 19 80 149 757
Total EMS Type 84 10 101 67 76 83 111 21 83 158 794
TOTAL ALL 143 32 273 119 156 164 188 64 133 224 1496
Percentage of Call Load 10% 2% 18% 8% 10% 11% 13% 4% 9% 15% 100% Average Calls Per Day 4.61 1.03 8.81 3.84 5.03 5.29 6.06 2.06 4.29 7.23 48.26 15700% Patients Transported 521 Last 12 Month Call Load 16664 Last October Call Load 1452 Logistics & Special Projects – Patrick Abel October 2020 Assistant Chief’s Activities for the Month
Meetings attended & general information
• I attended the Fire Chief’s direct reports meetings on Mondays.
• I attended the monthly Chief’s Status meeting and provided updates to all the managers and
division heads.
• I conducted weekly Logistics meetings with direct reports.
• I continued to work on statewide mutual aid and participate in training meetings virtually. We
have a planned south zone training scheduled for November 24th at 1:30 pm for Pima and
Pinal Counties. The training will be delivered via Zoom. The goal is to invite all fire chiefs,
command staff members (division & battalion chiefs), agencies, and other individuals that
could potentially be impacted by, or request resources through, the statewide mutual aid plan.
The training is intended for those invited to learn and get a better understanding of how the
plan works.
• I continued to work closely with the Arizona State Local Assistance State Team (LAST) and
attend state and national webinars via Zoom. Fortunately, we did not have to activate the team
to respond to any Line of Duty deaths (LODD) this past month.
• We continued to work with our attorney to correct the title for the old fleet building.
• The permits were approved by Pima County for the remodels of the north administration and
Fire & Life Safety lobbies. The work at Fire & Life Safety has been nearly completed with only
the security glass and door left to be installed. The north administration building work will
begin November 3rd. The front entrance will likely be under construction at the time of the
board meeting.
• We received quotes on the self-contained breathing apparatus’s (SCBA’s) we will be using. The
committee has been reviewing and vetting out the details. • I continued to participate in the monthly Arizona Fire Chiefs Association (AFCA) meetings as
the representative for Pima County. We report on issues and concerns from our respective
counties at both the regional and state level. Some of the topics covered this month were
statewide mutual aid, post-election concerns, COVID-19, and operational needs.
• Chiefs Karrer, Brandhuber and I interviewed facilitators for our strategic planning process. We
have been waiting for their proposals so they can be evaluated, then make recommendations to
the Board. We will look for the best fit for our organization.
• I participated in our weekly construction meetings with Lloyd Construction, WSM architect
Paul Mickelberg, and others responsible for the remodel and expansion of station 375. The
project has remained on schedule. In reference to the artwork for the building mentioned in my
last report, we petitioned the Town of Oro Valley to make a payment in lieu of providing art for
the station. The Town approved this request.
Stucco work began. Drywall work and texturing has been nearly completed and painting has
begun. The bathrooms were tiled and millwork for the kitchen cabinets will begin soon. Below
I have attached a few updated photos of the project.
Kitchen expansion – Interior view Dayroom ceiling
Bathroom Fitness room
Page 2 Turnout room New diesel generator
Bunkroom expansion Bunkroom – Interior view
Logistics
• Logistics Deputy Chief Hilderbrand instructed the Fire Officer Class on logistics, fleet, facilities,
and Operative IQ (OPIQ) software.
• The Apparatus Committee created Recommendation for Engine Purchases. Pre-con meeting
dates have been discussed and will most likely begin early January, 2021.
• The inventory of Fleet parts was organized and entered into OPIQ. Par levels and automatic
ordering were set for frequently used items.
• Administration staff was relocated for upcoming office remodel.
• Fire & Life Safety entrance remodel was nearly completed.
• Service Desk (within OPIQ) was used for 170 service requests in October:
o Fleet: 91 requests
o Facilities: 50 requests
o Supply: 29 requests Page 3 Fleet
Monthly vehicle parts costs • Administration - $721.86 • EMS - $1,201.58 • Fire – $28,791.32 • Wildland - $0.00 • OVPD hours- 21 hrs., $1,863.75
Facilities Maintenance
• Administration 170 – Water cooler and reverse osmosis system installed in kitchen, planning
and permit fees paid for remodel project, parking lot lights replaced throughout main campus
• Chiefs 110 – Office chairs replaced for Chief Karrer, Assistant Chief Brandhuber, and Deputy
Chief Hilderbrand
• Training 340 – Make up air unit repaired
• Station 370 – Battalion Chief’s office chair replaced
• Station 372 – Captain’s office chair replaced
• Station 376 – Oven on range repaired and ignitors replaced on wall oven, lighting on canopy
adjusted
• Station 378 – Portable generator and electrical work done
• Station 380 – Planning and permit fees paid for remodel project
• Fleet 430 – Ambulance shade port was moved and electrical put in
• Exhaust fans serviced and USDD alerting system bond project done throughout the District
• Daily repairs ongoing in all GRFD facilities
Page 4 Procurement/Communications Specialist
• Nothing to report for the month of October
Page 5 GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Dave Christian, Finance Manager
DATE: November 17, 2020
SUBJECT: PRESENTATION OF THE AUDIT RESULTS BY BEACH FLEISCHMAN AND THE DRAFT COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) FOR FISCAL YEAR ENDING JUNE 30, 2019
ITEM #: 8A
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
The auditors from BeachFleischman have completed their audit of the Golder Ranch Fire District’s accounting records for fiscal year ending June 30, 2020. This information has been utilized to create the Comprehensive Annual Financial Report (CAFR) for fiscal year ending June 30, 2020.
The auditors from BeachFleischman will present the reports to the Governing Board via Zoom.
RECOMMENDED MOTION
Motion to approve the Beach Fleishman audit report and the draft CAFR for fiscal year 2020 as presented.
November 17, 2020
Governing Board Golder Ranch Fire District 3885 East Golder Ranch Drive Tucson, Arizona 85739
We have audited the financial statements of the governmental activities and each major fund of Golder Ranch Fire District for the year ended June 30, 2020. Professional standards require that we provide you with information about our responsibilities under auditing standards generally accepted in the United States of America and Government Auditing Standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated June 16, 2020. Professional standards also require that we communicate to you the following information related to our audit.
Significant Audit Matters
Qualitative Aspects of Accounting Practices
Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by Golder Ranch Fire District are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changed during 2020. We noted no transactions entered into by the District during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.
Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the financial statements were:
Management’s estimate of the contractual allowance and bad debt calculation for ambulance receivables is based on prior experience and management’s assessment of collectability of specific accounts.
Management provides depreciation on equipment and other capital assets using the straight‐line method over the estimated useful lives of the assets.
Management records pension/OPEB expense, deferred inflows/outflows, and net pension/OPEB liability based on the estimates prepared by third‐party actuaries.
BeachFleischman PC • beachfleischman.com 1985 E. River Rd., Suite 201, Tucson, AZ 85718-7176 • 520.321.4600 2201 E. Camelback Rd., Suite 200, Phoenix, AZ 85016-3431 • 602.265.7011 We evaluated the key factors and assumptions used to develop the estimates in determining that they are reasonable in relation to the financial statements taken as a whole.
The financial statement disclosures are neutral, consistent, and clear.
Difficulties Encountered in Performing the Audit
We encountered no significant difficulties in dealing with management in performing and completing our audit.
Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. The attached schedule 'Summary of Uncorrected Audit Adjustments' summarizes uncorrected misstatements of the financial statements. Management has determined that their effects are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. The attached schedule 'Audit Results Summary' summarizes the misstatements detected as a result of audit procedures and corrected by management.
Disagreements with Management
For purposes of this letter, a disagreement with management is a disagreement on a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.
Management Representations
We have requested certain representations from management that are included in the management representation letter.
Management Consultations with Other Independent Accountants
In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the District’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.
Other Audit Findings or Issues
We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the District’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention. Other Matters
We applied certain limited procedures to management’s discussion and analysis, budgetary comparison information, and the pension plan and other postemployment benefit plan information, which are required supplementary information (RSI) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.
We were engaged to report on combining statements and individual fund statements, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.
We were not engaged to report on the introductory section and statistical section, which accompany the financial statements but are not RSI. Such information has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on it.
We included a paragraph in our report required by Government Auditing Standards on compliance with regulatory requirements in connection with the audited financial statements. Our report expressed negative assurance about the District’s compliance with the provisions of the Arizona Revised Statutes section 48‐805.02, subsection G based on the procedures done in the financial statement.
Restriction on Use
This information is intended solely for the information and use of the Governing Board and management of Golder Ranch Fire District and is not intended to be, and should not be, used by anyone other than these specified parties.
Very truly yours, SUMMARY OF UNCORRECTED AUDIT ADJUSTMENTS 6/30/2020
Debit (Credit) in category Assets and Liabilities and Deferred Deferred Outflows of Inflows of Net Assets/ Expenses/ Description Resources Resources Fund Balance Revenues Expenditures Prior year turnaround effect $ ‐ $ ‐ $ (37,760) $ 37,760 $ ‐
Current year: To record unrealized 84,815 ‐‐(84,815) ‐ gains/losses on County pooled investment accounts ‐ ‐ ‐ ‐ ‐ Current year effect 84,815 ‐ ‐ (84,815) ‐ Total adjustments 84,815 ‐ (37,760) (47,055) ‐ Income effect ‐ ‐ (47,055) ‐ ‐ Totals $ 84,815 $ ‐ $ (84,815) $ (47,055) $ ‐ GOLDER RANCH FIRE DISTRICT
Audit Results
For the period of July 1, 2019 to June 30, 2020 Audit Results
•Unmodified opinion on the financial statements
•Consideration of internal control
•Compliance with ARS 48- 802.02, subsection G Audit Results Summary
Modified Accrual:
Assets and Expenditures/ Deferred Liabilities and Revenues/ Other Other Financing Description Outflows Deferred Inflows Fund Balance Financing Sources Uses Pre-audit Balances (cash basis) $ 15,534,000 $ 563,000 $ 14,971,000 $ 44,327,000 $ 40,976,000
Adjusting Journal Entries:
Prepared by Client - - - - - Prepared by Auditor 1,901,000 2,131,000 (121,000) 24,000 133,000
Reclassifying Journal Entries: Prepared by Auditor Prepared by Auditor
Total Adjustments 1,901,000 2,131,000 (121,000) 24,000 133,000 Fund Balance Effect (109,000) 1,901,000 2,131,000 (230,000) 24,000 133,000
Audited Balances $ 17,435,000 $ 2,694,000 $ 14,741,000 $ 44,351,000 $ 41,109,000
Adjustment to Full Accrual for financial statement presentation:
Prepared by Auditor 35,347,000 43,430,000 (3,820,000) (8,145,000) (3,882,000)
Total Adjustments 35,347,000 43,430,000 (3,820,000) (8,145,000) (3,882,000) Net Position Effect (4,263,000) Audited Government-wide Balances $ 52,782,000 $ 46,124,000 $ 6,658,000 $ 36,206,000 $ 37,227,000 Financial Highlights – Statement of Net Position
2018 2019 2020
Current assets $10,589,000 $13,586,000 $14,588,000 Noncurrent assets 26,034,000 24,779,000 27,608,000 Deferred outflows 11,840,000 11,773,000 10,586,000 Total assets and deferred outflows $48,463,000 $50,138,000 $52,782,000
Current liabilities 4,232,000 5,091,000 6,045,000 Noncurrent liabilities 36,316,000 34,622,000 38,463,000 Deferred inflows 2,364,000 2,745,000 1,616,000 Net position: Unrestricted (6,332,000) (4,880,000) (4,758,000) Restricted 394,000 387,000 466,000 Net investment in capital assets 11,489,000 12,173,000 10,950,000 5,551,000 7,680,000 6,658,000 Total liabilities, deferred inflows and net position $48,463,000 $50,138,000 $52,782,000
NOTE: Amounts based on the government-wide statements, which are presented on the full accrual basis of accounting. Financial Highlights – Statement of Activities
2018 2019 2020
Property tax revenue $27,062,000 $29,196,000 $30,560,000
Charges for services 4,479,000 5,240,000 4,751,000
Grants and contributions 322,000 953,000 624,000
Investment income 65,000 178,000 210,000
Other revenue 89,000 125,000 61,000
Total revenues 32,017,000 35,692,000 36,206,000
Operating expenses 26,007,000 28,729,000 31,960,000
Pension expense 2,487,000 5,264,000 5,267,000
Total expenses 28,494,000 33,993,000 37,227,000
Increase (decrease) in net $ 3,523,000 $ 1,699,000 $(1,021,000) position
NOTE: Amounts based on the government-wide statements, which are presented on the full accrual basis of accounting. Cash Flow Summary
2018 2019 2020
Net cash provided by (used in): Operating activities $ 6,078,000 $ 5,360,000 $ 4,411,000 Capital purchases (1,415,000) (555,000) (1,991,000) Debt payments (principal & int) (1,686,000) (2,292,000) (6,999,000) Debt issuance proceeds 1,013,000 - 8,141,000 Net increase in cash 3,990,000 2,513,000 3,562,000 Beginning cash 5,421,000 9,411,000 11,924,000 Ending cash $ 9,411,000 $ 11,924,000 $15,486,000 Internal Controls
• Internal Controls – designed to safeguard assets and prevent or detect losses • Segregation of Duties – a fundamental concept in internal controls, involves having multiple individuals involved in a process • The size of the District limits segregation of duties • Oversight role of the Governing Board is a key component of the District’s internal controls in fulfilling the Board’s fiduciary responsibility GOLDER RANCH FIRE DISTRICT ARIZONA
COMPREHENSIVE ANNUAL FINANCIAL REPORT for the fiscal year ended June 30, 2020 DRAFT GOLDER RANCH FIRE DISTRICT Proudly serving the communities of Oro Valley, Catalina and SaddleBrooke
COMPREHENSIVE ANNUAL FINANCIAL REPORT For the fiscal year ended June 30, 2020
Golder Ranch Fire District 3885 E. Golder Ranch Dr. Tucson, AZ 85739 Phone 520-825-9001 Fax 520-825-8043 www.grfdaz.gov
Prepared by the Finance Department of Golder Ranch Fire District
Randy Karrer, Fire Chief Tom Brandhuber, Assistant Fire Chief David Christian CPA, Finance Manager Jean Oliver, Financial Specialist Jamie Oswald, Financial Specialist Mary Bequette, EMS Billing Supervisor Susan Hileman, EMS Billing Specialist GOLDER RANCH FIRE DISTRICT
YEAR ENDED JUNE 30, 2020 DRAFT
CONTENTS
Page
Introductory Section
Letter of transmittal 1 ‐ 11
GFOA Certificate of Achievement 12
Organizational chart 13
List of elected and appointed officials 14
Financial Section
Independent auditors' report 16 ‐ 17
Management's discussion and analysis (MD&A) 19 ‐ 27
Basic financial statements: Government‐wide financial statements: Statement of net position 29 Statement of activities 30 Fund financial statements ‐ governmental funds: Balance sheet 31 Reconciliation of the balance sheet to the statement of net position 32 Statement of revenues, expenditures and changes in fund balances 33 Reconciliation of the statement of revenues, expenditures and changes in fund balances to the statement of activities 34 Notes to basic financial statements 35 ‐ 65
Required supplementary information: Schedule of revenues, expenditures and changes in fund balances ‐ budget to actual ‐ general fund 67 Pension schedules 68 ‐ 70 OPEB schedules 71 ‐ 73 Notes to required supplementary information 74 ‐ 75 GOLDER RANCH FIRE DISTRICT
YEAR ENDED JUNE 30, 2020 DRAFT
CONTENTS (continued)
Combining and individual fund financial statements and schedules: Schedule of revenues, expenditures and changes in fund balances ‐ budget and actual ‐ debt service 77 Schedule of revenues, expenditures and changes in fund balances ‐ budget and actual ‐ capital projects 78
Statistical Section
Financial trends: Net position by component 81 Changes in net position 82 Fund balances ‐ governmental funds 83 Changes in fund balances ‐ governmental funds and debt service ratio 84
Revenue capacity: Assessed and estimated full cash value of taxable property 85 Direct and overlapping property tax rates 86 Principal property taxpayers 87 Property tax levies and collections 88
Debt capacity: Computation of legal debt margin 89 Direct and overlapping governmental activities debt 90 Outstanding debt by type 91
Demographic and economic information: Demographic and economic statistics 92 ‐ 93 Principal employers 94
Operating information: Full‐time equivalent employees by function 95 Operating indicators by function 96 Capital assets by function 97 DRAFT
INTRODUCTORY SECTION GOLDER RANCHDRAFT FIRE DISTRICT Meeting the emerging needs of the community through teamwork, dedication, and professionalism
November 17, 2020
To: Golder Ranch Fire District Board of Directors and Citizens:
The following is the Comprehensive Annual Financial Report (CAFR) of the Golder Ranch Fire District for the fiscal year ending June 30, 2020. This CAFR report is intended to meet and exceed all legal reporting requirements that are borne by this jurisdiction. Furthermore, the responsibility for the completeness, fairness and accuracy of the data presented and all accompanying disclosures rests with the District. To provide a reasonable basis for making these representations, the District’s management has established a comprehensive internal control framework that is designed both to protect the District’s assets from loss, theft, or misuse; and to compile sufficient reliable information for the preparation of the District’s financial statements in conformity with accounting principles generally accepted in the United States of America. Because the cost of internal controls should not outweigh their benefits, the District’s comprehensive framework of internal controls has been designed to provide reasonable, rather than absolute, assurance that the financial statements will be free from material misstatement. As management, we assert that, to the best of our knowledge and belief, this financial report is complete and reliable in all material respects.
Arizona Revised Statutes (ARS) 48-253 and 48-805(9) require an annual audit to be performed in accordance to the statutory requirements and in conformance to generally accepted government auditing standards. As such, this fiscal year audit has been performed by independent Certified Public Accountants (CPA) with the Beach Fleischman, PC firm.
The independent auditor's opinion has been included at the front of the financial section of this report. The Management’s discussion and analysis (MD&A) immediately follows the independent auditor’s report and provides a narrative introduction, overview and analysis of the basic financial statements. The MD&A complements this letter of transmittal and should be read in conjunction with it.
1 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report District Profile DRAFT Golder Ranch Fire District was created in 1977 under the provisions set forth in Arizona Revised Statute (ARS) 48-261 and maintained in accordance to ARS 48-805. Additionally, the Fire District possesses a Certificate of Necessity (CON) #56 from the Arizona Department of Health Services and subsequently operates an ambulance transport service under the provisions set forth in Title 36, Chapter 21.1 of the Arizona Revised Statutes. The District is governed by a five- member Board of Directors that serves staggered four-year terms. The Fire Chief manages the daily operations of the District and is appointed by the Governing Board.
Since its inception, the geographical boundaries of the District have expanded through various annexations, mergers, and in July 2017 consolidation with the Mountain Vista Fire District. The consolidation added 2 fire stations, an administration building, numerous equipment and apparatus as well as a substantial increase in the District’s service area. Golder Ranch Fire District’s total net assessed value (NAV) is now $1.22B, which is one of the highest value of any fire district in the state of Arizona for FY 2020.
The current district fire boundaries are approximately 241 square miles and the ambulance transport boundaries are approximately 394 square miles. These boundaries are geographically located within the Town of Oro Valley, in Northern Pima County, and Southern Pinal County. The District is predominantly comprised of residential properties, commercial and retail occupancies, light industrial business, and a limited urban/commercial corridor. The District’s estimated population is 120,000 residents, or an average population density of 498 per square mile. The population of the District resides primarily in the three communities of Oro Valley, Catalina and Saddlebrooke.
The District currently own and/or operates ten (10) fire stations, one (1) fleet services facility, one (1) training facility and two (2) administration buildings. Services are rendered by a full-time staff of two hundred and sixty-three (263) employees and a Fire Corp group comprised of approximately eight volunteers.
The District is focused on providing the taxpayers with the highest level of services through an efficient and effective all-hazards response model. Services include fire, medical, technical rescue, wildfire suppression, hazardous materials mitigation, fire inspection, fire investigation, code enforcement, public education, life-safety classes, desert creature removal, smoke alarm assistance, lockout assistance and much more. Medical emergencies account for the majority of reported incidents within the District. Accordingly, all front-line fire and medical response vehicles are staffed with firefighters that are trained as paramedics and/or emergency medical technicians. The
2 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report District continues to implement operational improvements in order to accomplishDRAFT strategic goals and exceed community expectations.
District Budget
Golder Ranch Fire District is considered a political subdivision of the State of Arizona and is authorized to levy an ad valorem property tax for the services it provides. This tax is assessed on all non-exempt real and personal property located within the geographical boundaries of the District and serves as its primary funding source.
For the fiscal year ended June 30, 2020 the District O&M tax rate was $2.35 per $100 of assessed value and is lower than all other comparable Southern Arizona fire districts and well below the State imposed ceiling limit of $3.25. The District also set ¢9 per $100 of assessed value to service its general obligation bonds.
For the current 2020 fiscal year the District saw an increase in assessed valuations from $1.163 billion to $1.220 billion. This net assessed value coupled with the $2.41 aggregate mil rate provided a levy of $29,777,694.
Even with a slight increase in the mil rate, the District's levy is still a remarkably good value for the level of services provided. The District has historically been at or near the lowest for the Tucson Metropolitan area. For the 2020 fiscal year, GRFD continues to have the lowest tax rate of the region's largest full-service fire districts and the lowest tax rate among districts offering ambulance transports.
2019/2020 O&M TAX RATES
AVRA DREXEL PICTURE RINCON NORTH GREEN GOLDER VALLEY FD HEIGHTS FD ROCKS FD VALLEY FD WEST FD VALLEY FD RANCH FD
3 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report Local Economy and Outlook DRAFT
COVID19
After more than nine years of economic expansion, Arizona’s economy and the Nation’s as a whole has entered into a recession in the first quarter of calendar 2020. Due to the COVID-19 pandemic the Arizona economy contracted 3.6% in the first quarter of 2020, while nationally, the economy shrank 5%. The second quarter estimates show the effect of an economy in free fall retreating a staggering 33%. The unemployment rate nationally has risen to a peak of 11.1% with Arizona trailing that at 10%. Since peaking in April, the unemployment rate has fallen to 5.9% in Arizona, with other western states still posting very high unemployment; Nevada – 13.2%, California – 11.4% and New Mexico at 11.3% among the highest.
The road to economic recovery will most likely look like one of three scenarios. A ‘V’ shaped recovery where the bottom of the V was April of 2020 and the recovery being rapid and sustained. The second possible scenario looks more like a ‘W’ shaped recovery where the 4th quarter 2020 sees another decline due to a second outbreak and subsequent statewide shutdown. Economic recovery in a W shaped scenario really begins in earnest sometime in the first quarter of 2021. The final, and most likely scenario is a Nike swoosh shaped recovery where economic indicators rise steadily but more slowly through 2021.
Arizona Outlook
The biggest economic sectors hit by the effects of the Covid pandemic has been Pima County hospitality industry declining as much as 72% during April 2020. While hospitality and retail have been seen the largest economic decline, one bright spot in the local economy has been housing. New home starts have seen a substantial increase in 2019 and 2020. New home construction has been steadily increasing, even throughout the pandemic. The number of new home permits increased by 66.4% in July 2020 and 19% in August for Pima County.
2020 Bond Sale
In November 2019, the voters of GRFD authorized $26.6 Million in bonds to be sold for a variety of infrastructure projects. These projects included Station 375 remodel, construction of two new fire stations, new communications and safety infrastructure, property enhancements and the refinancing of existing long-term debt.
On March 26, 2020 the District sold $6.9 Million in bonds at a premium of $1.241Millon at an all-in true interest cost of 2.72%. The proceeds have been used to refinance two long-term loans that were assumed by the District as part of the consolidation process with the former Mountain Vista Fire District, fund station alerting enhancements and remodel Station 375.
4 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report Long Term Financial Planning DRAFT
As part of the budget approval process, beginning in July 2014, the District adopted a five-year capital improvement plan (CIP). The CIP is a comprehensive, plan for sustaining and enhancing emergency response infrastructure by refurbishing or replacing aging facility and apparatus assets. The CIP provides a forecast for the life expectancy of each of the District's long-lived assets and the estimated cost of their replacement and or refurbishment. Finally, and most importantly, the CIP will define the funding levels needed year over year for the 5-year time horizon of the plan.
Financial Governance for the District is provided for by an internal financial policy that is referred to as the Principles of Sound Financial Management (PSOFM). This document establishes the fiscal framework associated with the establishment of funds, fund balances, reserve funds and capital outlays. The District has and continues to automate numerous processes associated with accounts receivable, payable, billing for ambulance transports and payroll.
A multi-year strategic plan was developed and adopted by the Fire Board. This plan establishes the vision and direction that is required for District growth and operation.
Major Initiatives and LongTerm Planning
EMS
The EMS Division faced a dynamic year adapting to changes in prehospital emergency medical care. Working with our medical director during the first half of the fiscal year, the division implemented new administrative guidelines which outline the care provided by our paramedics. In the second half of 2020 we navigated the COVID-19 pandemic. The pandemic brought on changes in clinical care that our providers adapted to and challenges in procuring personal protective equipment. Our system adapted to the challenges and met expectations of our residents, the state health department and the health departments of Pinal and Pima counties.
Training
The Training Division proved to be another busy year in 2020. GRFD Training in collaboration with NWFD hosted an eight-week Battalion Chief Certification Program of which five personnel from each respective district enrolled, participated and completed with aspirations to be future leaders of our organizations. Training conducted a promotional process for the position of Captain. This year GRFD and our automatic aid partners developed, implemented and delivered several training packages I.e. company readiness drills (CRD’s) and an historic Southern Arizona Automatic Aid Response Council (SAAARC) readiness drill to include TFD, NWFD and GRFD. GRFD training has continued to test our Probationary Firefighters for proficiency in preparation of graduating from probation status to firefighter in November 2020. GRFD hosted an Act-Up Captains Class. GRFD certified 20 5 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report members in Blue Card. Blue Card is a command training and certification systemDRAFT that trains company and command officers in how to standardize and manage major incidents. GRFD has gained four new Blue Card instructors at the Battalion and Deputy Chief positions. GRFD currently has 95 members and 11 Instructors certified in Blue Card.
Operations and Special Operations
The focus for the Operations Division for the last fiscal year was improving communication. First, a detailed analysis of our radio coverage on the Pima County Wireless Integrated Network (PCWIN), was conducted to determine the quality of coverage. Historically, Golder Ranch Fire District (GRFD) relied on a VHF radio system for handheld and vehicle mounted communications during emergency incidents. As the rest of the region was navigating towards the 800 MHz PCWIN system for primary radio communication, the District needed to determine any areas in need of remediation and work collaboratively with PCWIN on solutions. With the analysis and remediation in progress, Operations began ensuring all front-line apparatus had mobile radios that could access this system. This need was mitigated through cooperation with Pima County by obtaining and installing the needed equipment on all front line and select reserve apparatus. With these projects complete, GRFD joined the other agencies in the region in migrating to the PCWIN platform for incident communications.
One project that carried over from the previous fiscal year was expansion of our automatic aid agreement with Northwest Fire to include the Tucson Fire Department. After many meetings, training sessions, and drill with all three agencies, we successfully went live with several event types in our expanded automatic agreement. Of these event types, the largest and most significant are our special team responses such as hazardous materials (Haz Mat) and technical rescue (TRT). Haz Mat and TRT event types went live for automatic aid just before the monsoon season began and was immediately beneficial for the residents of all three agencies. This could not have been accomplished without clear, collaborative communication between the Operations Division of each agency, and their respective command staffs.
Fire & Life Safety
The Fire and Life Safety (FLS) Division has seven fulltime staff members. Supervised by the fire marshal, there are four fire inspectors and two deputy fire marshals who participated in approximately 1,100 inspection activities in FY 2020. Through education and enforcement over 400 violations were addressed which resulted in reducing hazardous conditions in both public facilities and private residences. FLS staff members have reviewed approximately 200 sets of construction blueprints ensuring fire code compliance in all new buildings and structures. This included reviews of all fire protection systems such as automatic fire sprinklers, fire alarms and automatic fire suppression systems.
The FLS staff members, as certified fire investigators, also completed 16 fire investigations and assisted with several other investigations, including wildfires, throughout the state. GRFD has partnered with the Northwest Fire District, through a regionalization plan, to jointly investigate fires in both jurisdictions. To date, 14 fires have been
6 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report investigated as a team. When responsible parties are prosecuted, FLS membersDRAFT prepare detailed reports of the investigations to be presented in a court of law and render opinions as expert witnesses.
FLS staff members, as certified fire instructors, continue to serve the State of Arizona at a high level in the field of fire science, teaching and coordinating classes at the annual Arizona Wildland Incident Management Academy in Prescott, AZ and at the annual Arizona Fire School in Mesa, AZ. Fire investigation, fire inspector certification, and fire code enforcement related courses are provided to all agencies interested in these disciplines.
FLS staff members routinely develop the local fire code. Currently, GRFD has adopted the International Fire Code 2018 edition with local amendments as approved through the Arizona Office of State Fire Marshal. The adapted fire code requires all new commercial buildings to include automatic fire sprinklers which assist in reducing the experienced fire loss throughout the fire district. GRFD currently has achieved an ISO protection Class rating of (2) two.
Health & Safety
The Health and Safety Division oversees a range of activities including employee physical fitness, medical surveillance, facility safety, apparatus specification, personal protective equipment, training, incident safety and exposure. Remaining on task for each of these disciplines is important for injury reduction and overall employee safety. Health and Safety will continue to develop an all-encompassing peer support team through training and education that strives to listen, mentor, and provide support to those who are experiencing professional or life difficulties.
Public Relations
The community relations division is comprised of public relations, public education and public information. The charge of this division is to communicate with the public on behalf of the fire district. In order to accomplish that mission, multiple mediums and platforms are utilized. Public Relations manages the District social networking platforms which include Facebook, Twitter, and Instagram. These platforms are used to share information about district current events, fire prevention, community safety and media stories. Public education is utilized formally in the schools within the fire district’s jurisdiction with annual visits to classrooms to teach fire prevention and drowning prevention. In the last fiscal year, public education and community outreach took on a different set of dynamic challenges in the way that the fire district communicates with students and stakeholders. Due to the Coronavirus Pandemic, community relations shifted to virtual interactions through Zoom primarily. Zoom has been a great tool that allows the community relations division to speak to home owners associations, second grade classrooms, rotary clubs, local chambers and area hospitals; just to name a few. Additionally, this fiscal year the fire district played an instrumental role in the mitigation of the Bighhorn Fire. Primarily the fire district supported the fire suppression efforts by sending Golder Ranch Wildland Firefighters when requested and were also asked to staff a Public Information Officer (PIO) position for the Bighorn Fire with the district’s full time PIO. The fourteen day assignment that was staffed by the Fire District’s PIO allowed District residents to remain informed with timely
7 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report updates about potential evacuations and fire behavior. Although many new obstaclesDRAFT were presented, the existing strong relationships with community members proved to be of great benefit.
Human Resources
In support of Golder Ranch Fire District’s mission, vision, and values, it is the objective of the Human Resources Department to support the organization in meeting its goals through its most valuable resource—its PEOPLE. The Human Resources department is committed to the fair selection and development of our diverse workforce. The human resources department will act as a catalyst to enable all District employees to contribute at optimum levels toward the success of Golder Ranch Fire District.
Human Resources’ strategic goal is to develop and manage value-added human resources policies and programs, and provide expert consultation, services and solutions in an efficient and customer-focused manner; and to enable our employees to meet our stakeholders’ needs.
Board Services
The Board Services Division is responsible for a variety of administrative duties for the Golder Ranch Fire District, including elections, annexations, public records, records retention, and front-desk customer service, whether on the phone or in person. Board Services was essential in ensuring the 2019 bond election was successful. Board Services met all publication and posting requirements. Board Services worked closely with the Pima and Pinal County elections staff to provide the official ballot language in English and Spanish and facilitate the publishing and mailing of the required voter information publicity pamphlet. Board Services ensured the pamphlets included all of the required information including, the argument letters for and against the bond, all projects, projected costs, and voter information. Board Services facilitated and ensured the pamphlets were printed correctly and mailed to every household with a registered voter within the fire district. Board Services fulfilled over 230 public records requests over the year. There were also over 40 boxes that had met their retention period. Board Services reviewed all of the documents, had the records destroyed, and completed a destruction certificate for each box. The Board Services department also provided the Secretary of State’s Library of Archives Golder Ranch Fire District’s essential records, as required every five years. This required that each department head, review all the department’s records, define which records were essential, and then record where the essential records would be stored. It is the responsibility of the Board Services Division to ensure that the District complies with all Open Meeting Laws, including posting agendas and providing minutes for the governing board meetings. This past year Board Services was challenged to keep the governing board meetings open to the public while limiting in-person attendance due to the COVID-19 pandemic, which hit in early March. The public still had access to the online agenda and the supporting information in the board packets and was able to attend the meetings virtually via Zoom.
8 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report IT Department DRAFT Golder Ranch Fire District Information Technology (GRFDIT) is a dedicated public safety information technology department servicing the need of the Golder Ranch fire district and others. GRFD is part of a Fire Consortium, which includes Northwest, Picture Rocks, Avra Valley, Mountain Lemmon, and Three Points Fire Districts. Golder Ranch also works with the City of Tucson on dispatch related projects providing services to surrounding districts including Green Valley Fire, Rincon Valley Fire, and Corona de Tucson Fire.
The IT section is responsible for servicing all hardware and software issues within the district. All mobile data and related applications are also the responsibility of the IT department. The majority of our servers are Microsoft Windows-based in an active directory environment. Our clients are mainly Windows-based with some Apple and Linux users. We also maintain Linux servers and open source applications. Our network is fiber, Wi-Fi, and microwave-based, with Cisco devices as endpoints. We maintain our own LAN, firewalls, internet, intranet, VPN, and VoIP phone system. We also host services for Avra Valley, Mountain Lemmon, Three Points Fire, Green Valley Fire, Rincon Valley Fire, and Corona de Tucson Fire. Our organization runs 24/7, 365 days a year.
Our current major project includes the following:
Replacement of Zoll Crew Scheduler with Kronos Workforce TeleStaff automated scheduling solution. Installation of Ruckus SmartZone controller virtual appliance and Wireless Access Point devices. Installation of new servers VMware host servers. Installation of USDD station alerting system.
Logistics
The Logistics Division at Golder Ranch is comprised of three different areas: Fleet, Facilities Maintenance, and Fire Supply/Procurement. Fleet handles preventative maintenance and repair on apparatus and vehicles which include fire engines, aerial apparatus, ambulances, Wildland trucks, and staff vehicles. All eight mechanics are Emergency Vehicle Technician (EVT) and Automotive Service Excellence (ASE) certified and regularly participate in continuing education to maintain proficiency and improve their knowledge on current industry trends. This high level of education and ability means vehicles receive excellent service in a timely manner which decreases out of service time and increases vehicle longevity. In addition, Golder Ranch Fleet provides maintenance and repair on vehicles of the Oro Valley Police Department, a neighboring governmental entity that recognizes the high level of professionalism such highly trained mechanics provide.
There are two staff members in Facilities/Maintenance who oversee maintenance and repair on the buildings and grounds which include 10 fire stations, two administration buildings, a Fleet facility, and a Training complex. Additionally, the members of Facilities/Maintenance coordinate and oversee many of the improvement projects which occur across Golder Ranch. Some of these projects include increased security in the entry lobbies of Administration and Fire and Life Safety LS, improved ventilation in apparatus bays of fire stations, adding a turnout room to station 374, and covered parking solar panels. Along with these projects, Facilities/Maintenance schedules
9 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report regular maintenance for appliances and other systems across the District as a meansDRAFT to decrease repair cost and increase their lifespan.
Fire Supply/Procurement has one employee who assists suppression personnel acquire the supplies, gear, and tools needed for firefighting tasks. This includes researching current industry trends and offering opportunities for suppression to test new gear as a means to provide informed recommendations for future purchases. Golder Ranch is currently planning to upgrade SCBA packs and systems across the District, and Supply had a large role in gathering information from suppliers and feedback from suppression members to ensure an informed decision could be made.
Capital Improvement
During the fiscal year of 2020 several capital improvement projects were begun. Probably the biggest project undertaken (paid for with Bond dollars) has been the station 375 remodel. Originally constructed in 2001, this station has been in need of renovation for some time. The remodel will increase the livable floor space, permit more natural lighting and bring numerous safety enhancements. In addition to the station 375 remodel, a new ambulance, type 6 engine, and various passenger trucks were added to the fleet.
Awards & Acknowledgment
Awards
The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the District for its comprehensive annual financial report for the fiscal year ended June 30, 2019. In order to be awarded this certificate, the District published an easily readable and efficiently organized comprehensive annual financial report. This report satisfied both accounting principles generally accepted in the United States of America and applicable legal requirements.
10 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report This certificate is valid for a period of one year only. We believe that this current comprehensiveDRAFT annual financial report continues to meet the programs’ requirements and we will be submitting it to GFOA to determine its eligibility for the fiscal year 2019-20.
Acknowledgements
A sincere gratitude is extended to the personnel of the Finance Division and the members of the Golder Ranch Fire District who contributed to this report. We are also deeply appreciative of the support extended to us by the Board of Directors and the citizens of this District.
Respectfully Submitted,
Randy Karrer Dave Christian, CPA Fire Chief Finance Manager
11 Letter of Transmittal – FY2019/20 Comprehensive Annual Financial Report DRAFT
Government Finance Officers Association
Certificate of Achievement for Excellence in Financial Reporting
Presented to Golder Ranch Fire District Text38: Arizona
For its Comprehensive Annual Financial Report for the Fiscal Year Ended
June 30, 2019
Executive Director/CEO
12 Elected Officials Governing Board
Legal Audit Golder Ranch Fire District Fire Chief OrganizationalDRAFT Chart Karrer
Labor/NTFFA 3832 Jones Howe
Assistant Chief Board Services Assistant Chief IT Manager Community Logistics/ Planning/ Manager Division Chief Operations/Life Safety/ Division Chief Rascon Relations Manager Special Projects Painter Fire /Emergency Administration Health and Life Braswell Abel Services Brandhuber Safety Services Hurguy Robb IT Records Supervisor Captain Logistics Bond Mgmt./ Specialist Finance HR Construction Mgmt. PIO/Public Deputy Chief Manager Manager Training Training Hilderbrand Accreditation/ North South Christian Lovemore Education L.A.S.T. Battalion Battalion Deputy Chief Captain Applications Administrative Chiefs (3) Chiefs (3) Rutherford Administrator Assistant A,B,C (2) A,B,C Finance HR Administrative Administrative General (2) Shifts Shifts Training Assistant Assistant (Shared) Specialist Generalist (2) (2) Administrative Engineer Logistics Assistant Training IT Specialist (2) Captains for Captains for (Shared) Chaplain Facilities Stations 370, Stations 375, Maintenance 372, 373, 376, 377, Deputy Chief Tech (2) 374, 378 379, 380 Administration A,B,C Shifts A,B,C Shifts Health/Safety Pearce Deputy Chief Administrative Grissom Captain Procurement/ 11 Communications Engineers, Engineers, Specialist Paramedics, Paramedics, FireMedics, FireMedics, EMS Registered EMTs, EMTs, Deputy Chief Nurse Fleet Firefighters Firefighters Cesarek Maintenance Supervisor Community Integrated Billing EMS Paramedic Program Supervisor Captains Parts Specialist A,B,C Shift (3) Billing Lead Fleet Specialist Maintenance Tech Deputy Fire Fire/Life Safety Life/Safety Services Marshal Inspectors (2) Fleet Fire Marshal Maintenance Loesche Deputy Fire Fire/Life Safety Tech (5) Marshal Inspectors (2) Fire Corp (Volunteers)
13 Revised 9/23/2020
GOLDER RANCHDRAFT FIRE DISTRICT Meeting the emerging needs of the community through teamwork, dedication, and professionalism
LIST OF ELECTED AND APPOINTED OFFICIALS
BOARD OF DIRECTORS: Term Expires Chairperson Vicki Cox Golder November 2022 Vice Chair Richard Hudgins November 2024 Clerk Wally Vette November 2024 Board Member Albert Pesqueira November 2022 Board Member Steve Brady November 2024
Administrative Offices: 3885 E. Golder Ranch Dr. Tucson, AZ 85739
Registered Agent: Randy Karrer Fire Chief
Legal Counsel: Leonard & Felker, P.L.C. 7440 N. Oracle Rd, Bldg 2 Tucson, AZ 85704
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DRAFT
FINANCIAL SECTION DRAFT
Independent Auditors' Report
Governing Board and Management Golder Ranch Fire District Tucson, Arizona
We have audited the accompanying financial statements of the governmental activities and each major fund of Golder Ranch Fire District as of and for the year ended June 30, 2020, and the related notes to the financial statements, which collectively comprise the District's basic financial statements as listed in the table of contents.
Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditors' Responsibility Our responsibility is to express opinions on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors' judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.
Opinions In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities and each major fund of Golder Ranch Fire District, as of June 30, 2020, and the respective changes in financial position for the year then ended in accordance with accounting principles generally accepted in the United States of America.
16 Other Matters DRAFT Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis, budgetary comparison information, and the pension plan and other post employment benefit plan (OPEB) information, as listed in the table of contents, be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.
Other Information Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise Golder Ranch Fire District's basic financial statements. The introductory section, combining and individual fund financial statements and schedules, and statistical section are presented for purposes of additional analysis and are not a required part of the basic financial statements.
The combining and individual fund financial statements and schedules are the responsibility of management and were derived from and relate directly to the underlying accounting and other records used to prepare the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the combining and individual fund financial statements and schedules are fairly stated, in all material respects, in relation to the basic financial statements as a whole.
The introductory and statistical sections have not been subjected to the auditing procedures applied in the audit of the basic financial statements and, accordingly, we do not express an opinion or provide any assurance on them.
Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated November 16, 2020, on our consideration of Golder Ranch Fire District's internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering Golder Ranch Fire District's internal control over financial reporting and compliance.
Tucson, Arizona November 16, 2020
17 DRAFT
Management's Discussion and Analysis (MD&A) (Required Supplementary Information)
GOLDER RANCHDRAFT FIRE DISTRICT Meeting the emerging needs of the community through teamwork, dedication, and professionalism
MANAGEMENT DISCUSSION & ANALYSIS
As management of the Golder Ranch Fire District (the District), we offer readers of these financial statements this narrative overview and analysis of the financial activities for the fiscal year ended June 30, 2020. This discussion and analysis is intended to be an easily readable breakdown of the District’s financial activities based on currently known facts, decisions and conditions. Readers are encouraged to consider the information presented here in conjunction with the financial statements as a whole, which will follow this narrative.
Financial Highlights
At the close of the fiscal year ended June 30, 2020, the District’s had a combined ending fund balance of $14,740,910 an increase of $3,242,410 from the 2019 fiscal year end. The entire fund balance is legally restricted or committed by the District Board of Directors. On March 26, 2020 the District sold $6,900,000 of bonds at a premium of $1,241,088. The proceeds of this bond sale were used to begin construction on the Station 375 remodel and fund various capital projects intended to promote fire fighter health and safety. The General, Debt Service, and Capital Projects Fund budget for 2020 was based on property tax, secondary net assessed value of approximately $1.22B (District wide) at an aggregate rate of $2.44/$100 of assessed value. Additions to the fleet during the fiscal 2020 included the purchase of an ambulance and several passenger vehicles as well as capital improvement projects that will improve fire fighter health and safety.
19 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
Overview of the Financial Statements DRAFT
This annual report consists of two parts: management’s discussion and analysis (this section) and the basic financial statements. The basic financial statements include The Statement of Net Position and the Statement of Activities (on pages 28 and 29) these statements provide information about the activities of the District as a whole and present a longer-term view of the District’s finances. Fund financial statements start on page 30. For governmental activities, these statements tell how these services were financed in the short term as well as what remains for future spending. Fund financial statements also report the District’s operations in more detail than the government-wide statements by providing information about the District’s most significant funds individually.
The Statement of Net Position and the Statement of Activities‐ Government Wide
One of the most important questions asked about the District’s finances is, “Is the District as a whole better or worse off as a result of the year’s activities?” The Statement of Net Position and the Statement of Activities report information about the District as a whole and about its activities in a way that helps answer this question. These statements include all assets and liabilities using the accrual basis of accounting, which is similar to the accounting used by the most private-sector companies. All of the current year’s revenues and expenses are taken into account regardless of when cash is received or paid.
The Statement of Net Position and Statement of Activities report the District’s net position and changes in them. You can think of the District’s net position — the difference between assets and liabilities—as one way to measure the District’s financial health, or financial position. Over time changes in the District’s net position are one indicator of whether its financial health is improving or deteriorating. You will need to consider other non-financial factors, however, such as changes in the District’s property tax base, access to non-property tax revenues, age of the District’s existing infrastructure, etc., to fully understand the overall financial health of the District.
In the Statement of Net Position and the Statement of Activities, the District presents total Governmental activities. All of the District’s basic services are reported in these two reports.
20 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
Fund Financial Statements DRAFT
The fund financial statements (pages 30-33) provide detailed information about the General Fund and Debt Service Fund specifically. All of the District’s basic services are reported in the General Fund, which focuses on how money flows into and out of those funds and the balances left at year-end that are available. The fund is reported using an accounting method called modified accrual accounting. This method measures cash and all other financial assets that can be readily converted to cash. The General Fund statements provide a detailed short-term view of the District’s general government operations and the basic services it provides. Governmental fund information helps you determine whether there are more or fewer financial resources that can be spent in the near future to finance the District’s programs. We describe the relationship (or differences) between governmental activities (reported in the Statement of Net Position and the Statement of Activities) and governmental funds in a reconciliation included with the financial statements.
The District adopts an annual appropriated budget for the various funds. A budgetary comparison statement has been provided for the General Fund to demonstrate compliance with this budget.
Notes to the financial statements
The notes provide additional information that is essential to a full understanding of the data provided in the government-wide and fund financial statements. The Notes to the financial statements begin on page 34.
Government Wide Financial Analysis
As noted earlier, net position over time may serve as a useful indicator of a government’s financial position. The District’s assets and deferred outflows of resources exceeded liabilities and deferred inflows of resources by $6,658,411 at the close of the most recent fiscal year, which is a decrease from $7,679,508.
The largest portion of the District’s net Position is its investment in capital assets (ie: land, buildings, equipment and fleet) net of debt. The District has monies held by a paying agent (Pima County Treasurer) that is legally restricted to service the bond obligations owed by the District. The rest of the District’s cash are available to meet the ongoing operational needs of the District.
21 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
The following table presents a summary of the District’s net positionDRAFT at the years ended June 30th 2019 and 2020 respectively.
Governmental Activities
As of June 30, As of June 30, 2020 2019 ASSETS Current and Other Assets 14,587,598 13,585,436 Capital Assets 27,608,561 24,778,898 Total Assets $ 42,196,159 $ 38,364,334
Deferred Outflows of Resources 10,586,012 11,772,985
LIABILITIES Current Liabilities 6,045,117 5,091,366 Non-Current Liabilities 38,462,441 34,621,817 Total Liabilities $ 44,507,558 $ 39,713,183
Deferred Inflows of Resources 1,616,202 2,744,628
NET POSITION
Net Investment in Capital Assets 10,950,474 164% 12,172,501 159%
Restricted for debt service 465,973 7% 387,052 5%
Restricted for capital outlay - 0% - 0%
Unrestricted (4,758,036) -71% (4,880,045) -64%
Total Net Position $ 6,658,411 100% $ 7,679,508 100%
Total Assets increased from fiscal 2019 due to a significant investment in long term capital projects, such as station remodel and acquisition of safety and communication infrastructure. These projects were financed largely with the issuance of bonds which conversely increased the Total Liabilities from fiscal 2019 by nearly the same amount.
Governmental Activities
Governmental activities decreased the District’s net position by ($1,021,097). The biggest factor of this change was due to the increase in capital expenditure and decrease in grant revenues, specifically the decrease in the SAFR Grant.
22 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
The costs of all governmental activities for the year ended June 30,DRAFT 2020 was $37,227,187. Property and Fire District Assistance Taxes provided $30,560,207 or 84% of total revenues. Additional revenues were realized from interest and fees for services. Fees for ambulance transports and wild land billing amounted to $4,750,885 or 13% of total revenues.
Governmental Activities Changes in Net Position 2020 2019 Revenues: Program Revenues
Charges for Services $ 4,750,885 13 % $ 5,240,197 15 % Operating grants and contributions 624,167 2% 952,998 3% General Revenues:
Property taxes 30,560,207 84% 29,195,901 82% Interest Income 209,986 1% 178,250 0% Miscellaneous 60,845 0% 125,129 0% TOTAL REVENUES $ 36,206,090 $35,692,475
Expenditures/expenses: Public Safety $ 36,952,273 $33,648,043 Interest on long-term debt 274,914 345,221 TOTAL EXPENSES $ 37,227,187 $33,993,264
Change in Net Position $ (1,021,097) $ 1,699,211 Net Position - July 1 7,679,508 5,980,297 Net Position - June 30 $ 6,658,411 $ 7,679,508
Financial Analysis of the Districts Funds
As the District completed the year, its governmental funds (as presented in the balance sheet on page 30) reported a combined fund balance of $14,740,910 which is an increase from last year’s balance of $3,242,410.
The General Fund increased by $684,076 while the Debt Services fund increased by $78,921 and the multiyear capital improvement plan increased by 2,479,413 owing to the sale of general obligation bonds.
23 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
Golder Ranch Fire District Governmental DRAFTFunds - Fund Balances 2020 2019 MAJOR FUNDS Amount % Amount % General Fund 12,115,819 82% 11,431,743 99% Debt Service Fund 465,973 3% 387,052 3% Captial Projects Fund 2,159,118 15% (320,295) ‐3% Total Fund Balance 14,740,910 100% 11,498,500 100%
General Fund.
The General Fund accounts for most all of the day to day operational and maintenance needs of the District, as well as funding necessary to service the District's one capital lease.
Debt Service Fund.
This fund is used to account for the property tax collections and servicing of general obligation debt associated with the 2015, 2017, and 2020 GADA bonds. The debt service fund has its own source of revenue with a restricted property tax levy.
Capital Improvement Projects Fund (CIP)
The Capital Projects Fund is used to provide funding for long lived assets and real property improvement projects. Beginning with the 2019 budget the District has been committing a portion of the General Fund every year to finance the multi-year CIP.
General Fund Budgetary Highlights
Pursuant to ASRS 48-805 The District adopts an annual budget for the General Fund and sets a levy for the Debt Service Fund. This budget is used to determine the funding requirements for The District. The following chart shows results of the budget to actual comparison for fiscal 2020.
At the time the 2019-2020 budget was approved, the District could not know the outcome of the approval of the sale of District bonds. As such, the District did not budget for the proceeds from the bond sale. Voter approval for the sale of bonds was secured in November 2019 and the subsequent April saw the sale of $6.9 million of bonds at a premium. The proceeds from this transaction is the primary reason for the deviation from the 2020 budget.
24 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
DRAFT
Actual revenues were slightly more than expected and actual expenditures were lower than expectation.
Capital Position
At the end of FY 2020 the District had $42,767,176 invested in land, buildings, apparatus, vehicles and equipment before consideration of accumulated depreciation. Land is held in the District’s books at cost or in the case of donated land, at fair market value as determined by the donor. All buildings and rolling stock are held on the books at cost.
25 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
Golder Ranch FDDRAFT Capital Assets as of June 30,
Governmental Type Activities 2020 2019
Land not depreciated 3,062,318 3,062,318 Buildings and improvements 23,351,461 23,158,097 Vehicles, Apparatus & Equipment 16,353,397 14,556,165 Accumulated Depreciation (17,801,809) (16,005,917)
Net Captial Assets 24,965,367 24,770,663
Major capital projects for 2020 have already been mentioned in this analysis. The District’s capitalization threshold is $5,000. Through careful planning and monitoring of the District’s capital asset replacement schedule, the District has determined an annual funding requirement that will provide for the timely replacement of major apparatus and equipment. The Capital Projects funding requirement for the upcoming fiscal year of 2020 will be $2,364,905. Additionally, the proceeds from the sale of bonds were used to add additional funding to the CIP.
Additional information regarding capital assets can be found in the Notes to the Financial Statements on page 45-46.
Long‐Term Liabilities
At the end of fiscal 2020, the District had total debt outstanding of $14,073,897, an increase of $1,401,981 from the end of fiscal 2019.
Outstanding Debt as of June 30, Governmental Type Activities 2020 2019 Change
General Obligation Bonds 11,545,000 5,558,000 5,987,000 Unamortized Bond Premium 1,228,293 - 1,228,293 Capital Leases 1,300,604 7,113,916 (5,813,312) Total Obligations 14,073,897 12,671,916 1,401,981
26 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
Additional information regarding the long and short term District obligationsDRAFT can be found in the notes to the Financials Statements on pages 46 through 48.
ASSESSED VALUES Fiscal 2020 saw an increase from 2019 limited property valuation as a result of the increases in the property valuations district wide of 5%. While the aggregate Mil rate remained constant at $2.35 the levy rose by the same percent as the net assessed value.
Governmental Type Activities
2020 2019 % Change GRFD NAV 1,220,397,348 $ 1,163,449,886 5% LEVY 28,679,338 27,341,073 5% 2.35 2.35 0% AVG COMBINED MIL RATE
This financial report is designed to provide our citizens, taxpayers, customers, bond holders and creditors with a general overview of the District’s finances and to comply with the District’s fiduciary responsibility. If you have questions about this report or need additional financial information, contact the Finance Manager at (520) 825-9001 located at 3885 E. Golder Ranch Dr. Tucson, AZ 85739.
27 Management Discussion & Analysis – FY2019/20 Comprehensive Annual Financial Report
DRAFT
Basic Financial Statements GOLDER RANCH FIRE DISTRICT
STATEMENT OF NET POSITION DRAFT
JUNE 30, 2020 Governmental activities Assets Current assets: Cash and investments $ 12,983,393 Property taxes receivable 787,825 Accounts receivable, net 402,197 Due from governmental entities 414,183 Total current assets 14,587,598 Noncurrent assets: Capital assets, non‐depreciable 3,410,155 Capital assets, depreciable (net) 21,555,212 Cash and investments, restricted 2,503,094 Net pension/OPEB assets 140,100 Total noncurrent assets 27,608,561 Total assets 42,196,159 Deferred outflows of resources Deferred charge on refunding 59,004 Deferred outflows related to pensions/OPEB 10,527,008 Total deferred outflows of resources 10,586,012 Liabilities Current liabilities: Accounts payable 281,562 Accrued payroll and related benefits 1,157,878 Claims payable 189,085 Compensated absences payable 2,872,000 Accrued interest 11,471 Leases payable 601,121 Bonds payable 932,000 Total current liabilities 6,045,117 Noncurrent liabilities: Compensated absences payable 1,231,368 Leases payable 699,483 Bonds payable 11,841,293 Net pension/OPEB liabilities 24,690,297 Total noncurrent liabilities 38,462,441 Total liabilities 44,507,558 Deferred inflows of resources Deferred inflows related to pensions/OPEB 1,616,202 Total deferred inflows of resources 1,616,202
Net position Net investment in capital assets 10,950,474 Restricted ‐ Debt service 465,973 Unrestricted (4,758,036) Total net position $ 6,658,411 See notes to financial statements. 29 GOLDER RANCH FIRE DISTRICT
STATEMENT OF ACTIVITIES DRAFT
YEAR ENDED JUNE 30, 2020
Net (expense) revenue and changes in net Program revenues position Operating Charges for grants and Governmental Functions/programs: Expenses services contributions activities Governmental activities: Public safety ‐ emergency services $ 28,031,675 $ 4,750,885 $ 624,167 $ (22,656,623) Public safety ‐ administration 8,920,598 ‐‐(8,920,598) Interest on long‐term debt 274,914 ‐ ‐ (274,914) Total governmental activities $ 37,227,187 $ 4,750,885 $ 624,167 (31,852,135)
General revenues: Property taxes 30,560,207 Investment income 209,986 Miscellaneous 60,845 Total general revenues 30,831,038 Changes in net position (1,021,097) Net position, beginning of year 7,679,508 Net position, end of year $ 6,658,411
See notes to financial statements. 30 GOLDER RANCH FIRE DISTRICT
BALANCE SHEET ‐ GOVERNMENTAL FUNDSDRAFT
JUNE 30, 2020
Total Capital governmental General Debt service projects funds Assets: Cash and investments $ 12,522,989 $ 460,404 $ ‐ $ 12,983,393 Property taxes receivable 760,738 27,087 ‐ 787,825 Accounts receivable, net 402,197 ‐‐402,197 Due from governmental entities 414,183 ‐‐414,183 Due from other funds 343,976 ‐‐343,976 Cash and investments, restricted ‐ ‐ 2,503,094 2,503,094 Total assets $ 14,444,083 $ 487,491 $ 2,503,094 $ 17,434,668
Liabilities: Accounts payable $ 281,562 $ ‐ $ ‐ $ 281,562 Accrued payroll and related benefits 1,157,878 ‐‐1,157,878 Claims payable 189,085 ‐‐189,085 Accrued interest 11,471 ‐‐11,471 Due to other funds ‐ ‐ 343,976 343,976 Total liabilities 1,639,996 ‐ 343,976 1,983,972
Deferred inflows of resources: Unavailable revenue ‐ property taxes 611,268 21,518 ‐ 632,786 Unavailable revenue ‐ ambulance 77,000 ‐‐77,000 Unavailable revenue ‐ intergovernmental ‐ ‐ ‐ ‐ Total deferred inflows of resources 688,268 21,518 ‐ 709,786
Fund balances: Restricted ‐ 465,973 2,159,118 2,625,091 Committed 11,244,200 ‐‐11,244,200 Unassigned 871,619 ‐ ‐ 871,619 Total fund balances 12,115,819 465,973 2,159,118 14,740,910 Total liabilities, deferred inflows of resources and fund balances $ 14,444,083 $ 487,491 $ 2,503,094 $ 17,434,668
See notes to financial statements. 31 GOLDER RANCH FIRE DISTRICT
RECONCILIATION OF THE BALANCE SHEET ‐ GOVERNMENTALDRAFT FUNDS TO THE STATEMENT OF NET POSITION
JUNE 30, 2020
Total fund balances ‐ governmental funds $ 14,740,910 Amounts reported for governmental activities in the statement of net position are different because: Capital assets used in governmental activities are not financial resources and, therefore, are not reported in the funds. 24,965,367 Some receivables are not available to pay for current period expenditures and, therefore, are reported as deferred inflows in the funds. 709,786 Deferred charges related to the issuance of refunding bonds are amortized over the life of the associated bond issue in the government‐wide financial statements, but are not reported in the funds. 59,004 Net pension/OPEB assets held in trust for future benefits are not available for District operations and, therefore, are not reported in the funds. 140,100 Noncurrent liabilities are not due and payable in the current period and, therefore, are not reported in the funds: Compensated absences payable (4,103,368) Leases payable (1,300,604) Bonds payable (11,545,000) Unamortized premium (1,228,293) Net pension/OPEB liability (24,690,297) Deferred outflows and inflows of resources related to pensions/OPEB are applicable to future reporting periods and, therefore, are not reported in the funds: Deferred outflows of resources related to pensions/OPEB 10,527,008 Deferred inflows of resources related to pensions/OPEB (1,616,202) Net position of governmental activities $ 6,658,411
See notes to financial statements. 32 GOLDER RANCH FIRE DISTRICT
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCESDRAFT ‐ GOVERNMENTAL FUNDS
YEAR ENDED JUNE 30, 2020
Total Capital governmental General Debt service projects funds Revenues: Property taxes $ 29,386,776 $ 1,092,077 $ ‐ $ 30,478,853 Intergovernmental 1,141,226 ‐‐1,141,226 Charges for services 4,319,159 ‐‐4,319,159 Investment income 181,969 18,594 9,423 209,986 Miscellaneous 60,845 ‐ ‐ 60,845 Total revenues 35,089,975 1,110,671 9,423 36,210,069 Expenditures: Public safety: Emergency services 24,204,439 ‐‐24,204,439 Administration 7,702,645 ‐‐7,702,645 Capital outlay 1,190,684 ‐ 821,576 2,012,260 Debt service: Principal 5,813,313 913,000 ‐ 6,726,313 Interest 154,209 118,750 ‐ 272,959 Bond issuance costs 190,131 ‐ ‐ 190,131 Total expenditures 39,255,421 1,031,750 821,576 41,108,747 Revenues over (under) expenditures (4,165,446) 78,921 (812,153) (4,898,678) Other financing sources: Proceeds from bond issuance 4,849,522 ‐ 3,291,566 8,141,088 Total other financing sources 4,849,522 ‐ 3,291,566 8,141,088 Net change in fund balances 684,076 78,921 2,479,413 3,242,410 Fund balances, beginning of year 11,431,743 387,052 (320,295) 11,498,500 Fund balances, end of year $ 12,115,819 $ 465,973 $ 2,159,118 $ 14,740,910
See notes to financial statements. 33 GOLDER RANCH FIRE DISTRICT
RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURESDRAFT AND CHANGES IN FUND BALANCES ‐ GOVERNMENTAL FUNDS TO THE STATEMENT OF ACTIVITIES
YEAR ENDED JUNE 30, 2020
Net change in fund balances ‐ governmental funds $ 3,242,410 Amounts reported for governmental activities in the statement of activities are different because: Capital outlays are reported in governmental funds as expenditures. However, in the statement of activities, the cost of those capital assets is allocated over their estimated useful lives as depreciation expense. In the current period, these amounts are: Capital outlay 1,990,596 Depreciation expense (1,795,892) Certain revenues in the statement of activities that do not provide current financial resources are not reported as revenues in the funds. (3,980) District pension/OPEB contributions are reported as expenditures in the governmental funds when made. However, they are reported as deferred outflows of resources in the statement of net position because the reported net pension/OPEB liability is measured a year before the District's report date. Pension/OPEB expense, which is the change in the net pension/OPEB liability adjusted for changes in deferred outflows and inflows of resources related to pensions/OPEB, is reported in the statement of activities. Pension/OPEB contributions 3,776,722 Pension/OPEB expense (5,267,094) Certain expenses reported in the statement of activities do not require the use of current financial resources and, therefore, are not reported as expenditures in governmental funds: Increase in compensated absences (1,547,129) Debt proceeds provide current financial resources to governmental funds, but issuing debt increases long‐term liabilities in the statement of net position. Repayment of debt principal is an expenditure in the governmental funds, but the repayment reduces noncurrent liabilities in the statement of net position. In the current year, the amount consists of: General obligation bond proceeds (8,141,088) Principal paid 6,726,313 Amortization of deferred bond items (14,750) Amortization of premium 12,795 Change in net position of governmental activities $ (1,021,097)
See notes to financial statements. 34 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies:
The accounting policies of Golder Ranch Fire District (the District) conform to accounting principles generally accepted in the United States of America (GAAP) applicable to governmental units as promulgated by the Governmental Accounting Standards Board (GASB).
Reporting entity: Established in 1977, Golder Ranch Fire District is an Arizona Special Taxing District operating under Arizona Revised Statutes Title 48, Chapter 5. The District provides a range of fire protection and emergency services, emergency medical services, ambulance transport and community assistance to the residents of unincorporated Pima and Pinal Counties, Town of Oro Valley and the communities of Catalina and SaddleBrooke.
The power and authority given to the District is vested in a Board of Directors, each member being elected for a four‐year term. The Board of Directors has the statutory authority to adopt and modify the budget, levy taxes, control all assets, including facilities and properties, authorize borrowing or long‐term debt issuances, sign contracts and develop the service programs to be provided. The responsibility and accountability over all funds and fiscal matters are vested in the Board of Directors. The District is responsible for its debts and is entitled to surpluses. No separate agency receives a financial benefit from nor imposes a financial burden on the District.
The Board of Directors appoints the Fire Chief of the District. The activities under the purview of the Fire Chief are within the scope of the reporting entity and the Fire Chief is accountable to the Board of Directors for the activities being managed. The District is the primary, special purpose government responsible for all fire protection within its service areas. As a result, all significant activities have been included in the government‐wide financial statements. The District’s financial statements represent those of a stand‐alone government, as there are no discretely or blended component units.
Government‐wide and fund financial statements: The basic financial statements include both government‐wide financial statements and fund financial statements. The government‐wide financial statements report information on all of the governmental activities of the District. Eliminating entries have been posted to minimize the double counting of internal activities. Governmental activities are financed primarily through property taxes and ambulance transport revenues. The government‐wide financial statements include a statement of net position and a statement of activities.
The statement of activities presents a comparison between direct expenses of the public safety program of the District and program revenues. Direct expenses are those that are specifically associated with the public safety function and, therefore, are clearly identifiable to that function. Program revenues include: 1) charges to customers or applicants for goods, services, or privileges provided, 2) operating grants and contributions, and 3) capital grants and contributions. Property taxes, investment earnings, insurance refunds, and other items that are not classified as program revenues, are presented as general revenues.
35 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Measurement focus, basis of accounting and financial statement presentation: The government‐wide financial statements are reported using the economic resources measurement focus, whereby all assets and liabilities are included in the statement of net position. The increases and decreases in the net position are presented in the government‐wide statement of activities. These statements are reported on the accrual basis of accounting, whereby revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of the related cash flows.
The governmental fund financial statements are accounted for using a current financial resources measurement focus, whereby only current assets and current liabilities generally are included in the balance sheet, and the statement of revenues, expenditures and changes in fund balances present increases and decreases in those net current assets. These funds use the modified accrual basis of accounting whereby revenues are recorded only when susceptible to accrual (both measurable and available). “Measurable” means that the amount of the transaction can be determined. “Available” is defined as being collectible within the current period or soon enough thereafter (60 days) to be used to liquidate liabilities of the current period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences, and claims and judgments, are recorded only when payment is due.
Real and personal property taxes are levied on or before the third Monday in August that become due and payable in two equal installments. The first installment is due on the first day in October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. The county attaches a lien on real and personal property on the first day of January preceding assessment and levy. All property taxes are billed and collected by the Pima and Pinal County Treasurers. In the governmental fund financial statements, property taxes are reflected as revenues in the fiscal period for which they were levied, provided they are due, or past due and receivable within the current period, and collected within the current period or expected to be collected soon enough thereafter to be used to pay liabilities of the current period (60 days). Otherwise they are reported as deferred inflows of resources.
Intergovernmental revenues are recognized as revenues when all eligibility requirements are met. There are, however, essentially two types of intergovernmental revenues. In one, monies must be expended on the specific purpose or project before any amounts will be paid to the District; therefore, all eligibility requirements are determined to be met when the underlying expenditures are recorded. In the other, monies are virtually unrestricted as to the purpose of the expenditure and are usually revocable only for failing to comply with prescribed requirements; therefore, all eligibility requirements are determined to be met at the time of receipt or earlier if the susceptible to accrual criteria are met.
36 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Measurement focus, basis of accounting and financial statement presentation (continued): The District reports the following major governmental funds:
The General Fund is the primary operating fund of the District. It accounts for all financial resources of the District, except those required to be accounted for in another fund, either legally or by Board direction. The principal revenue source is property taxes. Primary expenditures are for public safety.
The Capital Projects Fund accounts for financial resources that are restricted, committed or assigned for the acquisition or construction of major capital assets. Bond proceeds restricted for the acquisition or construction of major capital assets are included in this fund.
The Debt Service Fund accounts for repayment of general obligation debt. The principal revenue source is property taxes, while primary expenditures are for principal and interest debt service payments.
Estimates: The preparation of the basic financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the basic financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates and assumptions.
Cash and investments: The District considers cash on hand, demand deposits and short‐term highly liquid investments with a maturity of three months or less, when purchased, to be cash and cash equivalents. Investments maintained in the Pima and Pinal County Investment Pools, are carried at cost, which approximates fair value, and are classified as a cash equivalents. Fair value of the investments in these pools is the same as the value of the pool shares.
Investment income is comprised primarily of interest earnings.
Cash and investments, restricted: Certain proceeds of the District's long‐term debt are classified as restricted assets on the statement of net position because they are maintained in separate bank accounts and their use in limited to the acquisition and construction of capital assets.
37 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Fair value measurements: Fair value is defined as the price to sell an asset or transfer a liability between market participants in an orderly exchange in the principal or most advantageous market for that asset or liability. The fair value for the commingled funds and qualifying alternative investments is determined based on the investment’s net asset value as a practical expedient. Considerable judgment is required in interpreting market data used to develop the estimates of fair value. Accordingly, the estimates presented in the financial statements are not necessarily indicative of the amounts that could be realized in a current market exchange. The use of different market assumptions and estimation methodologies may have a material effect on the estimated fair value.
Receivables: All accounts and property tax receivables are shown net of any allowance for uncollectible accounts. Real and personal property taxes are levied upon all taxable property within the District and become liens against the property on the first day of January preceding assessment and levy. Federal and state grants and contracts are recorded as intergovernmental receivables and revenues when the related expenditures are incurred.
Revenue from emergency medical and transportation services are recognized as charges for services. These charges for services are reported at their estimated net realizable amounts from patients, third‐party payers, and others for services rendered, including estimated retroactive adjustments under reimbursement allowances with third‐party payers, provisions for bad debt and uncompensated care. The allowance for doubtful accounts, including contractual adjustments, at June 30, 2020 is approximately $466,888. Amounts not collected by the District within 60 days subsequent to year‐end are recorded as deferred inflows of resources in the fund financial statements.
Deferred outflows and inflows of resources: The statement of net position and balance sheet include separate sections for deferred outflows of resources and deferred inflows of resources. Deferred outflows of resources represent a consumption of net position that applies to future periods that will be recognized as an expense or expenditure in future periods. Deferred inflows of resources represent an acquisition of net position or fund balance that applies to future periods and will be recognized as a revenue in future periods.
Prepaid items: Payments to vendors for services that will benefit future accounting periods are recorded as prepaid items using the consumption method. A current asset for the prepaid amount is recorded at the time of purchase and an expenditure/expense is reported in the year in which services are consumed.
38 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Capital assets: Capital assets are stated at cost or estimated historical cost. Donated capital assets are recorded at acquisition value at the date of donation. Normal maintenance and repairs are charged to expense as incurred. Major additions, improvements and replacements are capitalized. Gains or losses from sales or retirements of capital assets are included in the results of operations.
Capital assets include land, buildings, improvements, equipment, and other tangible assets costing over $5,000 and that have initial useful lives extending beyond a single reporting period. Depreciation is computed on assets in service, using the straight‐line method over their estimated useful lives:
Land and construction in progress Not depreciated Buildings and improvements 10 to 40 years Vehicles, furniture and equipment 5 to 18 years
Compensated absences: It is the District's policy to permit employees to accumulate earned but unused paid time off. A liability is reported for paid time off that the District will pay upon termination or retirement. None of the liability for compensated absences is expected to be liquidated with expendable available financial resources. Accordingly, compensated absences are accrued as a liability only in the government‐wide financial statements. The General Fund has typically been used to liquidate the liability for compensated absences in prior years.
Long‐term debt: In the government‐wide financial statements, long‐term debt and other long‐term obligations are reported as liabilities on the statement of net position. Bond premiums and discounts, are amortized over the life of the bonds using the straight‐line method. Deferred amounts on refunding result from the difference between the carrying value of refunded debt and its reacquisition price. This amount is deferred and amortized over the shorter of the life of the refunded or refunding debt.
In the fund financial statements, governmental fund types recognize bond premiums and discounts, as well as bond issuance costs, during the current period. The face amount of debt issued is reported as other financing sources. Premiums received on debt issuances are reported as other financing sources while discounts on debt issuances are reported as other financing uses. Issuance costs, whether or not withheld from the actual debt proceeds received, are reported as debt service expenditures.
39 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Postemployment benefits: For purposes of measuring the net pension and other postemployment benefits (OPEB) liabilities or assets, deferred outflows of resources and deferred inflows of resources related to pensions and OPEB, and pension and OPEB expense, information about the plans' fiduciary net position and additions to/deductions from the plans' fiduciary net position have been determined on the same basis as they are reported by the plan. For this purpose, benefit payments (including refunds of employee contributions) are recognized when due and payable in accordance with the benefit terms. The plan's investments are reported at fair value.
Interfund activity: Flows of cash from one fund to another without a requirement for repayment are reported as interfund transfers. Interfund transfers between governmental funds are eliminated in the Statement of Activities. Interfund transfers in the fund financial statements are reported as other financing sources (uses) in governmental funds.
Fund balance: The District’s fund balance is divided into five classifications based primarily on the extent to which the District is bound to observe constraints imposed upon the use of the resources in the governmental funds. The classifications are as follows:
Nonspendable – The nonspendable fund balance category includes amounts that cannot be spent because they are not in spendable form, or legally or contractually required to be maintained intact. The “not in spendable form” criterion includes items that are not expected to be converted to cash. Restricted – The Restricted Fund balance is reported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation. Enabling legislation authorizes the District to assess, levy, charge, or otherwise mandates payment of resources and includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation. Legal enforceability means that the District can be compelled by an external party – such as citizens, public interest groups, or the judiciary to use resources created by enabling legislation only for the purposes specified by the legislation.
40 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Fund balance (continued): Committed – The committed fund balance classification includes amounts that can be used only for the specific purposes imposed by the Board of Directors. Those committed amounts cannot be used for any other purpose unless the Board of Directors removes or changes the specified use by taking the same type of formal action it employed to previously commit those accounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process by resolution of the Board of Directors. Constraints imposed on the use of committed amounts are imposed by the Board of Directors through formal action, separate from the authorization to raise the underlying revenue; therefore, compliance with these constraints is not considered to be legally enforceable. Committed fund balance also incorporates contractual obligations to the extent that existing resources in the fund have been specifically committed for use in satisfying those contractual requirements. Assigned – Amounts in the assigned fund balance classification are intended to be used by the District for specific purposes, but do not meet the criteria to be classified as restricted or committed. In governmental funds other than the General Fund, assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by the Board of Directors or a District official delegated that authority by District Charter, through a formal board action. Unassigned – Unassigned fund balance is the residual classification for the General Fund and includes all spendable amounts not contained in the other classifications. In other governmental funds, the unassigned classification is used only to report a deficit balance resulting from overspending for specific purposes for which amounts had been restricted, committed, or assigned. The District applies restricted resources first when expenditures are incurred for purposes for which either restricted or unrestricted (committed, assigned, and unassigned) amounts are available.
The Board has established the following reserve funds: Emergency Reserve – By Board resolution, the District maintains an “Emergency Reserve” in the General Fund of ten percent (10%) of the average actual General Fund revenues for the preceding three fiscal years. The Emergency Reserve is for unexpected, large‐scale events where damage in excess of $250,000 is incurred and immediate, remedial action must be taken to protect the health and safety of residents (e.g. floods, fires, storm damage). Any usage of Emergency Reserves must be appropriated or ratified by the Board of Directors, through formal Board resolution. Operating Reserve – By Board resolution, the District maintains an additional General Fund “Operating Reserve” with an upper goal of an additional twenty percent (20%) of the average actual General Fund revenues for the preceding three fiscal years. The Operating Reserve is intended to be a reserve for unexpected events whose impact exceeds $500,000. Any use of the Operating Reserve funds must be approved by the Board of Directors and include a repayment 41 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Fund balance (continued): plan that projects to restore the Operating Reserve to the twenty percent (20%) level within two fiscal years following the fiscal year in which the event occurred. Budget Stabilization Reserve – By Board resolution, the District maintains an additional General Fund “Budget Stabilization Reserve” with an upper goal of an additional ten percent (10%) of the average actual General Fund revenues for the preceding three fiscal years. The Budget Stabilization Reserve may be used to provide funding to deal with fluctuations within the fiscal cycle(s) and operating requirements that exceed $500,000. The reserve funds will provide time for the District to restructure its operations in a deliberate manner to ensure continuance of critical District activities. Any use of the Budget Stabilization Reserve funds must be approved by the Board of Directors and include a repayment plan, based on a multi‐year financial projection, that plans to restore the Budget Stabilization Reserve to the ten percent (10%) level within the three fiscal years following the fiscal year in which the event occurred.
The Board authorized the Fire Chief to assign amounts for specific purposes pursuant to the fund balance policy adopted by resolution. When expenditures are incurred for purposes for which both restricted and unrestricted funds balances are available, the District considers restricted amounts to be used first, then unrestricted. When expenditures are incurred for purposes for which amounts in any of the unrestricted fund balance classifications could be used, they are considered to be spent in the following order: committed, assigned and then unassigned.
The table below provides detail of the major components of the District’s fund balance classifications at year‐end. Debt service Capital General fund fund projects fund Fund balances: Restricted: Debt service $ ‐ $ 465,973 $ ‐ Bond construction projects ‐‐2,159,118 Committed: Emergency reserve 2,811,050 ‐‐ Operating reserve 5,622,100 ‐‐ Budget stabilization reserve 2,811,050 ‐‐ Unassigned 871,619 ‐ ‐ $ 12,115,819 $ 465,973 $ 2,159,118
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
1. Description of organization and summary of significant accounting policies (continued):
Net position: Net position represents the difference between assets, liabilities and deferred outflows/inflows of resources. Net investment in capital assets consists of capital assets, net of accumulated depreciation, reduced by the outstanding balances of any borrowing used for the acquisition, construction or improvement of those assets. Net position is reported as restricted when there are limitations imposed on their use either through enabling legislation or through external restrictions imposed by creditors, grantors or laws or regulations of other governments.
In the government‐wide fund financial statements, the District applies restricted resources first when outlays are incurred for purposes for which either restricted or unrestricted amounts are available.
Budgetary information: The District budgets all funds in accordance with the requirements of state law. All funds are budgeted on the modified accrual basis of accounting. The Governing body adopts the original budget by resolution prior to the beginning of the fiscal year of the District. The Board resolution authorizing budgeted expenditures for each fund sets the level by which actual expenditures should not be exceeded. Total labor, goods, services and other expenditures for the funds are the levels of control established by the budget resolution. The detailed budget document is required to contain specific detailed information for the above mentioned expenditures. Budgeted expenditures lapse at year‐end and may not be carried over to subsequent years.
Stewardship, compliance and accountability: At year‐end, the District did not have any funds with expenditures that exceeded the budgets.
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YEAR ENDED JUNE 30, 2020
2. Cash and investments:
The District maintains a cash and investment pool that is available for use by all funds. Each fund's portion of this pool is displayed on the statement of net position as part of cash and investments. Cash and investments are comprised of the following at June 30, 2020: Deposits: Operating accounts $ 1,715,944 Petty cash 350 Bond proceeds, restricted for capital purchases 1,289,317 Investments: Pima County Treasurer investment pool 11,256,071 Pinal County Treasurer investment pool 11,101 Pima County Treasurer investment pool ‐ bond proceeds, restricted for capital purchases 1,213,704 $ 15,486,487
The Arizona Revised Statutes authorize the District to invest public monies in the State or County Treasurer's investment pool; interest‐bearing savings accounts, certificates of deposit and repurchase agreements in eligible depositories; bonds or other obligations of the United States government that are guaranteed as to principal and interest by the United States government; and bonds of the State of Arizona's counties, cities, towns, school districts and special districts as specified by statute.
Deposits: Custodial credit risk is the risk that in the event of bank failure, the District's deposits may not be returned. Arizona Revised Statutes require collateral for demand deposits, certificates of deposit and repurchase agreements at 101 percent of all deposits not covered by federal depository insurance. At June 30, 2020, deposits with financial institutions have a book value of $3,005,611 and a bank balance of $3,242,834. The difference of $237,223 represents deposits in transit, outstanding checks, and other reconciling items at June 30, 2020. At June 30, 2020, $1,703,517 of the District's deposits was insured or covered by collateral held by the pledging financial institution in the District's name.
Investments: The District invests funds in two County Local Government Investment Pools. No oversight is provided for the investment pools, nor does the structure of the pools provide for shares. The balance reported is fully liquid and available upon demand. Participation in the investment pools is involuntary. Participants in the pools are not required to categorize the value of shares in accordance with the fair value hierarchy.
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YEAR ENDED JUNE 30, 2020
2. Cash and investments (continued): Investments (continued): The District's investments at June 30, 2020 were as follows:
Average Rating Rating agency maturities Amount Local Government investment pools Unrated Not applicable 270 days $ 12,480,876
The fair value of the investment pool is discussed in note 3.
Interest rate risk ‐ Interest rate risk is the risk that changes in interest rates will adversely affect an investment's fair value. The District does not have a formal investment policy that limits investment maturities as a means of managing its exposure to fair value losses arising from increasing interest rates.
Credit risk ‐ The District has no investment policy that would further limit its investment choices. As of June 30, 2020, the District's investment in the County Treasurer investment pools did not receive a credit rating from a national rating agency.
Custodial creditthe risk ‐ District’s investment in the County Treasurers' investment pools represents a proportionate interest in the pools' portfolio; however, the District’s portion is not identified with specific investments and is not subject to custodial credit risk.
3. Fair value:
The District measures and categorizes its investments using fair value measurement guidelines established by generally accepted accounting principles. These guidelines establish a three‐tier hierarchy of inputs to valuation techniques used to measure fair value, as follows:
Level 1 ‐ Inputs are unadjusted quoted prices for identical assets or liabilities in active markets that the District has the ability to access.
Level 2 ‐ Inputs, other than quoted market prices included within Level 1, are observable, either directly or indirectly.
Level 3 ‐ Inputs are unobservable and significant to the fair value measurement.
Other investments at fair value ‐ Investments for which fair value is measured at net asset value per share (or its equivalent). Due to the inherent uncertainty of these estimates, these values may differ materially from the values that would have been used had a ready market for these investments existed.
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
3. Fair value (continued): At June 30, 2020, the fair value of investments measured on a recurring basis is as follows: Other investments Fair value at fair value Level 1 Level 2 Level 3 External investment pools: Local Government investment pools $ 12,480,876 $ 12,480,876 $ ‐ $ ‐ $ ‐
The fair value of a participant’s portion in the Pima County Treasurer's investment pool and the Pinal County Treasurer's investment pool approximates the value of that participant’s pool shares and the participant’s shares are not identified with specific investments. The investment pools are not registered with the Securities and Exchange Commission as an investment company and there is no regulatory oversight of their operations. There are no unfunded commitments or redemption restrictions related to these investments.
The Pima County Treasurer's investment pool invests primarily in the State Treasurer's Local Government Investment Pool, corporate bonds, U.S. Treasury notes, and agency bonds.
4. Capital assets:
Capital asset activity for the year ended June 30, 2020 was as follows: Beginning balance Increases Decreases Ending balance Capital assets, not depreciated: Land $ 3,062,318 $ ‐ $ ‐ $ 3,062,318 Construction in progress ‐ 347,837 ‐ 347,837 Total capital assets, not depreciated 3,062,318 347,837 ‐ 3,410,155
Capital assets, depreciated: Buildings and improvements 23,158,097 14,028 ‐ 23,172,125 Vehicles, furniture and equipment 14,556,165 1,628,731 ‐ 16,184,896 Total capital assets, depreciated 37,714,262 1,642,759 ‐ 39,357,021
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
4. Capital assets (continued): Beginning balance Increases Decreases Ending balance Less accumulated depreciation for: Buildings and improvements (6,489,722) (634,355) ‐ (7,124,077) Vehicles, furniture and equipment (9,516,195) (1,161,537) ‐ (10,677,732) Total accumulated depreciation (16,005,917) (1,795,892) ‐ (17,801,809) Total capital assets, depreciated, net 21,708,345 (153,133) ‐ 21,555,212 Total capital assets, net $ 24,770,663 $ 194,704 $ ‐ $ 24,965,367
5. General obligation bonds:
Series 2015 and Series 2016: General obligation bonds are direct obligations and pledge the full faith and credit of the District. The District has outstanding general obligation bonds payable from a $5,310,000 refunded issuance of callable 10‐year bonds dated January 22, 2015 with interest rates of 2.05% and a $2,932,000 refunded issuance of callable 10‐year bonds dated December 28, 2016 with interest rates of 2.25%.
Series 2020: The District, pursuant to a special bond election, received voter approval to issue up to $26,600,000 in general obligation debt to finance various capital improvements and to pay off capital leasing obligations. The 2020 General Obligation Bonds were issued by the District in the amount of $6,900,000. The interest rate ranges from 3% ‐ 4% and the bonds mature July 1, 2044. During the fiscal year ended June 30, 2020, the District paid off $4,824,778 of capital lease obligations.
The general obligation 2020 bonds were issued with a premium of $1,241,088 that is being amortized over the life of the debt.
Principal and interest on all long‐term debt is paid semi‐annually. The bonds are repaid from general fund secondary property taxes and used to fund construction projects, purchase capital equipment and fire apparatus.
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5. General obligation bonds (continued):
Annual debt service requirements to maturity for the general obligation bonds are as follows:
Year ending June 30, Principal Interest Total 2021 $ 932,000 $ 435,736 $ 1,367,736 2022 951,000 345,780 1,296,780 2023 970,000 325,614 1,295,614 2024 1,013,000 305,040 1,318,040 2025 619,000 292,416 911,416 2026 ‐ 2030 1,705,000 1,215,750 2,920,750 2031 ‐ 2035 1,590,000 948,000 2,538,000 2036 ‐ 2040 1,925,000 605,000 2,530,000 2041 ‐ 2045 1,840,000 187,400 2,027,400 $ 11,545,000 $ 4,660,736 $ 16,205,736
6. Capital leases:
The District has acquired various equipment and a vehicle under the provisions of long‐term lease agreements classified as capital leases. These lease agreements qualify as capital leases for accounting purposes and, therefore, have been recorded at the present value of their future minimum lease payments as of the inception date. Revenues from the general fund are used to pay the capital lease obligations. Amortization of assets recorded under capital leases is included with depreciation expense.
The assets acquired through capital leases that meet the District’s capitalization threshold are as follows:
Vehicles, furniture and equipment $ 2,768,185 Less accumulated depreciation 1,329,659 $ 1,438,526
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
6. Capital leases (continued): The future minimum lease obligations and the net present value of these minimum lease payments as of June 30, 2020 were as follows:
Year ending June 30, 2021 $ 631,081 2022 258,588 2023 258,588 2024 215,839 Total minimum lease payments 1,364,096 Less amount representing interest 63,492 Net present value of minimum lease payments 1,300,604 Less current portion 601,121 $ 699,483
7. Changes in noncurrent liabilities:
A summary of the changes in noncurrent liabilities for the year ended June 30, 2020 was as follows:
Beginning Ending Due within balance Additions Reductions balance one year Bonds payable: Series 2015 GO Bonds $ 3,074,000 $ ‐ $ (589,000) $ 2,485,000 $ 604,000 Series 2016 GO Bonds 2,484,000 ‐ (324,000) 2,160,000 328,000 Series 2020 GO Bonds ‐ 6,900,000 ‐ 6,900,000 ‐ Total bonds payable 5,558,000 6,900,000 (913,000) 11,545,000 932,000 Unamortized premium ‐ 1,241,088 (12,795) 1,228,293 ‐ Capital leases payable 7,113,921 ‐ (5,813,317) 1,300,604 601,121 Net pension liability 22,964,185 1,710,849 ‐ 24,675,034 ‐ Net OPEB liability 147,672 ‐ (132,409) 15,263 ‐ Compensated absences payable 2,556,239 3,355,587 (1,808,458) 4,103,368 2,872,000 $ 38,340,017 $ 13,207,524 $ (8,679,979) $ 42,867,562 $ 4,405,121
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
8. Risk management:
The District is exposed to various risks of loss related to torts; theft of, damage to and destruction of assets; errors and omissions; injuries to employees; and natural disasters. The District carries commercial insurance for all such risks of loss, including workers' compensation and employees' health and accident insurance. Settled claims resulting from these risks have not exceeded commercial insurance coverage in any of the past three fiscal years.
The District has established a self‐insured health care program for employees, employees' spouses, and their dependents. Payments are made to Blue Cross and Blue Shield for 100 percent of services and have a maximum of $1,000 per enrolled person on a contract year basis. During the year ended June 30, 2020, the District General Fund paid claims in the amount of $1,555,127. All claims handling procedures are performed by a third‐party claims administrator. The District purchased reinsurance that limits exposure of any single claim to $75,000 and $1.5 million in the aggregate.
The District limits its exposure through specific and aggregate stop‐loss coverage. All claims handling procedures are performed by a third‐party claims administrator. Reported unpaid claims, have been accrued as a liability based upon monthly claims summary reports. These claims are expected to be fully paid within one year of the financial statement date. Changes in the balances of claims payable during the past two years are as follows:
Claims Current year payable claims and Claims beginning of changes in Claims payable at year estimates payments end of year 2019 ‐ 2020 $ 169,042 $ 1,575,170 $ (1,555,127) $ 189,085 2018 ‐ 2019 92,811 1,622,759 (1,546,528) 169,042
9. Commitments and contingencies:
Intergovernmental agreements: The District is party to a variety of intergovernmental agreements entered into in the ordinary course of business pursuant to which it may be obligated to provide services outside of its geographic boundaries and/or receive assistance from other parties. As part of these agreements, the District is obligated to indemnify other parties for certain liabilities that arise out of, or relate to, the subject matter of the agreements.
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
9. Commitments and contingencies (continued): Operating leases: The District leases ambulance equipment, vehicles and office equipment under the provisions of long‐term lease agreements classified as operating leases for accounting purposes. Rental expenditures under the terms of the operating leases totaled $124,987 for the year ended June 30, 2020. The operating leases have remaining noncancelable lease terms and provide renewal options.
The future minimum rental payments required under the operating leases at year‐end were as follows:
Year ending June 30, 2021 $ 82,770 2022 45,832 2023 24,653 2024 14,311 2025 2,946 $ 170,512
Legal proceedings: From time to time, the District may be party to certain pending or threatened lawsuits arising out of or incident to the ordinary course of business for which it carries general liability and other insurance coverages. In the opinion of management and based upon consultation with legal counsel, resolution of any pending or threatened lawsuits will not have a material adverse effect on the District's financial statements.
COVID‐19: The COVID‐19 outbreak in the United States has caused business disruption. The extent of the COVID‐19 impact on operational and financial performance will depend on certain developments, including duration and spread of the outbreak, impact on District residents, employees and vendors, all of which are uncertain and cannot be predicted. At this point, the extent to which COVID‐19 may impact the financial statements is uncertain.
10. Pension and other postemployment benefits:
The District contributes to the Arizona State Retirement System (ASRS) and the Public Safety Personnel Retirement System (PSPRS). These plans are component units of the State of Arizona.
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): At June 30, 2020, the District reported on the Statement Net Position and Statement of Activities the following aggregate amounts related to pensions and other postemployment benefits (OPEB) for all plans to which it contributes:
Governmental activities Net pension/OPEB assets $ 140,100 Net pension/OPEB liability 24,690,297 Deferred outflows of resources 10,527,008 Deferred inflows of resources 1,616,202 Pension/OPEB expense 5,267,094
The District’s accrued payroll and related benefits includes approximately $194,000 of outstanding pension and OPEB contribution amounts payable to the plan for the year ended June 30, 2020.
The District reported $3,776,722 of pension and OPEB contributions as expenditures in the governmental funds related to all plans to which it contributes.
Arizona State Retirement System (ASRS): Plan description ‐ District employees not covered by the other pension plan described below participate in the Arizona State Retirement System (ASRS). The ASRS administers a cost‐sharing multiple‐employer defined benefit pension plan, a cost‐sharing multiple‐employer defined benefit health insurance premium benefit (OPEB) plan, and a cost‐sharing multiple‐employer defined benefit long‐term disability (OPEB) plan. The Arizona State Retirement System Board governs the ASRS according to the provisions of A.R.S. Title 38, Chapter 5, Articles 2 and 2.1. The ASRS issues a publicly available financial report that includes its financial statements and required supplementary information. The report is available on its website at www.azasrs.gov.
Benefits provided ‐ The ASRS provides retirement, health insurance premium supplement, long‐term disability, and survivor benefits. State statute establishes benefit terms. Retirement benefits are calculated on the basis of age, average monthly compensation, and service credit as follows:
Initial membership date: Before July 1, 2011 On or after July 1, 2011 Years of service and age Sum of years and age equals 80 30 years age 55 required to receive 10 years age 62 25 years age 60 benefit 5 years age 50* 10 years age 62 any years age 65 5 years age 50* any years age 65
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10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
Initial membership date: Before July 1, 2011 On or after July 1, 2011 Final average salary is Highest 36 consecutive months of Highest 60 consecutive months of based on last 120 months last 120 months Benefit percent per year 2.1% to 2.3% 2.1% to 2.3% of service * with actuarially reduced benefits
Retirement benefits for members who joined the ASRS prior to September 13, 2013 are subject to automatic cost‐of‐living adjustments based on excess investment earnings. Members with a membership date on or after September 13, 2013 are not eligible for cost‐of‐living adjustments. Survivor benefits are payable upon a member’s death. For retired members, the retirement benefit option chosen determines the survivor benefit. For all other members, the beneficiary is entitled to the member’s account balance that includes the member’s contributions and employer’s contributions, plus interest earned.
Health insurance premium benefits are available to retired and disabled members with five years of credited service. The benefits are payable only with respect to allowable health insurance premiums for which the member is responsible. For members with 10 or more years of service, benefits range from $100 per month to $260 per month depending on the age of the member and dependents. For members with five to nine years of service, the benefits are the same dollar amounts as above multiplied by a vesting fraction based on completed years of service.
Active members are eligible for a monthly long‐term disability benefit equal to two‐thirds of monthly earnings. Members receiving benefits continue to earn service credit up to their normal retirement dates. Members with long‐term disability commencement dates after June 30, 1999 are limited to 30 years of service or the service on record as of the effective disability date, if their service is greater than 30 years.
Contributions ‐ In accordance with State statutes, annual actuarial valuations determine active member and employer contribution requirements. The combined active member and employer contribution rates are expected to finance the costs of benefits employees earn during the year, with an additional amount to finance any unfunded accrued liability. For the year ended June 30, 2020, statute required active ASRS members to contribute at the actuarially determined rate of 12.11% (11.94% for retirement and 0.17% for long‐term disability) of the members’ annual covered payroll, and statute required the District to contribute at the actuarially determined rate of 12.11% (11.45% for retirement, 0.49% for health insurance premium benefit, and 0.17% for long‐term disability) of the active members’ annual covered payroll.
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
The District's contributions for the year ended June 30, 2020 were as follows: Contributions Pension $ 267,474 Health insurance premium 11,446 Long‐term disability 3,972
The District’s net pension and OPEB liabilities, and related contributions, are paid by the same funds as the employee’s salary, with the largest component coming from the General Fund.
Pension and OPEB assets/liabilities ‐ At June 30, 2020, the District reported the following asset and liabilities for its proportionate share of the ASRS' net pension/OPEB asset or liability. Net pension/OPEB (asset) liability Pension $ 3,356,953 Health insurance premium benefit (6,533) Long‐term disability 15,263
The net asset and net liabilities were measured as of June 30, 2019. The total liability used to calculate the net asset or net liability was determined using update procedures to roll forward the total liability from an actuarial valuation as of June 30, 2018, to the measurement date of June 30, 2019. The District’s proportion of the net asset or net liability was based on the District's actual contributions to the plan relative to the total of all participating employers’ contributions for the year ended June 30, 2019. The District’s proportion measured as of June 30, 2019, and the change in proportions measured as of June 30, 2018, were: Increase Proportion (decrease) Pension %0.02307 0.00063 Health insurance premium benefit %0.02364 0.00077 Long‐term disability %0.02343 0.00094
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
Pension/OPEB expense ‐ For the year ended June 30, 2020, the District recognized pension and OPEB expense for ASRS as follows: Expense Pension $ 612,792 Health insurance premium benefit 8,221 Long‐term disability 4,591
Deferred outflows/inflows of resources ‐ At June 30, 2020, the District reported deferred outflows of resources and deferred inflows of resources related to pensions and OPEB from the following sources:
Health insurance Pension premium benefit Long‐term disability Deferred Deferred Deferred Deferred Deferred Deferred outflows inflows outflows inflows outflows inflows of of of of of of resources resources resources resources resources resources Differences between expected and actual experience $ 60,644 $ 631 $ ‐ $ 7,809 $ 1,803 $ ‐ Net difference between projected and actual earnings on pension plan investments ‐ 75,453 ‐ 8,496 ‐ 326 Changes in assumptions 14,190 133,680 12,848 ‐ 2,283 ‐ Changes in proportion and differences between employer contributions and proportionate share of contributions 224,275 ‐ 118 16 1,216 ‐ Contributions subsequent to the measurement date 267,474 ‐ 11,446 ‐ 3,972 ‐ $ 566,583 $ 209,764 $ 24,412 $ 16,321 $ 9,274 $ 326
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NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
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10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
The amounts reported as deferred outflows of resources related to ASRS pensions and OPEB resulting from District contributions subsequent to the measurement date will be recognized as an increase of the net asset and a reduction of the net liability in the year ending June 30, 2021. Other amounts reported as deferred outflows of resources and deferred inflows of resources related to pensions and OPEB will be recognized as expenses as follows:
Health insurance Year ending premium Long‐term June 30, Pension benefit disability 2021 $ 144,165 $ (2,800) $ 558 2022 (60,538) (2,800) 558 2023 (14,490) 825 877 2024 20,208 1,605 935 2025 ‐ (185) 814 Thereafter ‐ ‐ 1,234 $ 89,345 $ (3,355) $ 4,976
Actuarial assumptions ‐ The significant actuarial assumptions used to measure the total pension/OPEB liability are as follows:
Actuarial valuation date June 30, 2018 Actuarial roll forward date June 30, 2019 Actuarial cost method Entry age normal Investment rate of return 7.5% Projected salary increases 2.7% ‐ 7.2% for pensions/not applicable for OPEB Inflation 2.3% Permanent benefit increase Included for pensions/not applicable for OPEB Mortality rates 2017 SRA Scale U‐MP for pension and health insurance premium benefit Recovery rates 2012 GLDT for long‐term disability Healthcare cost trend rate Not applicable
Actuarial assumptions used in the June 30, 2018 valuation were based on the results of an actuarial experience study for the 5‐year period ended June 30, 2016.
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10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
The long‐term expected rate of return on ASRS pension plan investments was determined to be 7.5% using a building‐block method in which best‐estimate ranges of expected future real rates of return (expected returns, net of plan investment expense and inflation) are developed for each major asset class. These ranges are combined to produce the long‐term expected rate of return by weighting the expected future real rates of return by the target asset allocation percentage and by adding expected inflation.
The target allocation and best estimates of geometric real rates of return for each major asset class are summarized in the following table:
Long‐term expected Asset Class Target Allocation geometric real rate of return Equity %50 %6.09 Credit %20 %5.36 Interest rate sensitive bonds %10 %1.62 Real estate %20 %5.85 %100
Discount rate ‐ The discount rate used to measure the ASRS total pension/OPEB liability was 7.5%. The projection of cash flows used to determine the discount rate assumed that contributions from participating employers will be made based on the actuarially determined rates based on the ASRS Board’s funding policy, which establishes the contractually required rate under Arizona statute. Based on those assumptions, the plan’s fiduciary net position was projected to be available to make all projected future benefit payments of current plan members. Therefore, the long‐term expected rate of return on plan investments was applied to all periods of projected benefit payments to determine the total pension/OPEB liability.
Sensitivity of the District's proportionate share of the ASRS net pension/OPEB (asset) liability to changes in the discount rate ‐ The following table presents the District's proportionate share of the net pension/OPEB (asset) liability calculated using the discount rate of 7.5%, as well as what the District's proportionate share of the net pension/OPEB (asset) liability would be if it were calculated using a discount rate that is 1 percentage point lower (6.5%) or 1 percentage point higher (8.5%) than the current rate:
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10. Pension and other postemployment benefits (continued): Arizona State Retirement System (ASRS) (continued):
Current 1% decrease discount rate 1% increase (6.5%) (7.5%) (8.5%) Net pension liability $ 4,777,722 $ 3,356,953 $ 2,169,556 Net health insurance premium liability (asset) $ 33,093 $ (6,533) $ (40,296) Net long‐term disability liability $ 16,892 $ 15,263 $ 13,684
Pension plan fiduciary net position ‐ Detailed information about the pension plan’s fiduciary net position is available in the separately issued ASRS financial report.
Public Safety Personnel Retirement System (PSPRS): Plan description ‐ District employees who are regularly assigned hazardous duty participate in the Public Safety Personnel Retirement System (PSPRS) or employees who became members on or after July 1, 2017, may participate in the Public Safety Personnel Defined Contribution Retirement Plan (PSPDCRP). The PSPRS administers agent and cost‐sharing multiple‐employer defined benefit pension plans and agent and cost‐sharing multiple‐employer defined benefit health insurance premium benefit (OPEB) plans. A nine‐ member board known as the Board of Trustees and the participating local boards govern the PSPRS according to the provisions of A.R.S. Title 38, Chapter 5, Article 4. Employees who were PSPRS members before July 1, 2017, participate in the agent plans, and those who became PSPRS members on or after July 1, 2017, participate in the cost‐sharing plans (PSPRS Tier 3 Risk Pool), which are not further disclosed because of their relative insignificance to the District's financial statements.
The PSPRS issues a publicly available financial report that include financial statements and required supplementary information. The report is available on the PSPRS website at www.psprs.com.
Benefits provided ‐ The PSPRS provides retirement, health insurance premium supplement, disability, and survivor benefits. State statute establishes benefit terms. Certain retirement, disability, and survivor benefits are calculated on the basis of age, average monthly compensation, and service credit as follows:
58 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued):
Initial membership date: On or after January 1, 2012 and before July 1, Before January 1, 2012 2017 On or after July 1, 2017 Years of service 20 years of service, any 25 years of service or 15 15 years of credited and age required age years of credited service, service, age 52.5*; 15 or to receive benefit 15 years of service, age 62 age 52.5 more years of service, age 55 Final average Highest 36 consecutive Highest 60 consecutive Highest 60 consecutive salary is based on months of last 20 years months of last 20 years months of last 15 years Benefit percent: Normal 50% less 2.0% for each 1.5% to 2.5% per year of credited service, not to retirement year of credited service exceed 80% less than 20 years OR plus 2.0% to 2.5% for each year of credited service over 20 years, not to exceed 80% Accidental 50% or normal retirement, whichever is greater disability retirement Catastrophic 90% for the first 60 months then reduced to either 62.5% or normal retirement, disability whichever is greater retirement Ordinary Normal retirement calculated with actual years of credited service or 20 years of disability credited service, whichever is greater, multiplied by years of credited service (not retirement to exceed 20 years) divided by 20 Survivor benefit: Retired 80% to 100% of retired member’s pension benefit members Active member 80% to 100% of accidental disability retirement benefit or 100% of average monthly compensation if death was the result of injuries received on the job
* with actuarially reduced benefits
59 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): Retirement and survivor benefits are subject to automatic cost‐of‐living adjustments based on inflation. PSPRS also provides temporary disability benefits of 50 percent of the member’s compensation for up to 12 months.
Health insurance premium benefits are available to retired or disabled members with 5 years of credited service. The benefits are payable only with respect to allowable health insurance premiums for which the member is responsible. Benefits range from $100 per month to $260 per month depending on the age of the member and dependents.
Employees covered by benefit terms ‐ At June 30, 2020, the following employees were covered by the agent plans' benefit terms: Pension Health Inactive employees or beneficiaries currently receiving benefits 22 22 Inactive employees entitled to but not yet receiving benefits 22 11 Active employees 182 182 226 215
Contributions ‐ State statutes establish the pension contribution requirements for active PSPRS employees. In accordance with State statutes, annual actuarial valuations determine employer contribution requirements for PSPRS pension and health insurance premium benefits. The combined active member and employer contribution rates are expected to finance the costs of benefits employees earn during the year, with an additional amount to finance any unfunded accrued liability. Contribution rates are a percentage of active members’ annual covered payroll. Contribution rates for the year ended June 30, 2020 are indicated below: Active members ‐ pension 7.65% ‐ 11.65% District: Pension %23.03 Health insurance %0.38
In addition, the District is required to contribute at the actuarially determined rate of 9.30% of annual covered payroll of retired members who worked for the District in positions that an employee who contributes to the PSPRS would typically fill and of employees participating in the PSPRS Tier 3 Risk Pool and PSPDCRP members in addition to the District’s required contributions to the PSPRS Tier 3 Risk Pool and PSPDCRP.
60 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): The District's contributions to the pension and OPEB plans for the year ended June 30, 2020 were:
Contributions Pension $ 3,399,372 Health insurance 56,090
The District's pension and OPEB contributions are paid by the same funds as the employee's salary, with the largest component coming from the general fund.
Liability ‐ At June 30, 2020, the District reported net pension liability of $21,318,081 and a net OPEB (asset) liability of $(116,952). The net assets and net liabilities were measured as of June 30, 2019, and the total liability used to calculate the net asset or liability was determined by an actuarial valuation as of that date. The total liabilities as of June 30, 2019, reflect changes of actuarial assumptions to decrease the investment rate of return from 7.4% to 7.3% and update the mortality rates.
Actuarial assumptions ‐ The significant actuarial assumptions used to measure the total pension/OPEB liability are as follows:
Actuarial valuation date June 30, 2019 Actuarial cost method Entry age normal Investment rate of return 7.3% Wage inflation 3.5% for pensions/not applicable for OPEB Price inflation 2.5% for pensions/not applicable for OPEB Cost‐of‐living adjustment 1.75% for pensions/not applicable for OPEB Mortality rates PubS‐2010 tables Healthcare cost trend rate Not applicable
Actuarial assumptions used in the June 30, 2019 valuation were based on the results of an actuarial experience study for the 5‐year period ended June 30, 2016.
The long‐term expected rate of return on PSPRS plan investments was determined to be 7.3% using a building‐block method in which best‐estimate ranges of expected future real rates of return (expected returns, net of pension plan investment expenses and inflation) are developed for each major asset class.
61 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): The target allocation and best estimates of geometric real rates of return for each major asset class are summarized in the following table:
Long‐term expected Asset Class Target Allocation geometric real rate of return U.S. equity %16 %4.75 Non‐U.S. equity %14 %5.00 Private equity %12 %8.40 Private credit %16 %5.36 Real estate %10 %4.50 GTS %12 %4.01 Real assets 9%% 6.75 Fixed income 5%% 3.00 Risk parity 4%% 4.01 Short‐term investments %2 %0.25 %100
Discount rate ‐ At June 30, 2019, the discount rate used to measure the total pension/OPEB liability was 7.30%, which was a decrease of 0.1 from the discount rate used as of June 30, 2018. The projection of cash flows used to determine the discount rate assumed that plan member contributions will be made at the current contribution rate and that employer contributions will be made at rates equal to the difference between the actuarially determined contribution rate and the member rate. Based on those assumptions, the plans' fiduciary net position was projected to be available to make all projected future benefit payments of current plan members. Therefore, the long‐term expected rate of return on plan investments was applied to all periods of projected benefit payments to determine the total pension/OPEB liability.
62 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): Changes in the net pension liability ‐ Total pension Plan fiduciary Net pension liability net position liability (a) (b) (a) ‐ (b) Balances at June 30, 2019 $ 61,117,219 $ 41,282,624 $ 19,834,595 Adjustment to beginning of year ‐ (25,741) 25,741 Changes for the year: Service cost 3,287,055 ‐ 3,287,055 Interest on the total pension liability 4,693,500 ‐ 4,693,500 Differences between expected and actual experience in the measurement of the pension liability (525,159) ‐ (525,159) Changes of assumptions 1,477,194 ‐ 1,477,194 Contributions ‐ employer ‐ 3,844,207 (3,844,207) Contributions ‐ employee ‐ 1,381,209 (1,381,209) Net investment income ‐ 2,289,859 (2,289,859) Benefit payments, including refunds of employee contributions (1,957,201) (1,957,201) ‐ Administrative expense ‐ (40,787) 40,787 Other changes ‐ 357 (357) Net changes 6,975,389 5,517,644 1,457,745 Balances at June 30, 2020 $ 68,092,608 $ 46,774,527 $ 21,318,081
63 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): Changes in the net OPEB liability ‐ Total OPEB Plan fiduciary Net OPEB liability net position liability (asset) (a) (b) (a) ‐ (b) Balances at June 30, 2019 $ 1,279,033 $ 1,143,112 $ 135,921 Adjustment to beginning of year ‐ 25,741 (25,741) Changes for the year: Service cost 45,641 ‐ 45,641 Interest on the total OPEB liability 97,498 ‐ 97,498 Differences between expected and actual experience in the measurement of the OPEB liability (275,940) ‐ (275,940) Changes of assumptions 14,537 ‐ 14,537 Contributions ‐ employer ‐ 47,374 (47,374) Net investment income ‐ 62,584 (62,584) Benefit payments, including refunds of employee contributions (14,276) (14,276) ‐ Administrative expense ‐ (1,080) 1,080 Net changes (132,540) 94,602 (227,142) Balances at June 30, 2020 $ 1,146,493 $ 1,263,455 $ (116,962)
Sensitivity of the District’s net pension/OPEB (asset) liability to changes in the discount rate ‐ The following table presents the District’s net pension/OPEB (assets) liabilities calculated using the discount rate noted above, as well as what the District's net pension/OPEB (asset) liability would be if it were calculated using a discount rate that is 1 percentage point lower (6.3%) or 1 percentage point higher (8.3%) than the current rate:
Current 1% decrease discount rate 1% increase (6.3%) (7.3%) (8.3%) District's net pension liability $ 32,838,800 $ 21,318,081 $ 12,119,039 District's net OPEB (asset) liability $ 42,671 $ (116,962) $ (249,847)
Plan fiduciary net position ‐ Detailed information about the plans' fiduciary net position is available in the separately issued PSPRS financial report. This report is available on the PSPRS website at www.psprs.com.
64 GOLDER RANCH FIRE DISTRICT
NOTES TO FINANCIAL STATEMENTS (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
10. Pension and other postemployment benefits (continued): Public Safety Personnel Retirement System (PSPRS) (continued): Expense ‐ For the year ended June 30, 2020, the District recognized the following as pension and OPEB expense: Expense Pension $ 4,697,997 Health insurance (16,073)
Deferred outflows/inflows of resources ‐ At June 30, 2020, the District reported deferred outflows of resources and deferred inflows of resources related to pensions and OPEB from the following sources:
Pension Health Deferred Deferred Deferred Deferred outflows of inflows of outflows of inflows of resources resources resources resources Differences between expected and actual experience $ 1,804,733 $ 1,014,722 $ 849 $ 312,155 Changes in assumptions 3,863,506 ‐ 13,321 49,415 Net difference between projected and actual earnings on plan investments 707,572 ‐ 5,610 ‐ Contributions subsequent to the measurement date 3,399,372 ‐ 56,090 ‐ $ 9,775,183 $ 1,014,722 $ 75,870 $ 361,570
The amounts reported as deferred outflows of resources related to pensions and OPEB resulting from District contributions subsequent to the measurement date will be recognized as an increase in the net asset or a reduction of the net liability in the year ending June 30, 2021. Other amounts reported as deferred outflows of resources and deferred inflows of resources related to pensions and OPEB will be recognized as expenses as follows: Year ending June 30, Pension Health 2021 $ 996,237 $ (37,634) 2022 587,066 (37,633) 2023 845,439 (29,676) 2024 809,582 (30,667) 2025 605,630 (35,305) Thereafter 1,517,135 (170,875) $ 5,361,089 $ (341,790) 65 DRAFT
Required Supplementary Information GOLDER RANCH FIRE DISTRICT DRAFT SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ‐ BUDGET TO ACTUAL ‐ GENERAL FUND
YEAR ENDED JUNE 30, 2020
Variance with final budget Budgeted amounts positive Original Final Actual (negative) Revenues: Property taxes $ 28,163,544 $ 28,163,544 $ 29,386,776 $ 1,223,232 Intergovernmental 793,946 793,946 1,141,226 347,280 Charges for services 4,644,410 4,644,410 4,319,159 (325,251) Investment income 150,000 150,000 181,969 31,969 Miscellaneous 60,000 60,000 60,845 845 Total revenues 33,811,900 33,811,900 35,089,975 1,278,075 Expenditures: Public safety: Emergency services 25,145,410 25,145,410 24,204,439 940,971 Administration 7,441,033 7,441,033 7,702,645 (261,612) Capital outlay ‐‐1,190,684 (1,190,684) Debt service: Principal 1,039,962 1,039,962 5,813,313 (4,773,351) Interest 185,495 185,495 154,209 31,286 Debt issuance costs ‐ ‐ 190,131 (190,131) Total expenditures 33,811,900 33,811,900 39,255,421 5,443,521 Revenues under expenditures ‐‐(4,165,446) (4,165,446) Other financing sources: Proceeds from bond issuance ‐ ‐ 4,849,522 4,849,522 Total other financing sources ‐ ‐ 4,849,522 4,849,522 Change in fund balance ‐‐684,076 684,076 Fund balance, beginning of year ‐ ‐ 11,431,743 11,431,743 Fund balance, end of year $ ‐ $ ‐ $ 12,115,819 $ 12,115,819
See accompanying notes to required supplementary information. 67 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF THE DISTRICT'S PROPORTIONATE SHARE OF THE NET PENSION LIABILITY ‐ COST SHARINGDRAFT PLAN (ASRS)
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2015; 2014 ‐ 2011 information not available)
Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010)
District's proportion of the net pension liability %0.023 %0.022 %0.020 %0.018 %0.017 %0.015 ‐ % ‐ % ‐ % ‐ %
District's proportionate share of the net pension liability $ 3,356,953 $ 3,129,590 $ 3,067,318 $ 2,871,485 $ 2,625,582 $ 2,319,839 $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,345,241 $ 2,394,661 $ 1,921,633 $ 166,230 $ 1,552,663 $ 1,518,869 $ ‐ $ ‐ $ ‐ $ ‐
District's proportionate share of the net pension liability as a percentage of its covered payroll %143 %131 %160 %172 %169 %153 ‐ % ‐ % ‐ % ‐ %
Plan fiduciary net position as a percentage of total pension liability %73 %73 %70 %67 %68 %69 ‐ % ‐ % ‐ % ‐ %
NOTE: The pension and OPEB schedules in the required supplementary information are intended to show information for ten years, and additional information will be displayed as it becomes available.
See accompanying notes to required supplementary information. 68 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF CHANGES IN NET PENSION LIABILITY AND RELATED RATIOS ‐ AGENT RETIREMENT PLANDRAFT (PSPRS)
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2015; 2014 ‐ 2011 information not available)
Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010) Total pension liability Service cost $ 3,287,055 $ 3,033,033 $ 2,463,426 $ 1,893,767 $ 1,665,435 $ 1,631,075 $ ‐ $ ‐ $ ‐ $ ‐ Interest 4,693,500 4,179,191 3,531,633 2,926,935 2,662,254 2,320,648 ‐‐‐‐ Benefit changes ‐‐338,676 4,530,962 ‐ 53,327 ‐‐‐‐ Difference between expected and actual experience (525,159) (619,413) 2,862,034 (589,166) (320,149) 29,015 ‐‐‐‐ Assumption changes 1,477,194 ‐ 1,124,342 1,944,844 ‐ 1,270,274 ‐‐‐‐ Benefit payments, including refunds of employee contributions (1,957,201) (869,270) (1,566,333) (812,716) (687,217) (1,252,497) ‐ ‐ ‐ ‐ Net change in total pension liability 6,975,389 5,723,541 8,753,778 9,894,626 3,320,323 4,051,842 ‐‐‐‐ Total pension liability, beginning 61,117,219 55,393,678 46,639,900 36,745,274 33,424,951 29,373,109 ‐ ‐ ‐ ‐ Total pension liability, ending (a) $ 68,092,608 $ 61,117,219 $ 55,393,678 $ 46,639,900 $ 36,745,274 $ 33,424,951 $ ‐ $ ‐ $ ‐ $ ‐ Plan fiduciary net position Adjustment to beginning of year $ (25,741) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Contributions ‐ employer 3,844,207 3,929,939 2,446,935 1,857,235 1,462,125 1,320,493 ‐‐‐‐ Contributions ‐ employee 1,381,209 1,287,889 1,428,130 1,168,274 1,043,183 892,042 ‐‐‐‐ Pension plan net investment income 2,289,859 2,538,757 3,640,691 162,509 916,962 2,861,697 ‐‐‐‐ Benefit payments, including refunds of employee contributions (1,957,201) (869,270) (1,566,333) (812,716) (687,217) (1,252,497) ‐‐‐‐ Hall/Parker settlement ‐ (1,622,681) ‐‐‐‐‐‐‐‐ Administrative expense (40,787) (39,340) (33,014) (23,784) (22,759) (23,047) ‐‐‐‐ Other 357 7,424 676,374 136,088 (18,717) 54,389 ‐ ‐ ‐ ‐ Net change in fiduciary net position 5,491,903 5,232,718 6,592,783 2,487,606 2,693,577 3,853,077 ‐‐‐‐ Plan fiduciary net position, beginning 41,282,624 36,049,906 29,457,123 26,969,517 24,275,940 20,422,863 ‐ ‐ ‐ ‐ Plan fiduciary net position, ending (b) $ 46,774,527 $ 41,282,624 $ 36,049,906 $ 29,457,123 $ 26,969,517 $ 24,275,940 $ ‐ $ ‐ $ ‐ $ ‐ Net pension liability (asset), ending (a) ‐ (b) $ 21,318,081 $ 19,834,595 $ 19,343,772 $ 17,182,777 $ 9,775,757 $ 9,149,011 $ ‐ $ ‐ $ ‐ $ ‐ Plan fiduciary net position as a percentage of total pension liability %68.69 %67.55 %65.08 %63.16 %73.40 %72.63 ‐ % ‐ % ‐ % ‐ % Covered valuation payroll $ 13,570,844 $ 13,813,062 $ 9,669,855 $ 9,616,923 $ 7,834,709 $ 7,044,295 $ ‐ $ ‐ $ ‐ $ ‐ Net pension liability as a percentage of covered valuation payroll %157.09 %143.59 %200.04 %178.67 %124.77 %129.88 ‐ % ‐ % ‐ % ‐ %
NOTE: The pension and OPEB schedules in the required supplementary information are intended to show information for ten years, and additional information will be displayed as it becomes available.
See accompanying notes to required supplementary information. 69 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF PENSION CONTRIBUTIONS DRAFT
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2015; 2014 ‐ 2011 information not available)
Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010)
ASRS ‐ Pension
Statutorily required contribution $ 267,474 $ 262,397 $ 261,018 $ 207,152 $ 180,786 $ 169,085 $ ‐ $ ‐ $ ‐ $ ‐ Contributions in relation to the contractually required contribution 267,474 262,397 261,018 207,152 180,786 169,085 ‐ ‐ ‐ ‐ Contribution deficiency (excess) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,337,951 $ 2,345,241 $ 2,394,661 $ 1,921,633 $ 1,666,230 $ 1,552,663 $ ‐ $ ‐ $ ‐ $ ‐
Contributions as a percentage of covered payroll %11.44 %11.19 %10.90 %10.78 %10.85 %10.89 ‐ % ‐ % ‐ % ‐ %
PSPRS ‐ Pension
Actuarially determined contribution $ 3,399,372 $ 3,972,703 $ 3,240,966 $ 1,669,984 $ 1,600,256 $ 1,239,451 $ ‐ $ ‐ $ ‐ $ ‐ Contributions in relation to the actuarially determined contribution 3,399,372 3,972,703 3,240,966 1,669,984 1,600,256 1,239,451 ‐ ‐ ‐ ‐ Contribution deficiency (excess) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 15,379,028 $ 13,570,844 $ 13,813,062 $ 9,669,855 $ 9,616,923 $ 7,834,709 $ ‐ $ ‐ $ ‐ $ ‐
Contributions as a percentage of covered payroll %22.10 %26.40 %23.46 %17.27 %16.64 %15.82 ‐ % ‐ % ‐ % ‐ %
NOTE: The pension and OPEB schedules in the required supplementary information are intended to show information for ten years, and additional information will be displayed as it becomes available.
See accompanying notes to required supplementary information. 70 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF CHANGES IN NET OPEB LIABILITY AND RELATED RATIOS ‐ AGENT RETIREMENT PLANDRAFT (PSPRS)
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2018; 2017 ‐ 2011 information not available)
Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010) Total OPEB liability Service cost $ 45,641 $ 44,258 $ 35,780 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Interest on total OPEB liability 97,498 91,047 90,698 ‐‐‐‐‐‐‐ Benefit changes ‐‐16,830 ‐‐‐‐‐‐‐ Difference between expected and actual experience (275,940) (55,773) (39,217) ‐‐‐‐‐‐‐ Assumption changes 14,537 ‐ (68,340) ‐‐‐‐‐‐‐ Benefit payments (14,276) (17,485) (20,376) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net change in total OPEB liability (132,540) 62,047 15,375 ‐‐‐‐‐‐‐ Total OPEB liability, beginning 1,279,033 1,216,986 1,201,611 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total OPEB liability, ending (a) $ 1,146,493 $ 1,279,033 $ 1,216,986 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Plan fiduciary net position Adjustment to beginning of year $ 25,741 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Contributions ‐ employer 47,374 38,459 39,810 ‐‐‐‐‐‐‐ Contributions ‐ employee ‐‐‐‐‐‐‐‐‐‐ Net investment income 62,584 73,472 109,600 ‐‐‐‐‐‐‐ Benefit payments (14,276) (17,485) (20,376) ‐‐‐‐‐‐‐ Administrative expenses (1,080) (1,118) (970) ‐‐‐‐‐‐‐ Other ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net change in fiduciary net position 120,343 93,328 128,064 ‐‐‐‐‐‐‐ Plan fiduciary net position, beginning 1,143,112 1,049,784 921,720 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Plan fiduciary net position, ending (b) $ 1,263,455 $ 1,143,112 $ 1,049,784 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Net OPEB liability (asset), ending (a) ‐ (b) $ (116,962) $ 135,921 $ 167,202 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Plan fiduciary net position as a percentage of total OPEB liability %110.20 %89.37 %86.26 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % Covered valuation payroll $ 13,570,844 $ 13,813,062 $ 9,669,855 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Net OPEB liability as a percentage of covered valuation payroll %(0.86) %0.98 %1.73 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
NOTE: The pension and OPEB schedules in the required supplementary information are intended to show information for ten years, and additional information will be displayed as it becomes available.
See accompanying notes to required supplementary information. 71 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF THE DISTRICT'S PROPORTIONATE SHARE OF THE NET OPEB LIABILITY ‐ COST SHARING DRAFTPLAN (ASRS)
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2018; 2017 ‐ 2011 information not available)
ASRS Health insurance premium benefit Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010)
District's proportion of the net OPEB (asset) %0.023 %0.023 %0.020 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
District's proportionate share of the net OPEB (asset) $ (6,533) $ (8,235) $ (10,877) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,345,241 $ 2,394,661 $ 1,921,633 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's proportionate share of the net OPEB (asset) as a percentage of its covered payroll %(0.28) %(0.34) %(0.57) ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
Plan fiduciary net position as a percentage of total OPEB (asset) %102 %102 %104 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
ASRS Long‐term disability Reporting date 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 (Measurement date) (2019) (2018) (2017) (2016) (2015) (2014) (2013) (2012) (2011) (2010)
District's proportion of the net OPEB liability %0.023 %0.022 %0.020 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
District's proportionate share of the net OPEB liability $ 15,263 $ 11,751 $ 7,166 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,345,241 $ 2,394,661 $ 1,921,633 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's proportionate share of the net OPEB liability as a percentage of its covered payroll %0.65 %0.49 %0.37 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
Plan fiduciary net position as a percentage of total OPEB liability %73 %78 %84 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
See accompanying notes to required supplementary information. 72 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF OPEB CONTRIBUTIONS DRAFT
YEAR ENDED JUNE 30, 2020 (schedule to be built prospectively from 2018; 2017 ‐ 2011 information not available)
ASRS Health insurance premium benefit Reporting fiscal year 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Actuarially determined contribution $ 11,446 $ 10,796 $ 10,537 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Contributions in relation to the actuarially determined contribution 11,446 10,796 10,537 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contribution deficiency (excess) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,337,951 $ 2,345,241 $ 2,394,661 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Contributions as a percentage of covered payroll %0.49 %0.46 %0.44 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
ASRS Long‐term disability Reporting fiscal year 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Actuarially determined contribution $ 3,972 $ 3,756 $ 3,831 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Contributions in relation to the actuarially determined contribution 3,972 3,756 3,831 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contribution deficiency (excess) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 2,337,951 $ 2,345,241 $ 2,394,661 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Contributions as a percentage of covered payroll %0.17 %0.16 %0.16 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
PSPRS Health insurance premium benefit
Actuarially determined contribution $ 56,090 $ 52,657 $ 58,168 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Contributions in relation to the actuarially determined contribution 56,090 52,657 58,168 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contribution deficiency (excess) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
District's covered payroll $ 15,379,028 $ 13,570,844 $ 13,813,062 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Contributions as a percentage of covered payroll %0.36 %0.34 %0.42 ‐ % ‐ % ‐ % ‐ % ‐ % ‐ % ‐ %
NOTE: The pension and OPEB schedules in the required supplementary information are intended to show information for ten years, and additional information will be displayed as it becomes available.
See accompanying notes to required supplementary information. 73 GOLDER RANCH FIRE DISTRICT
NOTES TO REQUIRED SUPPLEMENTARY INFORMATIONDRAFT
YEAR ENDED JUNE 30, 2020
1. Budgetary basis of accounting:
The adopted budget of the District is prepared on a basis consistent with accounting principles generally accepted in the United States of America.
2. Pension and OPEB plan schedules:
Actuarially determined contribution rates: Actuarial determined contribution rates for PSPRS are calculated as of June 30 two years prior to the end of the fiscal year in which contributions are made. The actuarial methods and assumptions used to establish the contribution requirements are as follows:
Actuarial cost method Entry age normal Amortization method Level percent‐of‐pay, closed Remaining amortization period as of the 19 years for unfunded, 2018 actuarial valuation 20 years for overfunded Asset valuation method 7‐year smoothed market; 80%/120% corridor Actuarial assumptions: Investment rate of return PSPRS members with initial membership date before July 1, 2017: In the 2017 actuarial valuation, the investment rate of return was decreased from 7.5% to 7.4%. In the 2016 actuarial valuation, the investment rate of return was decreased from 7.85% to 7.5%. In the 2013 actuarial valuation, the investment rate of return was decreased from 8.0% to 7.85%. PSPRS members with initial membership on or after July 1, 2017: 7% Salary increase In the 2017 actuarial valuation, projected salary increases were decreased from 4.0% ‐ 8.0% to 3.5% ‐ 7.5%. In the 2014 actuarial valuation, projected salary increases were decreased from 4.5% – 8.5% to 4.0% – 8.0%. In the 2013 actuarial valuation, projected salary increases were decreased from 5.0% – 9.0% to 4.5% – 8.5%. Wage growth In the 2017 actuarial valuation, wage growth was decreased from 4% to 3.5%. In the 2014 actuarial valuation, wage growth was decreased from 4.5% to 4.0%. In the 2013 actuarial valuation, wage growth was decreased from 5.0% to 4.5%.
74 GOLDER RANCH FIRE DISTRICT
NOTES TO REQUIRED SUPPLEMENTARY INFORMATION (CONTINUED)DRAFT
YEAR ENDED JUNE 30, 2020
2. Pension and OPEB plan schedules (continued): Actuarially determined contribution rates (continued): Retirement age Experience‐based table of rates that is specific to the type of eligibility condition. Last updated for the 2012 valuation pursuant to an experience study of the period July 1, 2006 ‐ June 30, 2011. Mortality In the 2017 actuarial valuation, changed to RP‐2014 tables, with 75% of MP‐2016 fully generational projection scales. RP‐2000 mortality table (adjusted by 105% for both males and females).
Factors that affect trends: Arizona courts have ruled that provisions of a 2011 law that changed the mechanism for funding permanent pension benefit increases and increased employee pension contribution rates were unconstitutional or a breach of contract because those provisions apply to individuals who were members as of the law’s effective date. As a result, the PSPRS changed benefit terms to reflect the prior mechanism for funding permanent benefit increases for those members and revised actuarial assumptions to explicitly value future permanent benefit increases. PSPRS also reduced those members’ employee contribution rates. These changes are reflected in the plans’ pension liabilities for fiscal year 2015 (measurement date 2014) for members who were retired as of the law’s effective date and fiscal year 2018 (measurement date 2017) for members who retired or will retire after the law’s effective date. These changes also increased the PSPRS‐required pension contributions beginning in fiscal year 2016 for members who were retired as of the law’s effective date. These changes increased the PSPRS‐required contributions beginning in fiscal year 2019 for members who retired or will retire after the law’s effective date. Also, the District refunded excess employee contributions to PSPRS members. PSPRS allowed the District to reduce its actual employer contributions for the refund amounts. As a result, the District's pension contributions were less than the actuarially or statutorily determined contributions for 2018 and 2019.
75 DRAFT
Combining and Individual Fund Financial Statements and Schedules GOLDER RANCH FIRE DISTRICT
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN DRAFTFUND BALANCE ‐ BUDGET TO ACTUAL ‐ DEBT SERVICE
YEAR ENDED JUNE 30, 2020
Budgeted amounts Variance with final Original budget & Final Actual positive (negative) Revenues: Property taxes $ 1,098,358 $ 1,092,077 $ (6,281) Investment income ‐ 18,594 18,594 Other (66,450) ‐ 66,450 Total revenues 1,031,908 1,110,671 78,763 Expenditures: Debt service: Principal 913,000 913,000 ‐ Interest 118,908 118,750 158 Total expenditures 1,031,908 1,031,750 158 Net change in fund balance ‐ 78,921 78,921 Fund balance, beginning of year ‐ 387,052 387,052 Fund balance, end of year $ ‐ $ 465,973 $ 465,973
77 GOLDER RANCH FIRE DISTRICT
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN DRAFTFUND BALANCE ‐ BUDGET TO ACTUAL ‐ CAPITAL PROJECTS FUND
YEAR ENDED JUNE 30, 2020
Budgeted amounts Variance with final Original budget & Final Actual positive (negative) Revenues: Property taxes $ 1,315,794 $ ‐ $ (1,315,794) Investment earnings ‐ 9,423 9,423 Total revenues 1,315,794 9,423 (1,306,371)
Expenditures: Capital outlay 4,939,823 821,576 4,118,247 Total expenditures 4,939,823 821,576 4,118,247 Revenues under expenditures (3,624,029) (812,153) 2,811,876 Other financing sources: Transfers in 2,877,029 ‐ (2,877,029) Proceeds from bond issuance ‐ 3,291,566 3,291,566 Proceeds from issuance of capital leases 747,000 ‐ (747,000) Total other financing sources 3,624,029 3,291,566 (332,463) Net change in fund balance ‐ 2,479,413 2,479,413
Fund balance, beginning of year ‐ (320,295) (320,295) Fund balance, end of year $ ‐ $ 2,159,118 $ 2,159,118
78 DRAFT
STATISTICAL SECTION Statistical Section DRAFT The statistical section presents financial statement trends as well as detailed financial and operational information not available elsewhere in the report. The statistical section is intended to enhance the reader’s understanding of the information presented in the financial statements, notes to the financial statements, and other supplementary information presented in this report. The statistical section is comprised of the five categories of statistical information presented below.
Financial Trends These schedules contain trend information to help the reader understand how the District's financial performance and financial activities have changed over time.
Revenue Capacity These schedules contain information to help the reader assess the factors affecting the District's ability to generate revenue.
Debt Capacity These schedules present information to help the reader evaluate the District's current levels of outstanding debt as well as assess the District's ability to make debt payments and/or issue additional debt in the future.
Demographic and Economic Information These schedules present various demographic and economic indicators to help the reader understand the environment in which the District's financial activities take place and to help make comparisons with other school districts.
Operating Information These schedules contain information about the District's operations and various resources to help the reader draw conclusions as to how the District's financial information relates to the services provided by the District.
Note: Due to cost considerations for the accumulation of data, the District has elected to present less than ten years of data, or data from less than nine years prior, for certain statistical schedules. This information will be accumulated and reported each year until the complete ten years of data is presented.
Due to the consolidation with another fire district in fiscal year 2018, amounts reported reflect the consolidated operations accordingly. Balances prior to fiscal year 2018 have not been restated to include the operations of the other fire district.
80 GOLDER RANCH FIRE DISTRICT
NET POSITION BY COMPONENT DRAFT
(Accrual Basis)
Fiscal year
2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Net investments in capital assets $ 10,950,474 $ 12,172,501 $ 11,489,341 $ 9,236,846 $ 7,672,389 $ 7,191,068 $ 6,640,717 $ 6,516,444 $ 6,200,701 $ 6,159,328 Restricted 465,973 387,052 393,625 311,946 352,779 954,221 528,150 548,897 539,464 1,375,940 Unrestricted (4,758,036) (4,880,045) (6,331,545) (11,938,989) (4,523,981) (3,981,422) 5,020,475 4,810,433 4,992,071 4,767,959 Total primary government net position $ 6,658,411 $ 7,679,508 $ 5,551,421 $ (2,390,197) $ 3,501,187 $ 4,163,867 $ 12,189,342 $ 11,875,774 $ 11,732,236 $ 12,303,227
Source: District financial records. Note: The decrease in net position in fiscal year 2015 is due to the implementation of the pension standards.
81 GOLDER RANCH FIRE DISTRICT
CHANGES IN NET POSITION DRAFT
(Accrual Basis)
Fiscal year
2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Expenses Governmental activities: Public Safety‐Fire Protection $ 36,952,273 $ 33,648,043 $ 28,086,591 $ 28,391,504 $ 21,837,480 $ 18,460,962 $ 17,274,232 $ 16,997,459 $ 16,290,428 $ 16,084,321 Interest on long‐term debt 274,914 345,221 407,258 383,790 309,662 412,387 506,040 559,094 577,720 592,356 Total primary government expenses 37,227,187 33,993,264 28,493,849 28,775,294 22,147,142 18,873,349 17,780,272 17,556,553 16,868,148 16,676,677
Program revenues: Governmental activities: Charges for services 4,750,885 5,240,197 4,479,411 3,759,813 3,314,268 3,295,320 2,538,435 2,126,243 1,507,073 1,697,113 Operating grants & contributions 624,167 952,998 321,564 625,157 506,456 315,056 131,249 443,254 371,530 356,185 Total primary government revenues 5,375,052 6,193,195 4,800,975 4,384,970 3,820,724 3,610,376 2,669,684 2,569,497 1,878,603 2,053,298 Total primary government net expenses (31,852,135) (27,800,069) (23,692,874) (24,390,324) (18,326,418) (15,262,973) (15,110,588) (14,987,056) (14,989,545) (14,623,379)
General revenues & other changes in net position Property taxes 30,560,207 29,195,901 27,061,849 18,247,838 17,424,433 17,022,813 15,371,055 15,002,161 14,377,019 15,704,039 Investment income 209,986 178,250 64,706 40,069 37,175 28,328 30,977 52,011 24,417 32,752 Miscellaneous 60,845 125,129 89,435 211,033 202,130 40,841 22,124 76,422 17,118 36,777 Total primary government 30,831,038 29,499,280 27,215,990 18,498,940 17,663,738 17,091,982 15,424,156 15,130,594 14,418,554 15,773,568
Change in net position Total primary government $ (1,021,097) $ 1,699,211 $ 3,523,116 $ (5,891,384) $ (662,680) $ 1,829,009 $ 313,568 $ 143,538 $ (570,991) $ 1,150,189
Source: District financial records.
82 GOLDER RANCH FIRE DISTRICT
FUND BALANCES ‐ GOVERNMENTAL FUNDS DRAFT
(Modified Accrual Basis)
Fiscal year
2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 General fund Committed $ 11,244,200 $ 9,404,028 $ 7,793,404 $ 6,767,528 $ 6,950,492 $ 6,553,262 $ 5,511,562 $ 5,268,087 $ 5,544,527 $ 5,133,944 Assigned ‐‐‐‐‐461,157 ‐‐‐‐ Unassigned 871,619 2,027,715 2,217,191 ‐ 80,635 ‐ ‐ ‐ ‐ 774,874
Total general fund $ 12,115,819 $ 11,431,743 $ 10,010,595 $ 6,767,528 $ 7,031,127 $ 7,014,419 $ 5,511,562 $ 5,268,087 $ 5,544,527 $ 5,908,818
All other governmental funds Restricted $ 2,625,091 $ 387,052 $ 356,913 $ 275,964 $ 316,071 $ 937,297 $ 482,794 $ 529,763 $ 499,741 $ 497,821 Unassigned ‐ (320,295) (1,332,040) (1,171,373) (601,718) ‐ ‐ ‐ ‐ ‐
Total all other governmental funds $ 2,625,091 $ 66,757 $ (975,127) $ (895,409) $ (285,647) $ 937,297 $ 482,794 $ 529,763 $ 499,741 $ 497,821
Source: District financial records.
83 GOLDER RANCH FIRE DISTRICT
CHANGES IN FUND BALANCES ‐ GOVERNMENTAL FUNDS AND DEBT SERVICE RATIO DRAFT
(Modified Accrual Basis)
Fiscal year
2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Revenues: Property taxes $ 30,478,853 $ 29,218,457 $ 27,099,046 $ 18,262,016 $ 17,138,081 $ 17,156,974 $ 15,310,805 $ 14,929,131 $ 14,400,806 $ 15,459,330 Investment income 209,986 178,250 64,706 40,069 37,175 28,328 30,977 52,011 24,417 32,752 Charges for services 4,319,159 4,160,970 4,479,411 3,759,813 3,314,268 3,295,320 2,538,435 2,126,243 1,507,073 1,689,127 Intergovernmental 1,141,226 1,955,126 407,221 454,266 526,090 329,620 139,408 400,897 371,530 356,185 Miscellaneous 60,845 125,129 89,435 211,033 202,130 40,841 22,124 76,422 17,118 44,763 Total revenues 36,210,069 35,637,932 32,139,819 22,727,197 21,217,744 20,851,083 18,041,749 17,584,704 16,320,944 17,582,157
Expenditures: Current: Public Safety 31,907,084 30,537,720 28,999,791 21,546,721 19,008,691 17,261,181 16,246,534 15,878,806 14,910,906 15,007,047 Capital outlay 2,012,260 788,328 1,528,255 1,475,740 2,453,770 471,978 488,724 1,139,495 754,444 2,055,779 Debt service: Principal 6,726,313 1,961,099 1,685,938 1,229,192 1,030,778 912,827 640,000 933,525 889,112 818,439 Interest 272,959 330,471 392,508 310,512 294,912 397,637 469,985 559,094 577,720 592,356 Debt issuance cost 190,131 ‐‐55,690 ‐ 82,496 ‐‐‐‐ Payment to the escrow agent ‐ ‐ ‐ ‐ ‐ 200,000 ‐ ‐ ‐ ‐ Total expenditures 41,108,747 33,617,618 32,606,492 24,617,855 22,788,151 19,326,119 17,845,243 18,510,920 17,132,182 18,473,621 Excess (deficiency) of revenues (4,898,678) 2,020,314 (466,673) (1,890,658) (1,570,407) 1,524,964 196,506 (926,216) (811,238) (891,464)
Other financing sources (uses): Proceeds from debt issuance 8,141,088 ‐ 1,013,268 3,825,825 364,171 5,310,000 ‐ 679,798 448,867 360,000 Payment to escrow agent ‐‐‐(2,808,528) ‐ (5,227,504) ‐‐‐‐ Proceeds from sale of capital assets ‐ 13,842 ‐ ‐ ‐ 349,900 ‐ ‐ ‐ ‐ Total other financing sources 8,141,088 13,842 1,013,268 1,017,297 364,171 432,396 ‐ 679,798 448,867 360,000
Net change in fund balance $ 3,242,410 $ 2,034,156 $ 546,595 $ (873,361) $ (1,206,236) $ 1,957,360 $ 196,506 $ (246,418) $ (362,371) $ (531,464)
Debt service as a percentage of noncapital expenditures %17.89 %6.48 %6.66 %6.75 %6.21 %8.45 %6.40 %8.57 %8.82 %8.58
Source: District financial records.
84 GOLDER RANCH FIRE DISTRICT
ASSESSED AND ESTIMATED FULL CASH VALUE OF TAXABLE PROPERTY DRAFT
(Last Ten Fiscal Years)
Full cash assessed Total limited Net limited valuation (actual assessed valuation Personal assessed NAV as a percent Fiscal year value) (AV) Total Exemptions property Real property valuation (NAV) of AV Mil rate 2011 7,009,936,418 883,084,638 24,858,108 35,447,163 822,779,367 858,226,530 %97 1.59 2012 7,901,108,189 905,241,426 86,932,764 33,798,443 784,510,219 818,308,662 %90 1.59 2013 7,635,729,690 869,864,390 63,941,284 33,286,885 772,636,221 805,923,106 %93 1.61 2014 7,294,163,472 828,694,963 62,890,247 31,785,594 734,019,122 765,804,716 %92 1.82 2015 7,353,451,941 832,900,767 65,448,195 19,674,351 747,778,221 767,452,572 %92 2.04 2016 7,462,920,408 836,047,970 64,474,173 17,730,345 753,843,452 771,573,797 %92 2.07 2017 7,846,369,226 865,169,007 61,708,968 16,867,752 786,592,287 803,460,039 %93 2.09 2018 11,114,698,106 1,194,562,191 81,675,905 41,371,077 1,071,515,209 1,112,886,286 %93 2.29 2019 11,199,397,485 1,240,416,009 76,966,123 44,193,799 1,119,256,087 1,163,449,886 %94 2.35 2020 10,675,464,787 1,297,655,239 77,257,891 44,469,435 1,175,927,913 1,220,397,348 %94 2.35
Source: State and County Abstract of the Assessment Roll, Arizona Department of Revenue, PTOC Levy Limit worksheet, District financial records
85 GOLDER RANCH FIRE DISTRICT
DIRECT AND OVERLAPPING PROPERTY TAX RATES DRAFT (per $100 of assessed value)
(Last Ten Fiscal Years)
Golder Ranch Golder Ranch Amphitheater Fire District ‐ Fire District ‐ Unified School Pima Community Fiscal year Secondary Debt Service District #10 College Pima County Pinal County 2011 1.59 0.14 5.05 1.08 4.29 3.67 2012 1.59 0.14 5.40 1.08 3.42 4.00 2013 1.61 0.14 5.92 1.29 3.67 4.07 2014 1.82 0.14 3.81 1.18 4.31 4.15 2015 2.04 0.14 3.97 1.33 4.28 4.06 2016 2.07 0.13 3.60 1.30 4.39 3.87 2017 2.09 0.13 5.49 1.38 4.29 3.87 2018 2.29 0.10 5.63 1.40 4.07 3.87 2019 2.35 0.09 5.45 1.38 4.58 3.79 2020 2.35 0.09 5.45 1.60 4.54 0.79
Source: Property Tax Rates and Assessed Values, Arizona Tax Research Foundation.
86 GOLDER RANCH FIRE DISTRICT
PRINCIPAL PROPERTY TAXPAYERS DRAFT
FY 2020 and FY 2011
Fiscal year 2020 2011* Percent of District's Percent of District's Limited net net limited Net full cash net full cash Taxpayer assessed value Rank assessed valuation assessed value Rank assessed valuation Oro Valley Hospital 9,496,452 1 %0.8 7,174,782 1 %0.8 OVM Delaware LLC & Campbell Blacklidge 7,924,883 2 %0.6 5,606,939 3 %0.7 Plaza Tucson Mather Plaza (Splendido) 4,158,942 3 %0.3 5,136,122 4 %0.6 Honeywell International Inc 3,461,021 4 %0.3 7,173,330 2 %0.8 Miraval Resort AZ LLC 3,207,240 5 %0.3 3,391,868 6 %0.4 FW Overlook Apartments 2,003,400 6 %0.2 1,710,000 9 %0.2 HSL El Conquistador LLC 1,771,022 7 %0.1 2,540,637 7 %0.3 Desert Point LLC 1,587,863 8 %0.1 1,031,942 8 %0.1 HSL La Reserve Properties 1,200,000 9 %0.1 3,777,670 5 %0.4 North Canyons LLC 910,173 10 %0.1 ‐ ‐ ‐ % Total 1,220,397,348 %3 858,226,530 %6
Source: Pima/Pinal County Assessor's website *Data from 2010 was unavailable at publication
87 GOLDER RANCH FIRE DISTRICT
PROPERTY TAX LEVIES AND COLLECTIONS DRAFT
(Accrual Basis) (Last Ten Fiscal Years)
Collected within the fiscal year of the levy Total collections to date Operating property Property tax levy Collections in Fiscal year tax levy Tax roll corrections (adjusted) Amount % of levy subsequent years Amount % of levy 2011 14,198,710 (9,235) 14,189,475 13,785,921 %97.2 399,147 14,185,068 %100.0 2012 13,490,968 (8,106) 13,482,862 13,165,412 %97.6 317,450 13,482,862 %100.0 2013 13,937,646 (58,913) 13,878,733 12,805,357 %92.3 1,025,118 13,830,475 %99.7 2014 15,009,773 (61,076) 14,948,697 14,398,923 %96.3 519,921 14,918,844 %99.8 2015 16,733,540 (463) 16,733,077 16,398,624 %98.0 308,056 16,706,680 %99.8 2016 16,974,606 (2,021) 16,972,585 16,972,585 %97.7 345,120 17,317,705 %99.7 2017 17,836,813 (17,345) 17,819,468 17,588,080 %98.7 161,517 17,749,597 %99.6 2018 26,519,024 (139,668) 26,379,356 26,251,961 %99.5 25,929 26,277,890 %99.5 2019 28,415,178 (2,095) 28,413,083 27,638,023 %97.3 405,863 28,043,886 %98.7 2020 29,777,696 (4,483) 29,773,213 29,343,391 %98.6 ‐ 29,343,391 %98.6
Source: Pima and Pinal County Treasurer reports
88 GOLDER RANCH FIRE DISTRICT
COMPUTATION OF LEGAL DEBT MARGIN DRAFT
(Last Ten Fiscal Years)
Fiscal year
2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Net assessed value 1,220,397,348 1,163,449,886 1,112,886,286 803,460,039 771,573,797 767,452,572 765,804,716 805,923,106 818,308,662 858,226,530 Debt limit rate (Article IX, Sect 8) 6%% 6%6%6%6%6%6%6%6%6 Debt limit 73,223,841 69,806,993 66,773,177 48,207,602 46,294,428 46,047,154 45,948,283 48,355,386 49,098,520 51,493,592 Less bond and lease obligations (12,845,604) (12,671,916) (14,633,015) (9,359,804) (10,280,171) (10,854,778) (11,677,605) (12,317,605) (12,364,916) (12,956,577)
Additional debt capacity 60,378,237 57,135,077 52,140,162 38,847,798 36,014,257 35,192,376 34,270,678 36,037,781 36,733,604 38,537,015
Debt capacity as a percent of total debt limit %17.5 %18.2 %21.9 %19.4 %22.2 %23.6 %25.4 %25.5 %25.2 %25.2
Source: State and County Abstract of the Assessment Roll and District financial records
89 GOLDER RANCH FIRE DISTRICT
DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIESDRAFT DEBT
Percentage **Net direct debt applicable to outstanding at District (based on Amount applicable Jurisdiction June 30, 2019 2019 NAV) to District Pima County* 275,990,000 %11.79 32,526,338 Amphitheater Unified School District No. 10 82,070,000 %41.38 33,960,566 Town of Oro Valley 10,591,541 %100.00 10,591,541 Pinal County 187,236,000 %6.72 12,574,742 Subtotal, overlapping debt 89,653,187
Direct: Golder Ranch Fire District 12,845,604 Total direct and overlapping debt 102,498,791
Source: Pinal and Pima County CAFR, Town of Oro Valley CAFR, June 30, 2019 and District financial records. *Excludes improvement Districts ** Outstanding debt as of June 30, 2019 is the most recent information available. Includes all long‐term debt instruments of the governmental activities, including bonds, notes, certificates of participation, loans and capital leases.
90 GOLDER RANCH FIRE DISTRICT
OUTSTANDING DEBT BY TYPE DRAFT
(Last Ten Fiscal Years)
General obligation bonds Total outstanding debt General Debt service Ratio to Percentage of Percentage of obligation monies Net bonded assessed personal personal Fiscal year bonds available debt value Per capita income Capital leases Total Per capita income 2011 11,565,000 1,321,211 10,243,789 %1.2 166.42 %0.4 1,391,577 12,956,577 189.03 %0.5 2012 11,005,000 1,341,759 9,663,241 %1.2 163.66 %0.4 1,359,916 12,364,916 186.69 %0.5 2013 10,420,000 1,386,002 9,033,998 %1.1 152.17 %0.4 1,897,605 12,317,605 184.13 %0.5 2014 9,805,000 1,448,051 8,356,949 %1.1 135.91 %0.4 1,897,605 11,702,605 166.77 %0.5 2015 9,165,000 1,575,872 7,589,128 %1.0 127.64 %0.4 1,659,778 10,824,778 155.55 %0.4 2016 8,520,000 1,206,827 7,313,173 %0.9 118.93 %0.3 1,760,171 10,280,171 147.56 %0.4 2017 7,044,000 271,779 6,772,221 %0.8 110.14 %0.3 2,315,804 9,359,804 147.80 %0.4 2018 6,448,000 354,352 6,093,648 %0.5 67.21 %0.2 8,185,015 14,633,015 168.41 %0.5 2019 5,558,000 383,694 5,174,306 %0.4 52.02 %0.1 7,113,916 12,671,916 164.16 %0.5 2020 12,773,293 460,404 12,312,889 %0.8 120.98 %0.3 1,300,604 14,073,897 164.94 %0.4
91 GOLDER RANCH FIRE DISTRICT
DEMOGRAPHIC AND ECONOMIC STATISTICSDRAFT
(Last Ten Fiscal Years)
Unemployment Per capita rate ‐ Pima Fiscal year Population Personal income personal income Countywide 2011 59,044 2,233,173,098 37,822 %9.1 2012 59,368 2,074,552,599 34,944 %7.6 2013 61,489 2,120,493,144 34,486 %7.2 2014 59,459 2,107,408,342 35,443 %7.3 2015 60,678 2,203,830,393 36,320 %5.1 2016 61,489 2,120,493,144 34,486 %5.3 2017 80,879 2,886,217,504 35,686 %4.4 2018 81,056 2,893,501,243 35,698 %4.4 2019 81,267 2,894,978,243 35,623 %4.4 2020 83,591 3,141,079,624 37,577 %10.6
Source: Pima County Association of Governments, University of Arizona
92 GOLDER RANCH FIRE DISTRICT
DEMOGRAPHIC AND ECONOMIC STATISTICS DRAFT
Census year 2020 2010 Percentage of Percentage of population >65 Land area Persons / population >65 Land area Persons / Community Population years of age (square miles) square miles Population years of age (square miles) square miles Saddlebrooke 10,530 %71.3 29.29 359.5 9,614 %60.2 29.29 328.2 Catalina 8,033 %22.1 14.11 569.3 7,569 %18.7 14.11 536.4 Town of Oro Valley 45,853 %32.1 53.10 863.5 43,521 %28.1 35.53 1,154.4 Other 19,176 ‐ % 167.00 114.8 850 ‐ % 141.24 6.0
83,592 263.50 317.2 61,554 220.17 279.6
93 GOLDER RANCH FIRE DISTRICT
PRINCIPAL EMPLOYERS DRAFT
FY 2020 and FY 2010
Fiscal year 2020 2010 Percent of total Percent of total Employer Employees Rank employment Employees Rank employment Roche Tissue Diagnostics 1,300 1 %4 803 1 %5 Honeywell Aerospace 650 2 %2 ‐‐ ‐ % Oro Valley Hospital 605 3 %2 549 3 %4 Amphi Schools 502 4 %1 577 2 %4 Miraval Resorts 349 5 %1 320 7 %2 Town of Oro Valley 302 6 %1 367 5 %2 Hilton El Conquistador Resort and Country 250 7 %1 400 4 %3 Club Casa de la Luz Hospice 215 8 %1 ‐‐ ‐ % Splendido At Rancho Vistoso 204 9 %1 ‐‐ ‐ % Meggitt Securaplane 157 10 ‐‐‐% ‐ % Walmart ‐‐ ‐ % 321 6 %2 Fry's Food Stores ‐‐ ‐ % 279 8 %2 Home Depot ‐‐ ‐ % 150 9 %1 Target ‐ ‐ ‐ % 121 10 %1 *Total estimated employee population 34,166 %14 14,934 %26
Source: OroValleyAZ.gov, Pima County Association of Governments, Miraval Resorts HR, Arizona Daily Star and Town of Oro Valley FY2019 CAFR *based on an assumed 40.17% of total population
94 GOLDER RANCH FIRE DISTRICT
FULL‐TIME EQUIVALENT DISTRICT EMPLOYEES BY FUNCTION DRAFT
(Last Ten Fiscal Years)
Fiscal year 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Fire and rescue 204 224 220 154 140 135 124 125 127 124 Administrative and support 57 40 41 37 37 31 29 28 27 29 Total 261 264 261 191 177 166 153 153 154 153
Source: District records.
95 GOLDER RANCH FIRE DISTRICT
OPERATING INDICATORS BY FUNCTION DRAFT
(Last Ten Fiscal Years)
Fiscal year
Function 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Public safety Emergency medical service calls 9,078 8,729 9,031 6,694 6,324 5,997 5,404 5,233 4,367 4,202 Fire responses 193 216 229 181 186 159 155 194 172 240 Other responses (including hazardous condition, public service) 6,122 6,751 5,894 4,575 4,651 4,309 3,961 3,837 3,905 1,699 Miscellaneous ‐ including good intent 1,112 1,055 1,055 807 766 719 595 493 529 2,309 Total 16,505 16,751 16,209 12,257 11,927 11,184 10,115 9,757 8,973 8,450
Source: District records.
96 GOLDER RANCH FIRE DISTRICT
CAPITAL ASSETS BY FUNCTION DRAFT
(Last Ten Fiscal Years)
Fiscal year
Function 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Public safety Number of Stations 10 10 10 7777788 Equipment: Aerial/Truck/Platform 4 443222222 Brush Rig 6 654433355 Passenger Vehicles 38 38 37 26 24 20 20 21 19 17 Medic Unit 14 13 12 11 10 99988 Mobile Command Unit 1 111111111 Pumper/Engine 15 15 15 11 10 9 8 8 10 8 Rehab Unit 1 111111111 Mass Casualty/MMRS 1 111111111 Technical Rescue 1 111111111 Water Tender 6 6 6 3 3 3 3 3 4 4 Total rolling stock 87 86 83 62 57 50 49 50 52 48
Source: District records.
97 GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Deputy Chief Hilderbrand, Logistics
DATE: November 17, 2020
SUBJECT: DISCUSSION AND POSSIBLE ACTION REGARDING DIRECTION TO GRFD STAFF TO BEGIN NEGOTIATIONS WITH CORE CONSTRUCTION AS THE CONTRACTOR UNDER THE CITY OF PEORIA PIGGYBACK AGREEMENT FOR WORK ON THE STATION 374 PROJECT AND OTHER FUTURE PROJECTS AS APPROVED BY THE FIRE CHIEF
ITEM #: 8B
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND Last month, the Golder Ranch Governing Board approved a Policy to establish a procedure for entering into and executing a Job Order Contract (JOC) Agreement with a construction partner for renovation, repair, and minor new construction projects with a dollar amount maximum of $750,000 per project. One of the goals of the policy was to take a project from concept to completion in an efficient and timely manner because it allows Golder Ranch to seek out and choose a construction partner without following the three-bid process which has traditionally been used.
The Policy also permits Golder Ranch to seek out predetermined JOC Agreements and use them as our own given there is language in that agreement which allows us to do so. The City of Peoria has an agreement with such language and the ability to use it is a benefit to Golder Ranch.
The specific language term allowing such usage is referred to as “piggyback” and the ability to do so exists because of Golder Ranch’s membership in the Strategic Alliance for Volume Expenditures (S.A.V.E.), which is a consortium of local governmental agencies across the State of Arizona (the City of Peoria is also a member).
The JOC being referred to is a Master Agreement between the City of Peoria and CORE Construction, and is one Golder Ranch can adopt as our own with the full ability to amend in areas where our needs or scope of work are different than those included in the original document. With this JOC, CORE would be the construction partner we would chose to work with; however, we are not limited to holding such an agreement with only one partner and others could be chosen through additional JOCs in the future if the need is determined.
Once the cost of a project has been determined, it will be presented to the Board for consideration and approval to move forward. Even with the JOC in place, Golder Ranch is not limited to only one contractor, in this case CORE. This freedom ensures CORE remains a strong construction partner in quality, value engineering, and fiscal responsibility.
That stated, it is recommended that Golder Ranch adopt the City of Peoria’s JOC Master Agreement with CORE Construction using the “piggyback” language included within to enter into partnership for renovation, repair, and minor new construction projects.
RECOMMENDED MOTION
Motion to direct staff to undertake negotiations with CORE construction as the contractor under the City of Peoria piggyback agreement for work on the station 374 project and other future projects as approved by the fire chief.
May 28, 2019
CORE Construction Todd Steffen, President 3036 East Greenway Road Phoenix, Arizona 85032
RE: P19-0034A, JOC for General Building Construction
Dear Todd,
Congratulations, your firm has successfully met the requirements for the solicitation referenced above. Enclosed is your copy of the contract number ACON21219, effective May 22, 2019 to May 21, 2020 with 4 optional extension years.
Sincerely,
Terry Andersen, CPPB Contract Officer
Enclosure
JOB ORDER CONTRACT
P19-0034
JOC for General Building Construction
CONTRACT FOR CONSTRUCTION
-2- Rev (12/2018) CF JOB ORDER CONTRACT AGREEMENT TABLE OF CONTENTS
ARTICLE 1 DEFINITIONS ARTICLE 2 CONTRACT TERM ARTICLE 3 PERFORMANCE OF THE WORK ARTICLE 4 JOB ORDER DOCUMENTS ARTICLE 5 MATERIAL AND WORKMANSHIP ARTICLE 6 SITE CONDITIONS ARTICLE 7 JOB ORDER SCHEDULES ARTICLE 8 INSPECTION OF CONSTRUCTION AND ACCEPTANCE ARTICLE 9 INVOICING AND PAYMENT ARTICLE 10 CHANGES ARTICLE 11 INSURANCE & BONDS ARTICLE 12 INDEMNIFICATION ARTICLE 13 DISPUTES ARTICLE 14 TERMINATION AND DEFAULT ARTICLE 15 WARRANTY OF CONSTRUCTION ARTICLE 16 STANDARD TERMS AND CONDITIONS
ATTACHMENTS
Attachment A JOC General Scope of Services Attachment B SIQ & Contractor’s Response Attachment C JOC Cost Proposal Forms (Pricing Matrix, Project Cost Sheet) Attachment D Contractor’s Contacts & Authorized Signature Form
-3- Rev (12/2018) CF JOB ORDER CONTRACTING CONTRACT
THIS CONTRACT is entered into and made effective on the 1st day of May, 2019 by and between the City of Peoria, Arizona, an Arizona charter municipality (the “Owner”), and CORE Construction, Inc. , (the “Job Order Contractor”). The parties agree as follows:
1. DEFINITIONS. 1.1. Owner. Owner means Owner's senior manager, Contracting Officer or a duly authorized representative which means any person specifically authorized to act for Owner by executing the Contract and any modification thereto. Owner’s duties include administration of the Contract, including the negotiation of change orders and modifications and assessing Job Order Contractor's technical performance and progress; inspecting and periodically reporting on such performance and progress during the stated period of performance, and finally certifying as to the acceptance of the Work in its entirety or any portion thereof, as required by the Contract documents. 1.2. Job Order Contractor. Job Order Contractor means Job Order Contractor's senior manager or its duly authorized representative or any person specifically authorized to act for Job Order Contractor by executing the Contract, and any modifications thereto. Job Order Contractor’s duties include administration of the Contract and performance of the Work. 1.3. Contract. Contract means this agreement including its attachments and any Job Orders that may be issued. 1.4. Subcontract. Subcontract means any Contract including purchase orders (other than one involving an employer-employee relationship) entered into by Job Order Contractor calling for equipment, supplies or services required for Contract performance, including any modifications thereto. 1.5. Job Order. Job Order means a specific written agreement between the Owner and the Job Order Contractor for Work to be performed under this Contract for an individual, mutually agreed upon scope of work, schedule and price. 1.6. Work. Work means in response to Job Orders that may be mutually agreed upon and issued periodically by Owner, Job Order Contractor shall, except as may be specified elsewhere in the Contract, furnish all necessary labor, materials, tools, supplies, equipment, transportation, supervision, management, and perform all operations necessary and required for survey, design, and construction work which will be defined and further described as to specific project requirements in each Job Order. The Work shall be performed in accordance with the requirements set forth in each Job Order and as further specified in Attachment "A"(JOC General Scope of Services), Attachment “B” (SIQ & Contractor’s Response), Attachment "C" (JOC Cost Proposal Forms), and in Attachment "D" (Contractor’s Contacts), all of which are incorporated herein and made a part hereof. 1.7. Punch List Preparation. A minimum of thirty (30) days prior to Final Completion the Job Order Contractor, in conjunction with the Owner, shall prepare a comprehensive list of Punch list items, which the Owner may edit and supplement. The Job Order Contractor shall proceed promptly to complete and correct Punch list items. Failure to include an item on the Punch list does not alter the responsibility of the Job Order Contractor to complete all Work in accordance with the Contract Documents. Warranties required by the Contract Documents shall not commence until the date of Final Completion unless otherwise provided in the Contract Documents. 1.8. Final Completion. Final Completion of the Work shall be deemed to have occurred on the later of the dates that the Work passes a Final Completion inspection and acceptance by the Owner. Final Completion shall not be deemed to have occurred and no final payment shall be due the Job Order Contractor or any of its subcontractors or suppliers until the Work has passed the Final Completion inspection and acceptance and all required Final Completion close-out documentation items has been produced to the Owner by the Job Order Contractor. 1.9. Reference Standards 1.9.1. The “Uniform Standard Specifications for Public Works Construction” and the “Uniform Standard Details for Public Works Construction” which are sponsored and distributed by the Maricopa Association of
-4- Rev (12/2018) CF Governments (MAG), and which are hereinafter referred to as the “MAG Specifications”, are hereby adopted as part of these contract documents. 1.9.2. July 15, 1997 by Section 23-50a of Ordinance 97-38, the City of Peoria adopted the “Uniform Standard Details for Public Works Construction from the Maricopa County Association of Governments by reference with certain exceptions. 1.9.3. A copy of these documents is kept on file at the Office of the City Clerk at the City of Peoria. 2. CONTRACT TERM 2.1. Contract Term. The term of the Contract shall commence on the date it was executed by both parties and shall continue for a period of one (1) year thereafter in accordance with the terms and conditions of this Contract. By mutual written Contract Amendment, any resultant contract may be extended for supplemental periods of up to a maximum of forty-eight (48) months. Job Orders may be issued at any time during the term of this Contract. This Contract will remain in full force and effect during the performance of any Job Order. 2.2. Job Order. In response to Job Orders that may be mutually agreed upon and issued periodically by Owner, Job Order Contractor shall perform the Work, except as may be specified elsewhere in the Contract, which will be defined and further described as to specific project requirements in each Job Order. The Work shall be performed in accordance with the requirements set forth in each Job Order and as further specified in Attachment "A"(JOC General Scope of Services), Attachment “B” (SIQ & Contractor’s Response), Attachment "C" (JOC Cost Proposal Forms), and in Attachment "D" (Contractor’s Contacts), all of which are incorporated herein and made a part hereof. 2.3. Mutual Agreement. This Contract embodies the agreement of Owner and Job Order Contractor to terms and conditions which will govern any Work that may be prescribed under a Job Order that may be issued by Owner and agreed to by Job Order Contractor. Nothing herein shall be construed as requiring Owner to issue any Job Order, nor requiring Job Order Contractor to accept any Job Order, it being the intent that both parties must mutually agree to any specific Work before a Job Order may be issued. 2.4. Cooperative Purchasing: This contract shall be for the use of the City of Peoria. In addition, specific eligible political subdivisions and nonprofit educational or public health institutions may also participate at their discretion. In order to participate in any the contract, a political subdivision or nonprofit educational or public health institution must have been invited to participate in this specific solicitation and the contractor must be in agreement with the cooperative transaction. In addition to cooperative purchasing, any eligible agency may elect to participate (piggyback) on the contract; the specific eligible political subdivision, nonprofit educational or public health institution and the contractor must be in agreement. Any orders placed to the contractor will be placed by the specific agencies participating in this purchase. Payment for purchases made under this agreement will be the sole responsibility of each participating agency. The City shall not be responsible for any disputes arising out of transactions made by others. 3. PERFORMANCE OF THE WORK 3.1. Job Order Agreement. Performance of the Work shall be undertaken only upon the issuance of written Job Orders by Owner. Job Orders shall be in accordance with the requirements specified in Attachment "A" (JOC General Scope of Services), and shall set forth, with the necessary particularity, the following: 3.1.1. Contract number along with Job Order Contractor's name; 3.1.2. Job Order number and date; 3.1.3. The agreed Work and applicable technical specifications and drawings; 3.1.4. The agreed period of performance and, if required by Owner, a work schedule; 3.1.5. The place of performance; 3.1.6. The agreed total price for the Work to be performed;
-5- Rev (12/2018) CF 3.1.7. Submittal requirements; 3.1.8. Owner’s authorized representative who will accept the completed Work; 3.1.9. Signatures by the parties hereto signifying agreement with the specific terms of the Job Order; and 3.1.10. Such other information as may be necessary to perform the Work. 3.2. Job Order Contractor Duties and Obligations. 3.2.1. Permits & Responsibilities. Job Order Contractor shall be responsible for processing of drawings, for approval by appropriate oversight bodies; for obtaining any necessary licenses and permits; and for complying with any Federal, State and municipal laws, codes, and regulations applicable to the performance of the Work. Owner will reimburse Job Order Contractor for the actual, documented costs of construction permits required for the performance of the Work. Job Order Contractor shall also be responsible for all damages to persons or property that occur as a result of Job Order Contractor's fault or negligence, and shall take proper safety and health precautions to protect the Work, the workers, the public, and the property of others. Job Order Contractor shall also be responsible for all materials delivered and work performed until completion and acceptance of the entire Work, except for any completed unit of Work which may have been accepted under the Contract. 3.2.2. Self-Performance By The Job-Order-Contractor. The JOC shall be allowed to bid as a subcontractor for work over $50,000 and, if it is the lowest acceptable bidder. Any change orders for self-performed work shall require pre-approval by the owner. 3.2.3. Outdoor Construction Restrictions. Peoria Ordinance No. 98-11 restricts outdoor construction as listed in the following table:
Construction Type April 2 – September 29 September 30 – April 1
A Concrete Work 5:00 a.m. to 7:00 p.m. 6:00 a.m. to 7:00 p.m. B Other Construction (within 500 feet of 6:00 a.m. to 7:00 p.m. 7:00 a.m. to 7:00 p.m. residential area) C Construction Work (more than 500 feet 5:00 a.m. to 7:00 p.m. 5:00 a.m. to 7:00 p.m. of residential area)
3.2.3.1. No interference with the traffic flow on arterial streets shall be permitted during the hours of 6:00 a.m. to 8:30 a.m. or from 4:00 p.m. to 7:00 p.m. unless prior authorization is obtained in writing by the City of Peoria Traffic Engineer or their assignee. Specific work hours may be stipulated by the City of Peoria on the project barricade plan. 3.2.3.2. During off peak hours, the minimum number of lanes shall be two lanes (one in each direction) on streets with four lanes or less and four lanes (two in each direction) on streets with five or more lanes. 3.2.3.3. Night work must have prior authorization from the City. In addition, certain areas of the City may have seasonal or special event restrictions for construction work as designated by the City on a case by case basis. 3.2.4. Jobsite Superintendent. During performance of a Job Order and until the Work is completed and accepted, Job Order Contractor shall directly superintend the Work or assign a competent superintendent who will supervise the performance of Work and is satisfactory to Owner and has authority to act for Job Order Contractor. 3.2.4.1. Job Order Contractor will ensure that the site supervisor for the project is English proficient and that there is at least one English proficient person at the construction site at all times work is being performed in order to communicate with the City’s project manager. 3.2.5. Construction Layout. Job Order Contractor shall lay out its work in accordance with the Contract plans and specifications and shall be responsible for all measurements in connection with the layout of the Work.
-6- Rev (12/2018) CF Job Order Contractor shall furnish, at its own expense, all stakes, templates, platforms, equipment, tools, materials, and labor required to layout any part of the Work. Job Order Contractor shall also be responsible for maintaining and preserving all control points established by Owner. 3.2.6. Survey Control Points. Existing survey markers (either brass caps or iron pipes) shall be protected by the Contractor or removed and replaced under direct supervision of the City Engineer or his authorized representatives. Survey monuments shall be constructed to the requirements of MAG Specifications, Section 405, and Standard Details. Lot corners shall not be disturbed without knowledge and consent of the property owner. The Contractor shall replace benchmarks, monuments, or lot corners moved or destroyed during construction at no expense to the Owner. Contractor and his sureties shall be liable for correct replacement of disturbed survey benchmarks except where the Owner elects to replace survey benchmarks using his own forces. 3.2.7. Traffic Regulations. All traffic affected by this construction shall be regulated in accordance with the City of Phoenix – Traffic Barricade manual, latest edition, and the City of Phoenix in the Traffic Barricade Manual shall be referred to as the City of Peoria City Engineer for interpretation. At the time of the pre-construction conference, the Contractor shall designate an employee who is well qualified and experienced in construction traffic control and safety to be responsible for implementing, monitoring and altering traffic control measure, as necessary. At the same time the City will designate a representative who will be responsible to see that all traffic control and any alterations are implemented and monitored to the extent that traffic is carried throughout the work area in an effective manner and that manner and that motorists, pedestrians, bicyclists and workers are protected from hazard and accidents. 3.2.7.1. The following shall be considered major streets: All major Parkway, mile (section line), arterial and collector (mid-section line and quarter section line) streets so classified by the City of Peoria. 3.2.7.2. All traffic control devices required for this project shall be the responsibility of the Contractor. The Contractor shall place advance warnings; REDUCE SPEED, LOOSE GRAVEL, 25 MPH SPEED LIMIT and DO NOT PASS signs in accordance with the Traffic Barricade Manual. 3.2.7.3. The Contractor shall provide, erect and maintain all necessary flashing arrow boards, barricades, suitable and sufficient warning lights signals and signs, and shall take all necessary precautions for the protection of the work and safety of the public. The Contractor shall provide, erect and maintain acceptable and adequate detour signs at all closures and along detour routes. 3.2.7.4. All barricades and obstructions shall be illuminated at night, and all safety lights shall be kept burning from sunset until sunrise. All barricades and signs used by the Contractor shall conform to the standard design, generally accepted for such purposes. 3.2.7.5. The Contractor shall insure that all existing traffic signs are erect, clean and in full view of the intended traffic at all times. Street name signs at major street intersections shall be maintained erect at all times. If these signs should interfere with construction, the Contractor shall notify the Inspector at least forty eight (48) hours in advance for City personnel to temporarily relocate said signs. The City Engineer will re-set all traffic and street name signs to permanent locations when notified by the Engineer that construction is complete unless otherwise stated in the specifications. Payment for this item shall be made at the agreed upon contract allowance price for TRAFFIC CONTROL. 3.2.7.6. The Police Department shall determine if construction activities or traffic hazards at the construction project require the use of Police Assistants or AZ Post Certified Peace Officers, alternatively, if the Police Department determines that flagmen are sufficient, it shall be the Contractor’s responsibility to provide adequate personnel including flagmen to direct traffic safely. All City of Peoria projects shall use only City of Peoria Police Assistants or City of Peoria AZ Post Certified Officers, unless the Police Chief or their designee has determined that no such assistants or officers are available. Arrangements for Police Assistant or Police Officer services should be made with the liaison officer at the Peoria Police Department via email at [email protected]. 3.2.7.7. Manual traffic control shall be in conformity with the Traffic Barricade Manual. A traffic control plan shall be submitted to the Peoria Police Department indicating whether a need for traffic control exists during
-7- Rev (12/2018) CF the project. The traffic control plan shall be submitted electronically and the liaison officer shall be contacted at the Peoria Police Department via email at [email protected]. 3.2.7.8. When traffic hazards at construction sites warrant the use of certified police personnel to direct traffic, arrangement should be made with the liaison officer at the Peoria Police Department via email at [email protected]. 3.2.7.9. The assembly and turnarounds of the Contractor’s equipment shall be accomplished using adjacent local streets when possible. 3.2.7.10. Equipment used and/or directed by the Contractor shall travel with traffic at all times. Supply trucks shall travel with traffic except when being spotted. Provide a flagman or officer to assist with this operation. 3.2.7.11. During construction, it may be necessary to alter traffic control. Alterations shall be in accordance with the Traffic Barricade Manual. 3.2.7.12. No street within this project may be closed to through traffic or to local emergency traffic without prior written approval of the City Engineer of the City of Peoria. Written approval may be given if sufficient time exists to allow for notification of the public at least two (2) days in advance of such closing. Partial closure of streets within the project shall be done in strict conformity with written directions to be obtained from the City Engineer. 3.2.7.13. Caution should be used when excavating near intersections with traffic signal underground cable. Notify the City Engineer twenty four (24) hours in advance of any work at such intersections. The Contractor shall install and maintain temporary overhead traffic signal cable as specified by the City Engineer when underground conduit is to be severed by excavations at intersections. The Contractor shall provide an off-duty uniformed police officer to direct traffic while the traffic signal is turned off and the wiring is transferred. All damaged or modified traffic signal overhead and underground items shall be repaired and restored to the City Engineer’s satisfaction. Magnetic detector loops shall under no circumstances be spliced. 3.2.7.14. The Contractor shall address how local access to adjacent properties will be handled in accordance with the specification herein. 3.2.7.15. Where crossings of existing pavements occur, no open trenches shall be permitted overnight, but plating may be permitted if conditions allow as determined by the City Engineer or his authorized representative. If plates cannot be used, crossings shall be back-filled or the Contractor shall provide a detour. 3.2.8. Operations & Storage. Job Order Contractor shall confine all operations (including storage of materials) to areas authorized or approved by Owner. 3.2.9. Cleaning Up & Refuse Disposal. Job Order Contractor shall at all times keep the site, including storage areas, free from accumulations of waste materials. Before completing the Work, Job Order Contractor shall remove from the premises any rubbish, tools, scaffolding, equipment, and materials that are not the property of Owner. Upon completing the Work, Job Order Contractor shall leave the site in a clean and orderly condition satisfactory to Owner. 3.2.9.1. Final cleanup of the premises shall be included in the period of performance of the Job Order. 3.2.9.2. Job Order Contractor shall be responsible for all construction refuse disposal containers and their removal from the site. 3.2.9.3. Disposal of any hazardous materials not addressed and priced in the Job Order will be segregated for disposal by Owner unless Owner requires Job Order Contractor to dispose of the materials in which case, an equitable adjustment in the price will be negotiated and agreed. 3.2.9.4. The Contractor and/or subcontractor shall be required to use the City of Peoria Solid Waste Division’s services for commercial collection of Solid Waste. This requirement is not intended to preclude other methods or means for hauling debris or excess material from the project site such as trucking large volumes of material, including soil, building demolition, or hazardous and special wastes. The intent is to use City of Peoria Solid Waste service where standard waste disposal is needed. Specifically, all roll-off and front-load containers used
-8- Rev (12/2018) CF on a City of Peoria construction site shall be contracted for through the City of Peoria Solid Waste Division at the prevailing rate. It is the contractor’s responsibility to contact and make all necessary arrangements with the City of Peoria Solid Waste Division for these services. Any and all charges for these services are the responsibility of the contractor. The City Solid Waste Division may, at it’s option, decline to provide service for business reasons at any time during the contract. Any exceptions to this requirement will be at the sole discretion of the City Solid Waste Division. Please contact the Solid Waste Customer Service Representatives at 623-773-7160. 3.2.10. Existing Improvements and Utilities. Job Order Contractor shall protect from damage all existing improvements and utilities at or near the site and on adjacent property of third parties, the locations of which are made known to or should be known by Job Order Contractor. Job Order Contractor shall repair any damage to those facilities, including those that are the property of third parties, resulting from failure to comply with the requirements of the Job Order or failure to exercise reasonable care in performing the Work. If Job Order Contractor fails or refuses to repair the damage promptly, Owner may have the necessary repair work performed and charge the cost to Job Order Contractor. 3.2.11. Safety. Job Order Contractor shall be responsible for compliance with all safety rules and regulations of the Federal Occupational Safety and Health Act of 1970 (OSHA), all applicable state and local laws, ordinances, and regulations during the performance of the Work. Job Order Contractor shall indemnify Owner for fines, penalties, and corrective measures that result from the acts of commission or omission of Job Order Contractor, its subcontractors, if any, agents, employees, and assigns and its failure to comply with such safety rules and regulations. 3.2.11.1. Job Order Contractor Safety Compliance. Job Order Contractor shall furnish and enforce the use of individual protective equipment as needed to complete the Work, including hard hats, rain gear, protective foot wear, protective clothing and gloves, eye protection, ear protection, respirators, safety belts, safety harnesses, safety lifelines and lanyards, and high visibility reflective safety vests. 3.2.11.2. Job Order Contractor Provided Warnings. Job Order Contractor shall provide warning signs, barricades and verbal warnings as required. 3.2.11.3. Emergency Procedures. Job Order Contractor shall inform its employees of emergency procedures to be adhered to in case of a fire, medical emergency, or any other life-threatening situations. 3.2.11.4. Accident Notification. Job Order Contractor shall promptly notify Owner of any recordable accident involving personnel or damage to material and equipment. Copies of any injury reports or accident investigation reports shall be provided to the Owner. 3.2.11.5. Jobsite Safety Documents. Job Order Contractor shall maintain a set of OSHA articles and Material Safety Data Sheets (MSDS) at the jobsite office as they apply to the Work being performed. Copies shall be provided to Owner when requested. 3.2.11.6. Job Order Contractor’s Safety Program. Job Order Contractor shall submit to Owner a copy of its safety policies and program procedures which establish the safety rules and regulations as they are to be applied to performance of the Work. These documents shall be submitted by Job Order Contractor within fourteen (14) calendar days after issuance of the initial Job Order and prior to the commencement of the Work. 3.2.11.7. Job Order Contractor Safety Representative. Job Order Contractor shall assign, during performance of the Work, a designated safety representative to develop and monitor the project safety program. The name, company address, and telephone number of the assigned individual shall be submitted to Owner by Job Order Contractor along with its safety policies and program procedures. 3.2.11.8. Emergency Medical Treatment. Job Order Contractor shall make available for its employees and those of its subcontractors, while they are performing Work on the site, emergency medical treatment either at the site or at a nearby medical facility. 3.2.11.9. Owner’s Right to Monitor. Owner reserves the right to approve and monitor Job Order Contractor's safety policies and program procedures as applied during performance of the Work. Failure to comply
-9- Rev (12/2018) CF with safety policies and program procedures, once approved by Owner, shall be cause for the termination of the Job Order in accordance with § 14. 3.2.11.10. First Aid Kit. Job Order Contractor shall provide and maintain on the jobsite, at all times when Work is in progress, a completely stocked first aid kit which contains all standard emergency medical supplies. 3.2.11.11. Fire Extinguisher. Job Order Contractor shall provide and maintain on the jobsite, at all times when Work is in progress, a fully charged fire extinguisher appropriate for the potential fire hazard. 3.2.12. Dissemination of Contract Information. Job Order Contractor shall not publish, permit to be published, or distribute for public consumption, any information, oral or written, concerning this Contract, any Job Order or the Work performed under this Contract, without the prior consent of Owner. 3.2.13. Shop Drawings. Job Order Contractor's duties under this Contract include the preparation of shop drawings or sketches necessary to permit orderly construction of Owner's design plans. Job Order Contractor agrees to provide detailed design drawings and plans if requested by Owner. 3.2.14. Jobsite Drawings and Specifications. Job Order Contractor shall keep on the Work site a copy of the drawings and specifications and shall at all times give Owner access thereto. 3.3. Owner Rights and Obligations. 3.3.1. Suspension of Work. 3.3.1.1. Owner’s Written Order. Owner may order Job Order Contractor, in writing, to suspend, delay, or interrupt all or any part of the Work for a period of time that Owner determines reasonably appropriate. 3.3.1.2. Work Delay or Suspension. If the performance of all or any part of the Work is suspended, delayed, or interrupted by an act of Owner in the administration of a Job Order, or by Owner's failure to act within the time specified in the Job Order, an adjustment shall be made for any increase in the cost of performance of the Job Order necessarily caused by the suspension, delay, or interruption, and the Job Order will be modified in writing accordingly. 3.3.1.3. Job Order Contractor Costs. A claim under this Subparagraph 3.3.1 shall not be allowed for any costs incurred more than thirty (30) calendar days before Job Order Contractor shall have notified Owner in writing of the act or failure to act (but this requirement shall not apply as to a claim resulting from a suspension order), and unless the claim, in an amount stated, is asserted in writing as soon as practicable after the termination of such suspension, delay, or interruption, but not later than the date of final payment under the Job Order. 3.3.2. Owner’s Right to Possession. Owner shall have the right to take possession of or use any completed or partially completed part of the Work. Before taking possession of or using any Work, Owner shall furnish Job Order Contractor a list of items of work remaining to be performed or corrected on those portions of the Work that Owner intends to take possession of or use. However, failure of Owner to list any item of Work shall not relieve Job Order Contractor of responsibility for complying with the terms of this Contract. Owner possession or use shall not be deemed an acceptance of any Work under this Contract. 3.3.2.1. Owner’s Possession or Use. While Owner has such possession or use, Job Order Contractor shall be relieved of the responsibility for the loss of or damage to the Work resulting from Owner's possession or use, notwithstanding the terms of Subparagraph 3.2.1. If prior possession or use by Owner delays the progress of the Work or causes additional expense to Job Order Contractor, an equitable adjustment shall be made in the Job Order price or the period of performance, and the Job Order shall be modified in writing accordingly. 3.3.3. Other Contracts. Owner may undertake or award other Contracts for additional work at or near the site of Work under this Contract. Job Order Contractor shall fully cooperate with the other Job Order Contractors and with Owner's employees and shall carefully adapt scheduling and performing the Work under this Contract to accommodate the additional work, heeding any direction that may be provided by Owner. Job Order Contractor shall not commit or permit any act that will interfere with the performance of its Work by any other contractor or by Owner's employees.
-10- Rev (12/2018) CF 3.4. Job Order Amendment. Job Orders may be amended by Owner in the same manner as they are issued. 3.5. Job Order Value. The maximum Job Order value is Three Million Dollars ($3,000,000), except as provided by § 16.32.1. 4. JOB ORDER DOCUMENTS 4.1. Specification and Drawings. Anything mentioned in the specifications and not shown on the drawings, or shown on the drawings and not mentioned in the specifications, shall be of like effect as if shown or mentioned in both. In case of differences between drawings and specifications, the drawings shall govern. In case of discrepancy either in the figures, in the drawings, or in the specifications, the matter shall be promptly submitted to Owner, who shall promptly make a determination in writing. Any adjustment by Job Order Contractor without such a determination shall be at its own risk and expense. Owner shall furnish from time to time such detail drawings and other information as considered necessary, unless otherwise provided. 4.1.1. Wherever in the specifications or upon the drawings the words "directed," "required," "ordered," "designated," "prescribed," or words of like import are used, it shall be understood that the "direction," "requirement," "order," "designation," or "prescription," of Owner is intended and similarly the words "approved," "acceptable," "satisfactory," or words of like import shall mean "approved by," or "acceptable to," or "satisfactory to" Owner, unless otherwise expressly stated. 4.1.2. Where "as shown," "as indicated," "as detailed," or words of similar import are used, it shall be understood that the reference is made to the drawings accompanying the Contract unless stated otherwise. The word "provided" as used herein shall be understood to mean "provide complete in place," that is "furnished and installed. 4.2. Shop Drawings. Shop drawings include sketches, diagrams, layouts, schematics, descriptive literature, illustrations, schedules, performance and test data, and similar materials furnished by Job Order Contractor to explain in detail specific portions of the Work. Owner may duplicate, use, and disclose in any manner and for any purpose shop drawings delivered under the Contract. Shop drawings means drawings submitted to Owner by Job Order Contractor showing in detail: 4.2.1. The proposed fabrication and assembly of structural elements and, 4.2.2. The installation (i.e., form, fit and attachment details) of materials or equipment. 4.2.3. The construction and detailing of elements of the Work. 4.3. Shop Drawing Coordination. Job Order Contractor shall coordinate all shop drawings, and review them for accuracy, completeness, and compliance with Contract requirements and shall indicate its approval thereon as evidence of such coordination and review. Shop drawings submitted to Owner without evidence of Job Order Contractor's approval may be returned for resubmission. Owner will indicate its approval or disapproval of the shop drawings and if not approved as submitted shall indicate Owner's reasons therefore. Any work done before such approval shall be at Job Order Contractor's risk. Approval by Owner shall not relieve Job Order Contractor from responsibility for any errors or omissions in such drawings, nor from responsibility for complying with the requirements of the Contract, except with respect to variations described and approved in accordance with § 4.4 below. 4.4. Shop Drawing Modifications. If shop drawings show variations from the Job Order requirements, Job Order Contractor shall describe such variations in writing, separate from the drawings, at the time of submission. If Owner approves any such variation, Owner shall issue an appropriate Contract modification, except that, if the variation is minor and does not involve a change in price or in time of performance, a modification need not be issued. 4.5. Shop Drawing Omissions. Omissions from the drawings or specifications or the mis-description of details of work which are manifestly necessary to carry out the intent of the drawings and specifications, or which are customarily performed, shall not relieve Job Order Contractor from performing such omitted or mis-described details of the Work but they shall be performed as if fully and correctly set forth and described in the drawings and specifications.
-11- Rev (12/2018) CF 4.6. Owner Furnished Drawings. Job Order Contractor shall check all Owner furnished drawings immediately upon receipt and shall promptly notify Owner of any discrepancies. Any errors or omissions in Owner furnished drawings are the responsibility of the Owner to rectify, including associated costs. Figures marked on drawings shall be followed in preference to scale measurements. Large scale drawings shall govern small scale drawings. Job Order Contractor shall compare all drawings and verify the figures before laying out the Work and will be responsible for any errors which might have been avoided thereby. 4.7. Shop Drawing Submittal. Job Order Contractor shall submit to Owner for approval an appropriate number of copies of all shop drawings as called for under the various headings of these specifications. Sets of all shop drawings will be retained by Owner and one set will be returned to Job Order Contractor with annotation of approval or rejection within one (1) week after submission, unless a longer review period is necessary by mutual agreement between Owner and Job Order Contractor. 4.8. Use of Job Order Documents. All drawings (to include as-built drawings), sketches, designs, design data, specifications, note books, technical and scientific data provided to Job Order Contractor or developed by Job Order Contractor pursuant to the Contract and all photographs, negatives, reports, findings, recommendations, data and memoranda of every description relating thereto, as well as all copies of the foregoing relating to the Work or any part thereof, shall be the property of Owner and may be used by Owner without any claim by Job Order Contractor for additional compensation, unless such material developed by Job Order Contractor does not result in an issued Job Order. In such cases, Job Order Contractor will receive reasonable reimbursement for the development of such materials before Owner uses them in any manner whatsoever. In addition, Owner agrees to hold Job Order Contractor harmless to the extent permitted by law from any legal liability arising out of the Owner’s use of such materials. 5. MATERIAL AND WORKMANSHIP 5.1. Suitability of Material and Equipment. All equipment, material, and articles incorporated in the Work covered by this Contract shall be new and of the most suitable grade for the purpose intended, unless otherwise specifically provided in the Contract. References in the specifications to equipment, material, article, or patented process by trade name, make, or catalog number, shall be regarded as establishing a standard of quality and shall not be construed as limiting competition. Job Order Contractor may, at its option, use any equipment, material, article, or process that, in the sole judgment and prior written approval of the Owner, is equal to that named in the specifications. 5.2. Owner Approval. Job Order Contractor shall obtain Owner's approval of the equipment to be incorporated into the Work. When requesting approval, Job Order Contractor shall furnish to Owner the name of the manufacturer, the model number, and other information concerning the performance, capacity, nature, and rating of the equipment. When required by the Contract or by Owner, Job Order Contractor shall also obtain Owner's approval of the material or articles which Job Order Contractor contemplates incorporating into the Work. When requesting approval, Job Order Contractor shall provide full information concerning the material or articles. When directed to do so, Job Order Contractor shall submit samples for approval. Machinery, equipment, material and articles that do not have the required approval shall be installed or used at the risk of subsequent rejection. 5.3. Testing of Materials. Unless otherwise specified in a Job Order, the Job Order Contractor shall be responsible for any required testing of materials prior to incorporation into the Work. Reimbursement for testing required by third party entities will be included in the individual Job Order. 5.4. Workmanship. All work under the Contract shall be performed in a skillful and workmanlike manner. 6. SITE CONDITIONS 6.1. Site Investigation. Job Order Contractor acknowledges that it has taken steps reasonably necessary to ascertain the nature and location of the Work, and that it has investigated and satisfied itself as to the general and local conditions which can affect the Work or its cost, including but not limited to: 6.1.1. Conditions bearing upon transportation, disposal, handling, and storage of materials; 6.1.2. The availability of labor, water, electric power, and roads;
-12- Rev (12/2018) CF 6.1.3. Uncertainties of weather, river stages, tides, or similar physical conditions at the site; 6.1.4. The visible conformation and conditions of the ground; and 6.1.5. The character of equipment and facilities needed preliminary to and during work performance. 6.2. Surface and Subsurface Investigation. Job Order Contractor also acknowledges that it has satisfied itself as to the character, quality, and quantity of surface and subsurface materials or obstacles to be encountered insofar as this information is reasonably ascertainable from an inspection of the site, including all exploratory work done by Owner, as well as from the drawings and specifications made a part of this Contract. Owner will provide to Job Order Contractor all subsurface investigation reports it has commissioned, and has knowledge of, that reasonably reflect expected conditions at the location of the Job Order. 6.3. Differing Site Conditions. Job Order Contractor shall promptly, and before the conditions are disturbed, give a written notice to Owner of: 6.3.1. Subsurface or latent physical conditions at the site which differ materially from those indicated in the Contract, or 6.3.2. Unknown physical conditions at the site, of an unusual nature, which differ materially from those ordinarily encountered and generally recognized as inherent in work of the character provided for in the Contract. 6.4. Owner Investigation. Owner shall investigate the site conditions promptly after receiving the notice. If the conditions do materially so differ and cause an increase or decrease in Job Order Contractor's cost of, or the time required for, performing any part of the Work, whether or not changed as a result of the conditions, an equitable adjustment shall be made and the Job Order modified in writing accordingly. 6.5. Written Notice of Differing Site Conditions. No request by Job Order Contractor for an equitable adjustment to a Job Order under this § 6 shall be allowed, unless Job Order Contractor has given the written notice required. 6.6. Payment Adjustment. No request by Job Order Contractor for an equitable adjustment to a Job Order for differing site conditions shall be allowed if made after final payment under such Job Order. 7. JOB ORDER SCHEDULES 7.1. Construction Schedule. If the Job Order Contractor fails to submit a schedule with the Job Order, Owner may withhold approval of progress payments until Job Order Contractor submits the required schedule. If required, the Job Order Contractor will submit for approval with the signed Job Order a practicable schedule showing the sequence in which Job Order Contractor proposes to perform the Work, and the dates on which Job Order Contractor contemplates starting and completing the several salient features of the Work (including acquiring materials, plant and equipment). The schedule may be a formal computerized schedule or a progress chart in a bar chart format of suitable scale to indicate appropriately the percentage of Work scheduled for completion by any given date during the period. In either case, the basic information should be the same and the schedule or chart must contain as a minimum: 7.1.1. A detailed list of work activities or work elements. 7.1.2. Show the logical dependencies (ties) to indicate what Work must be accomplished before other Work can begin. 7.1.3. Show early start and early finish dates along with late start and late finish dates for each work activity or work element. 7.2. Failure to Submit Schedule. Failure of Job Order Contractor to comply with the requirements of Owner under this clause shall be grounds for a determination by Owner that Job Order Contractor is not prosecuting the Work with sufficient diligence to ensure completion within the time specified in the Job Order. Upon making this determination, Owner may terminate Job Order Contractor's right to proceed with the Work if not cured within seven (7) days after written notice is provided, or any separable part of it, in accordance with § 14.
-13- Rev (12/2018) CF 7.3. Progress Report. Job Order Contractor shall submit a progress report every thirty (30) days, or as directed by Owner, and upon doing so shall immediately deliver a current schedule to Owner if it has materially changed since the last submission of a schedule. If Job Order Contractor falls behind the approved schedule, Job Order Contractor shall take steps necessary to improve its progress, including those that may be reasonably required by Owner. Without additional cost to Owner, Owner may require Job Order Contractor to increase the number of shifts, overtime operations, days of work, and/or the amount of construction plant or equipment, and to submit for approval any supplementary schedule or schedules in chart form as Owner deems necessary to demonstrate how the approved rate of progress will be regained. 7.4. Emergency Work. Job Order Contractor will give top priority to any emergency Work Owner may have and will allocate all resources necessary to accomplish such Work in accordance with Owner's schedule requirements. To the extent the Job Order Contractor incurs additional cost, expense or schedule delay in performing Owner’s emergency Work, Owner will equitably adjust the Contract in accordance with § 10. 8. INSPECTION OF CONSTRUCTION AND ACCEPTANCE 8.1. Job Order Contractor Inspection System. Job Order Contractor shall maintain an adequate inspection system and perform such inspections as will ensure that the Work called for conforms to Job Order requirements. Job Order Contractor shall maintain complete inspection records and make them available to Owner. All work shall be conducted under the general direction of Owner and is subject to inspection and test by Owner at all places and at all reasonable times before acceptance to ensure strict compliance with the terms of the Contract. 8.2. Owner Inspections and Tests. Owner inspections and tests are for the sole benefit of Owner and do not: 8.2.1. Relieve Job Order Contractor of responsibility for providing adequate quality control measures; 8.2.2. Relieve Job Order Contractor of responsibility for damage to or loss of the material before acceptance; 8.2.3. Constitute or imply acceptance; or 8.2.4. Affect the continuing rights of Owner after acceptance of the complete work. 8.3. Job Order Contractor Responsibilities. The presence or absence of an inspector does not relieve Job Order Contractor from any Contract requirement, nor is the inspector authorized to change any term or condition of the specification without Owner's written authorization. 8.4. Job Order Contractor Performance. Job Order Contractor shall promptly furnish, without additional charge, all facilities, labor, and material reasonably needed for performing such safe and convenient inspections and tests as may be required by Owner. Owner may charge to Job Order Contractor any additional cost of inspection or test when Work is not ready at the time specified by Job Order Contractor for inspection or test, or when prior rejection makes re-inspection or retest necessary. Owner shall perform all inspections and tests in a manner that will not unnecessarily delay the Work. Special, full size and performance tests shall be performed as described in the Job Order. 8.5. Job Order Contractor Corrective Work. Job Order Contractor shall, without charge, replace or correct Work found by Owner not to conform to Job Order requirements, unless Owner consents to accept the Work with an appropriate adjustment in Contract price. Job Order Contractor shall promptly segregate and remove rejected material from the premises. 8.6. Failure to Replace or Correct Work. If Job Order Contractor does not promptly replace or correct rejected Work, Owner may: 8.6.1. By Contract or otherwise, replace or correct the Work and charge the cost to Job Order Contractor; or 8.6.2. Terminate for default Job Order Contractor's right to proceed. 8.7. Owner Inspection before Acceptance. If, before acceptance of the entire Work, Owner decides to examine already completed Work by removing it or tearing it out, Job Order Contractor, on request, shall promptly furnish
-14- Rev (12/2018) CF all necessary facilities, labor, and material. If the Work is found to be defective or nonconforming in any material respect due to the fault of Job Order Contractor or its subcontractors, Job Order Contractor shall bear the expenses of the examination and of satisfactory reconstruction. However, if the Work is found to meet requirements, Owner shall make an equitable adjustment for the additional services involved in the examination and reconstruction, including, if completion of the Work was thereby delayed, an extension of the period of time for performance. 8.8. Owner Acceptance. Unless otherwise specified in the Job Order, Owner shall accept, as promptly as practicable after completion and inspection, all work required by the Job Order or that portion of the Work that the Owner determines can be accepted separately. Acceptance shall be final and conclusive except for latent defects, fraud, gross mistakes amounting to fraud, or Owner's rights under any warranty or guarantee. 9. INVOICING AND PAYMENT 9.1. Compensation. As full consideration for the satisfactory performance by Job Order Contractor of Work prescribed under the Contract, Owner shall pay Job Order Contractor the amounts specified in the individual Job Orders. 9.2. Invoices. Job Order Contractor shall submit invoices to the following address: City of Peoria 8401 W. Monroe St Peoria, AZ 85345 9.3. Job Order Cost Proposal Structure. For each Job Order, the Job Order Contractor shall prepare a Job Order Cost Proposal with the sufficient level of cost detail as required by the Owner. Cost detail may include, but is not limited to: schedule of values, work schedule, direct labor cost and fringe benefits, direct material costs (supported by quotes), direct equipment costs (supported by quotes), cost of subcontractors (supported by quotes) and allowable indirect costs (includes insurance). The contractor shall utilize the markups established in the JOC Pricing Matrix (Attachment C) to calculate the overhead and profit for all Job Order Cost Proposals, unless otherwise requested by the Owner. 9.4. Progress Payments. Owner shall make progress payments monthly as the Work proceeds, or at more frequent intervals as determined by Owner, on estimates of Work completed submitted by the Job Order Contractor and approved by Owner. Job Order Contractor shall use an acceptable invoice form and shall include supporting documents to reflect a breakdown of the total price showing the amount included therein for each principal category of the Work, in such detail as requested, to provide a basis for determining progress payments. In the estimation of Work completed, Owner will authorize payment for material delivered on the site and preparatory work done if Job Order Contractor furnishes satisfactory evidence that it has acquired title to such material and that the material will be used to perform the Work. 9.5. Retention. Not applicable. 9.6. Owner’s Property. All material and work covered by progress payments made shall, at the time of payment, become the sole property of Owner, but this provision shall not be construed as: 9.6.1. Relieving Job Order Contractor from the sole responsibility for all material and Work upon which payments have been made or the restoration of any damaged Work; or 9.6.2. Waiving the right of Owner to require the fulfillment of all of the terms of the Contract. 9.7. Approval and Certification. An estimate of the Work submitted shall be deemed approved and certified for payment after seven days from the date of submission unless before that time the Owner or Owner’s agent prepares and issues a specific written finding setting forth those items in detail in the estimate of the Work that are not approved for payment under this contract. The Owner may withhold an amount from the progress payment sufficient to pay the expenses the Owner reasonably expects to incur in correcting the deficiency set forth in the written finding. The progress payments shall be paid on or before fourteen days after the estimate of the Work is certified and approved. The estimate of the Work shall be deemed received by the Owner on submission to any person designated by the Owner for the submission, review or approval of the estimate of the Work.
-15- Rev (12/2018) CF 9.8. Unpaid Amounts. Owner shall pay all unpaid amounts due Job Order Contractor under this Contract within thirty (30) days, after: 9.8.1. Completion and acceptance of the Work; 9.8.2. Presentation of a properly executed invoice; 9.8.3. Presentation of release of all claims against Owner arising by virtue of the Contract, other than claims, in stated amounts, that Job Order Contractor has specifically excepted from the operation of the release. A release may also be required of the assignee if Job Order Contractor's claim to amounts payable under this Contract has been assigned. Job Order Contractor shall complete a Job Order Contractor's release form acceptable to Owner; or 9.8.4. Consent of Job Order Contractor’s surety, if any. 10. CHANGES 10.1. Owner Changes. Owner may, at any time, without notice to the sureties, if any, by written order designated or indicated to be a change order, make changes in the Work within the general scope of the Job Orders, including changes: 10.1.1. In the specifications (including drawings and designs); 10.1.2. In Owner-furnished facilities, equipment, materials, services, or site; or 10.1.3. Directing acceleration in the performance of the Work, or otherwise altering the schedule for performance of the Work. 10.2. Owner Change Orders. Any other written order (which, as used in this paragraph, includes direction, instruction, interpretation, or determination) from Owner that causes a change shall be treated as a change order under this § 10; provided, that Job Order Contractor gives Owner timely written notice stating the date, circumstances, and source of the order and that Job Order Contractor regards the order as a change order. 10.3. Contract Adjustments. Except as provided in this § 10, no order, statement, or conduct of Owner shall be treated as a change under this § 10 or entitle Job Order Contractor to an equitable adjustment hereunder. 10.4. Modification of the Job Order. If any change under this § 10 causes an increase or decrease in Job Order Contractor's cost of, or the time required for, the performance of any part of the Work under a Job Order, whether or not changed by any such order, Owner shall negotiate an equitable adjustment and modify the Job Order in writing. 10.5. Job Order Contractor Proposal. Job Order Contractor must submit any proposal under this § 10 within thirty (30) calendar days after: 10.5.1. Receipt of a written change order under § 10.1 above; or 10.5.2. The furnishing of a written notice under § 10.2 above by submitting to Owner a written statement describing the general nature and amount of the proposal, unless this period is extended by Owner. The statement of proposal for adjustment may be included in the notice under § 10.2 above. 10.6. Final Payment Limitation. No proposal by Job Order Contractor for an equitable adjustment shall be allowed if asserted after final payment under the Job Order. 10.7. Job Order Contractor Extension Justification. Job Order Contractor shall furnish to the Owner a written proposal for any proposed extension in the period of performance. The proposal shall contain a price breakdown and period of performance extension justification. 10.8. Job Order Contractor Price Breakdown Structure. Job Order Contractor, in connection with any proposal it makes for a Job Order change shall furnish a price breakdown itemized as required by Owner and the pricing matrix as required in the awarded contract.
-16- Rev (12/2018) CF 11. INSURANCE & BONDS 11.1. Job Order Contractor Insurance. Job Order Contractor shall purchase and maintain in effect during the term of this Contract insurance of the types and with minimum limits of liability as stated below. Such insurance shall protect Job Order Contractor and Owner from claims which may arise out of or result from Job Order Contractor's operations whether such operations are performed by Job Order Contractor or by any subcontractor or by anyone for whose acts any of them may be liable. 11.1.1. WORKERS' COMPENSATION INSURANCE providing statutory benefits in accordance with the laws of the State of Arizona or any Federal statutes as may be applicable to the Work being performed under this Contract. 11.1.2. EMPLOYER'S LIABILITY INSURANCE with limits of liability not less than: $1,000,000 Each Accident; $1,000,000 Each Employee for Disease; and $1,000,000 Policy Limit for Disease. 11.1.3. COMMERCIAL GENERAL LIABILITY INSURANCE including Products/Completed Operations and Contractual Liability with limits of liability not less than: $2,000,000 General Aggregate; $2,000,000 Products/Completed Operations Aggregate; and $2,000,000 Each Occurrence. 11.1.4. AUTOMOBILE LIABILITY INSURANCE covering all owned, hired and non-owned motor vehicles used in connection with the Work being performed under this Contract with limits of liability not less than: $1,000,000 Each Person for Bodily Injury; $1,000,000 Each Accident for Bodily Injury; and $1,000,000 Each Occurrence for Property Damage. 11.1.5. PROFESSIONAL LIABILITY INSURANCE, when the City requires the Job Order Contractor to carry architectural and engineering services under the Individual Job Order, Job Order Contractor shall require all architectural and engineering consultants to maintain Professional Liability insurance, covering acts, errors, mistakes and omissions arising out of the work or services performed by the Consultant, or any person employed by the Consultant, with a limit of not less than $1,000,000 each claim. Job Order Contractor shall be required to submit Certificates of Insurance evidencing proper coverage is in effect as required above. 11.1.6. BUILDER’S RISK (PROPERTY) INSURANCE, The Job Order Contractor shall purchase and maintain, on a replacement cost basis, Builders’ Risk insurance in the amount of the initial Job Order Amount as well as subsequent modifications thereto for the entire work at the site. Such Builders’ Risk insurance shall be maintained until final payment has been made or until no person or entity other than the City has an insurable interest in the property required to be covered, whichever is earlier. This Builder’s Risk policy must be a “Masters” Policy, that is, one in which only the specific job order project is insured. This insurance shall include interests of the City, the Contractor, and all Subcontractors and Sub-Subcontractors in the work during the life of the Contract and course of construction, and shall continue until the work is completed and accepted by the City. For new construction projects, the Contractor agrees to assume full responsibility for loss or damage to the work being performed and to the buildings under construction. For renovation construction projects, the Contractor agrees to assume responsibility for loss or damage to the work being performed at least up to the full Contract Amount, unless otherwise required by the Contract Documents or amendments thereto. Builders’ Risk insurance shall be on an all-risk policy form and shall also cover false work and temporary buildings and shall insure against risk of direct physical loss or damage from external causes including debris removal, demolition occasioned by enforcement of any applicable legal requirements, and shall cover reasonable compensation for Architect’s service and expenses required as a result of such insured loss and other “soft costs” as required by the Contract. Builders’ Risk insurance must provide coverage from the time any covered property becomes Contractor’s control and/or responsibility, and continue without interruption during construction or renovation or installation, including any time during which the covered property is being transported to the construction installation site, and while on the construction or installation site awaiting installation. The policy will provide coverage while the covered premises or any part thereof are occupied. Builders’ Risk insurance shall be primary and not contributory.
-17- Rev (12/2018) CF If the Contract requires testing of equipment or other similar operations, at the option of the City, the Contractor will be responsible for providing property insurance for these exposures under a Boiler Machinery insurance policy. Required coverages may be waived or modified on a per-project basis by specifying in the Individual Job Order Scope of Work. 11.2. Owner as Additional Insured. The policies providing Commercial General Liability and Automobile Liability insurance as required in § 11.1 shall be endorsed to name Owner as Additional Insured. Such insurance as is provided herein shall be primary and non-contributing with any other valid and collectible insurance available to Owner. 11.3. Policy Endorsement. All policies providing Job Order Contractor's insurance as required in § 11.1 above shall be endorsed to provide the following: 11.3.1. Thirty days written notice of cancellation or non-renewal given to Owner at the address designated in § 16.2. 11.3.2. Waiver of subrogation in favor of Owner. 11.4. Limits of Liability. The limits of liability as required above may be provided by a single policy of insurance or by a combination of primary, excess or umbrella policies. But in no event shall the total limits of liability available for any one occurrence or accident be less than the amount required above. 11.5. Certificate of Insurance. Proof of compliance with these insurance requirements shall be furnished Owner in the form of an original certificate of insurance signed by an authorized representative or agent of the insurance company(ies) within ten (10) days of execution of this agreement. Renewal or replacement certificates shall be furnished Owner not less than twenty-one (21) days prior to the expiration or termination date of the applicable policy(ies). 11.6. Subcontractor Insurance. Job Order Contractor shall require any and all subcontractors performing Work under this Contract to carry insurance of the types and with limits of liability as Job Order Contractor shall deem appropriate and adequate for the Work being performed. Job Order Contractor shall obtain and make available for inspection by Owner upon request current certificates of insurance evidencing insurance coverages carried by such subcontractors. 11.7. Bonds. If required by Owner, Job Order Contractor shall furnish Performance and Payment Bonds, each in an amount equal to one hundred percent (100%) of the Construction Work, (excluding design and pre-construction services) in a penal sum equal to the aggregate price of all Job Orders issued to the Job Order Contractor. The Performance and Payment Bonds must be submitted to Owner within ten (10) calendar days after issuance of a Job Order. 11.8. Notice to Proceed. Notice to Proceed will not be issued until properly executed bonds are received and accepted by Owner. A separate Notice to Proceed will be issued for each Job Order. The Notice to Proceed shall stipulate the actual contract start date, the contract duration and the contract completion date. The time required for the Contractor to obtain permits, licenses and easements shall be included in the contract duration and shall not be justification for a delay claim by the Contractor. The time required for the Contractor to prepare, transmit and obtain approval of applicable submittals shall be included in the contract duration and shall not be justification for a delay claim by the Contractor. No work shall be started until after all required permits, licenses, and easements have been obtained. No work shall be started until all applicable submittals have been submitted and returned approved by the Owner’s Representative. The Contractor shall notify the City of Peoria’s project manager or engineer at least seventy-two (72) hours before the following events: 11.8.1. The start of construction in order to arrange for inspection. 11.8.2. Shutdown of City water, sewer, drainage, irrigation and traffic control facility. 11.8.3. Shutdown of existing water wells and booster pumps. Shutdown shall not exceed seventy-two (72) hours for any installation. Only one installation may be shutdown at any time.
-18- Rev (12/2018) CF 11.8.4. Coordination of all draining and filling of water lines and irrigation laterals and all operations of existing valves or gages with the project manager. 11.8.5. Start-up or testing of any water well or booster pump to be connected to any part of the existing City water system. This includes operation of existing valves necessary to accommodate the water. 12. INDEMNIFICATION. To the fullest extent permitted by law, the Job Order Contractor, subcontractor or design professional shall indemnify and hold harmless the City, and its officers and employees, from liabilities, damages, losses and costs, including reasonable attorney fees and court costs, but only to the extent caused by the negligence, recklessness or intentional wrongful conduct of such Job Order Contractor, subcontractor or design professional or other persons employed or used by such Job Order Contractor, subcontractor or design professional in the performance of the contract or subcontract. The amount and type of insurance coverage requirements set forth herein will in no way be construed as limiting the scope of the indemnity in this paragraph. 13. DISPUTES. 13.1. Party Cooperation. The parties are fully committed to working with each other throughout the term of the Contract and agree to communicate regularly with each other at all times so as to avoid or minimize disputes or disagreements. If disputes or disagreements do arise, Job Order Contractor and Owner each commit to resolving such disputes or disagreements in an amicable, professional and expeditious manner so as to avoid unnecessary losses, delays and disruptions to the Work. 13.2. Field Level Resolution. Job Order Contractor and Owner will first attempt to resolve disputes or disagreements at the field level through discussions between the parties’ representatives named herein. 13.3. Job Order Contractor Performance. The Job Order Contractor shall continue to perform the Work and Owner shall continue to satisfy its payment obligations to Job Order Contractor, pending the final resolution of any dispute or disagreements between the parties. 13.4. Partnering. If requested and mutually agreed upon, the Owner and Job Order Contractor will share in the expense of an initial facilitated partnering workshop, followed up by periodic refresher meetings at mutually agreed times. The goal of the workshop will be to identify common goals, common interests, lines of communication, and a commitment to cooperative problem solving. 13.5. Owner’s Representative. Owner designates the individual listed below as its representative, which individual has the authority and responsibility for avoiding and resolving disputes under this Contract. (Identify individual’s name, title, address and telephone numbers) City of Peoria, Materials Management Dan Zenko, Materials Manager 9875 N. 85th Ave – 2nd Floor Peoria, AZ 85345 (623) 773-7115 13.6. Job Order Contractor’s Representative. Job Order Contractor designates the individual listed below as its representative, which individual has the authority and responsibility for avoiding and resolving disputes under this Contract. (Identify individual’s name, title, address and telephone numbers) CORE Construction, Inc. Todd Steffen, President 3036 East Greenway Road Phoenix, AZ 85032 602-494-0800
13.7. Owner’s Resolution. Any dispute which is not disposed of by agreement will be decided by the Owner, who will reduce its decision to writing and mail or otherwise furnish a copy thereof to the Job Order Contractor. Any dispute not finally resolved under this § 13 may be brought before the state courts of the State of Arizona and adjudicated in accordance with the laws of Arizona.
-19- Rev (12/2018) CF 14. TERMINATION AND DEFAULT 14.1. Termination for Convenience. Owner may terminate performance of the Work under this Contract in whole or, from time to time, in part if Owner determines that termination is in Owner's interest. Owner shall effect such termination by delivering to Job Order Contractor a Notice of Termination specifying the extent of termination and the effective date. 14.2. Notice of Termination. After receipt of a Notice of Termination, and except as directed by Owner, Job Order Contractor shall immediately proceed with the following obligations, regardless of any delay in determining or adjusting any amounts due under this § 14: 14.2.1. Stop work as specified in the notice; 14.2.2. Place no further subcontracts or orders (referred to as subcontracts in this § 14) for materials, services or facilities, except as necessary to complete any Work not terminated; 14.2.3. Assign to Owner, if directed by Owner, all right, title, and interest of Job Order Contractor under the subcontracts to the extent they relate to the Work terminated, in which case Owner shall have the right to settle or to pay any termination settlement proposal arising out of those terminations, or with approval or ratification to the extent required by Owner, settle all outstanding liabilities and termination settlement proposals arising from the termination of subcontracts, the approval or ratification of which will be final for purposes of this § 14; 14.2.4. As directed by Owner, transfer title and deliver to Owner: 14.2.4.1. The fabricated or unfabricated parts, Work in progress, completed Work, supplies, and other material produced or acquired for the Work terminated; 14.2.4.2. The completed or partially completed plans, drawings, information, and other property that, if the Contract had been completed, would be required to be furnished to Owner; 14.2.5. Complete performance of the Work not terminated; 14.2.6. Take any action that may be necessary, or that Owner may direct, for the protection and preservation of the property related to this Contract that is in the possession of Job Order Contractor and in which Owner has or may acquire an interest; and 14.2.7. Use its best efforts to sell, as directed or authorized by Owner, any property of the types referred to in § 14.2.3 above; provided, however, that Job Order Contractor is not required to extend credit to any purchaser and may acquire the property under the conditions prescribed by, and at prices approved by, Owner. The proceeds of any transfer or disposition will be applied to reduce any payments to be made by Owner under the Contract, credited to the price or cost of the Work, or paid in any other manner directed by Owner. 14.3. Final Termination Settlement Proposal. After termination, Job Order Contractor shall submit a final termination settlement proposal to Owner in the form and with the certification prescribed by Owner. Job Order Contractor shall submit the proposal promptly, but no later than one year from the effective date of termination. 14.4. Owner Payment. Job Order Contractor and Owner may agree upon the whole or any part of the amount to be paid because of the termination. The amount will include a reasonable allowance for profit on work done. The Contract shall be amended, and Job Order Contractor paid the agreed amount. 14.4.1. If Job Order Contractor and Owner fail to agree on the whole amount to be paid Job Order Contractor because of the termination of work, Owner shall pay Job Order Contractor the amounts determined as follows, but without duplication of any amounts agreed upon under § 14.4 above: 14.4.1.1. For Work performed before the effective date of termination, the total (without duplication of any items) of: 14.4.1.1.1. The cost of this Work; 14.4.1.1.2. The cost of settling and paying termination settlement proposals under terminated subcontracts that are properly chargeable to the terminated portion of the Contract if not included in § 14.4.1.1.1. above; and
-20- Rev (12/2018) CF 14.4.1.1.3. A markup, including overhead and profit, on § 14.4.1.1.1. above as is determined for pricing changes. 14.4.1.2. The reasonable costs of settlement of the Work terminated, including: 14.4.1.2.1. Accounting, legal, clerical, and other expenses reasonably necessary for the preparation of termination settlement proposals and supporting data; 14.4.1.2.2. The termination and settlement of subcontracts (excluding the amounts of such settlements); and 14.4.1.2.3. Storage, transportation, and other costs incurred, reasonably necessary for the preservation, protection, or disposition of the termination inventory. 14.5. Destroyed, Lost, Stolen or Damaged Property. Except for normal spoilage, and except to the extent that Owner expressly assumed the risk of loss, Owner shall exclude from the amounts payable to Job Order Contractor under Subparagraph 14.4.1 above, the fair value, as determined by Owner, of property that is destroyed, lost, stolen, or damaged so as to become undeliverable to Owner or to a buyer. 14.6. Amount Due Job Order Contractor. In arriving at the amount due Job Order Contractor under this § 14, there shall be deducted: 14.6.1. All unliquidated advances or other payments to Job Order Contractor under the terminated portion of the Job Order; 14.6.2. Any claim which Owner has against Job Order Contractor under the Contract; and 14.6.3. The agreed price for, or the proceeds of sale of, materials, supplies, or other things acquired by Job Order Contractor or sold under the provisions of this § 14 and not recovered by or credited to Owner. 14.7. Partial Termination. If the termination is partial, Job Order Contractor may file a proposal with Owner for an equitable adjustment of the price(s) of the continued portion of any Job Order. Any proposal by Job Order Contractor for an equitable adjustment under this § 14 shall be requested within ninety (90) calendar days from the effective date of termination unless extended in writing by Owner. Owner may, under the terms and conditions it prescribes, make partial payments and payments against costs incurred by Job Order Contractor of the terminated portion of any Job Order, if Owner believes the total of these payments will not exceed the amount to which Job Order Contractor will be entitled. 14.8. Excess Payments. If the total payments exceed the amount finally determined to be due, Job Order Contractor shall repay the excess to Owner upon demand. 14.9. Job Order Contractor Records. Unless otherwise provided in this Contract or by statute, Job Order Contractor shall maintain all records and documents relating to the terminated portion of this Contract for three (3) years after final settlement. This includes all books and other evidence bearing on Job Order Contractor's costs and expenses under this Contract. Job Order Contractor shall make these records and documents available to Owner, at Job Order Contractor's office, at all reasonable times, without cost. If approved by Owner, photographs, microphotographs, or other authentic reproductions may be maintained instead of original records and documents. 14.10. Default. If Job Order Contractor refuses or fails to prosecute the Work, or any separable part, with the diligence that will ensure its completion within the time specified in the Job Order including any extension, or fails to complete the Work within this time, Owner may terminate the Job Order Contractor’s right to proceed with the Work (or separable part of the Work), upon thirty (30) days written notice to the Job Order Contractor. In this event, Owner may take over the Work and complete it by Contract or otherwise and may take possession of and use any materials, appliances, and plant on the site necessary for completing the Work. 14.11. Job Order Contractor’s Right to Proceed. Job Order Contractor's right to proceed shall not be terminated under this § 14, if: 14.11.1. The delay in completing the Work arises from unforeseeable causes beyond the control and without the fault or negligence of Job Order Contractor. Examples of such causes include: acts of God or of the
-21- Rev (12/2018) CF public enemy, acts of Owner in its Contractual capacity, acts of another contractor in the performance of a Contract with Owner, fires, floods, epidemics, quarantine restrictions, strikes, freight embargoes, unusually severe weather (The basis used to define normal weather will be data showing high and low temperatures, precipitation, and number of days of severe weather in the city closest to the site for the previous ten (10) years, as compiled by the United States Department of Commerce National Weather Service.), or delays of subcontractors or suppliers at any tier arising from unforeseeable causes beyond the control and without the fault or negligence of both Job Order Contractor and the subcontractors or suppliers; and 14.11.2. Job Order Contractor, within 30 calendar days from the beginning of any such delay (unless extended by Owner), notifies Owner in writing of the causes of delay. The Owner shall ascertain the facts and the extent of delay. If, in the judgment of Owner, the findings of fact warrant such action, the time for completing the Work shall be extended. The findings of Owner shall be final and conclusive on the parties, but subject to appeal and review under § 13. 14.12. Owner’s Right to Terminate. The rights and remedies of Owner in this § 14 are in addition to any other rights and remedies provided by law or under this Contract. 14.13. Owner and Job Order Contractor Rights. If, after termination of Job Order Contractor's right to proceed, it is determined that Job Order Contractor was not in default, or that the delay was excusable, the rights and obligations of the parties will be the same as if the termination had been issued for the convenience of Owner. 14.14. Liquidated Damages. Liquidated Damages shall be assessed for each calendar of delay. Liquidated Damages shall be per MAG Specs., Section 108.9 for each calendar day of delay, based upon the total job order value to date (i.e phased project awards). If the contract is not terminated, the contractor shall continue performance and be liable to the Owner for the liquidated damages until the products are delivered or services performed. In the event the City exercises its right of termination, the contractor shall be liable to the Owner for any excess costs, and in addition, for liquidated damages until such time the Owner may reasonably obtain delivery or performance of similar supplies or services. 14.15. Immigration Act. Contractor understands and acknowledges the applicability to Contractor of the Immigration Reform and Control Act of 1986 (IRCA). Contractor agrees to comply with the IRCA in performing under this contract and to permit City inspection of personnel records to verify such compliance. 15. WARRANTY OF CONSTRUCTION 15.1. Applicable Warranties. In addition to any other warranties in any Job Orders, Job Order Contractor warrants, except as provided in § 15.10, that work performed conforms to the Job Order requirements and is free of any defect in equipment, material or design furnished, or workmanship performed by Job Order Contractor or any of its subcontractors or suppliers at any tier. 15.2. Warranty Duration. This warranty shall continue for a period of one (1) year from the date of final acceptance of the Work. If Owner takes possession of any part of the Work before final acceptance, this warranty shall continue for a period of one (1) year from the date possession is taken. 15.3. Job Order Contractor Corrective Work. Job Order Contractor shall remedy at Job Order Contractor's expense any failure of the Work to conform to the plans and specifications, or any construction defect. In addition, the Job Order Contractor shall remedy at Job Order Contractor's expense any damage to Owner’s real or personal property, when that damage is the result of: 15.3.1. Job Order Contractor's failure to conform to requirements; or 15.3.2. Any defect of equipment, material, workmanship, or design furnished by the Job Order Contractor. 15.4. Job Order Contractor Restoration. Job Order Contractor shall restore any work damaged in fulfilling the terms and conditions of this § 15. Job Order Contractor's warranty with respect to work repaired or replaced will run for one (1) year from the date of repair or replacement. 15.5. Owner Notification. Owner shall notify Job Order Contractor, in writing, within a reasonable time after the discovery of any failure, defect, or damage.
-22- Rev (12/2018) CF 15.6. Failure to Correct Work. If Job Order Contractor fails to remedy any failure, defect, or damage within ten (10) days after receipt of notice, Owner shall have the right to replace, repair, or otherwise remedy the failure, defect or damage at Job Order Contractor's expense. 15.7. Subcontractor and Supplier Warranties. With respect to all warranties, expressed or implied, from subcontractors, manufacturers, or suppliers for work performed and materials furnished for Job Orders issued under this Contract, Job Order Contractor shall: 15.7.1. Obtain all warranties required by the Job Order; 15.7.2. Require all warranties to be executed, in writing, for the benefit of Owner; and 15.7.3. Enforce all warranties for the benefit of Owner. 15.8. Owner Remedy. In the event Job Order Contractor's warranty under § 15.2 has expired, Owner may bring suit at its expense to enforce a subcontractor's, manufacturer's, or supplier's warranty. 15.9. Owner Furnished Material or Design. Unless a defect is caused by the negligence of Job Order Contractor or subcontractor or supplier at any tier, Job Order Contractor shall not be liable for the repair of any defects of material or design furnished by Owner or for the repair of any damage that results from any defect in Owner- furnished material or design. 15.10. Pre-Existing Work. Job Order Contractor is not responsible for and does not warranty pre-existing work or facilities that may be assigned to Job Order Contractor except as modified by the Job Order. 15.11. Owner’s Rights. This warranty shall not limit Owner's rights under § 8 of this Contract with respect to latent defects, gross mistakes, or fraud. 16. STANDARD TERMS AND CONDITIONS 16.1. Contract Order of Precedence. In the event of an inconsistency between provisions of this Contract, the inconsistency shall be resolved by giving precedence in the following order: 16.1.1. Contract Modifications, if any; 16.1.2. This Contract, including Attachments; 16.1.3. Job Orders; 16.1.4. Drawings; and 16.1.5. Specifications. 16.2. Certification. By signature in the Offer section of the Offer and Contract Award page the Job Order Contractor certifies: 16.2.1. The submission of the offer did not involve collusion or other anti-competitive practices. 16.2.2. The Job Order Contractor shall not discriminate against any employee or applicant for employment. 16.2.3. The Job Order Contractor has not given, offered to give, nor intends to give at any time hereafter any economic opportunity, future employment, gift, loan, gratuity, special discount, trip favor, or service to a public servant in connection with the submitted offer. Failure to sign the offer, or signing it with a false statement, shall void the submitted offer or any resulting contracts, and the vendor may be debarred. 16.2.4. The Job Order Contractor is licensed to perform the Work pursuant to Arizona Revised Statutes Title 32, Chapter 10. 16.3. Bribes and Kick-Backs. The Job Order Contractor shall not by any means: 16.3.1. Induce any person or entity employed in the construction of the Project to give up any part of the compensation to which that person or entity is entitled;
-23- Rev (12/2018) CF 16.3.2. Confer on any governmental, public or quasi-public official having any authority or influence over the Project, any payment, loan subscription, advance, deposit of money, services or anything of value, present or promised; 16.3.3. Offer nor accept any bribes or kick-backs in connection with the Project from or to any individual or entity, including any of its trade contractors, subcontractors, consultants, suppliers or manufacturers of Project goods and materials; or, 16.3.4. Without the express written permission of the Owner, call for or by exclusion require or recommend the use of any subcontractor, consultant, product, material, equipment, system, process or procedure in which the Job Order Contractor has a direct or indirect proprietary or other pecuniary interest. 16.4. Applicable Law. In the performance of this agreement, contractors shall abide by and conform to any and all laws of the United States, State of Arizona and City of Peoria including but not limited to federal and state executive orders providing for equal employment and procurement opportunities, the Federal Occupational Safety and Health Act and any other federal or state laws applicable to this agreement. Contractor specifically understands and acknowledges the applicability to it of the Americans with Disabilities Act, including Section 508, the Immigration Reform and Control Act of 1986, and the Drug Free Workplace Act of 1989. In addition, if this agreement pertains to construction, Contractor must also comply with A.R.S. § 34-301, as amended (Employment of Aliens on Public Works Prohibited) and A.R.S. § 34-302, as amended (Residence Requirements for Employees). Under the provisions of A.R.S. § 41-4401, Contractor hereby warrants to the City that Contractor and each of its subcontractors (“Subcontractors”) will comply with, and are contractually obligated to comply with, all Federal immigration laws and regulations that relate to their employees and A.R.S. § 23-214(A) (hereinafter, “Contractor Immigration Warranty”). A breach of the Contractor Immigration Warranty shall constitute a material breach of this agreement and shall subject Contractor to penalties up to and including termination of this agreement at the sole discretion of the City. The City may, at its sole discretion, conduct random verification of the employment records of Contractor and any Subcontractors to ensure compliance with the Contractor Immigration Warranty. Contractor agrees to assist the City in regard to any random verifications performed. Neither Contractor nor any Subcontractor shall be deemed to have materially breached the Contractor Immigration Warranty if Contractor or the Subcontractor establishes that it has complied with the employment verification provisions prescribed by §§ 274A and 274B of the Federal Immigration and Nationality Act and the E- Verify requirements prescribed by A.R.S. §23-214(A). The provisions of this Paragraph must be included in any contract Contractor enters into with any Subcontractors who provide services under this agreement or any subcontract. “Services” is defined as furnishing labor, time or effort in the State of Arizona by a contractor or subcontractor. Services include construction or maintenance of any structure, building or transportation facility or improvement to real property. 16.4.1. Job Order Contractor warrants, for the term of this agreement and for six months thereafter, that is has fully complied with the requirements of the Immigration Reform and Control Act of 1986 and all related or similar legal authorities. 16.4.2. This contract shall be governed by the Owner. City and Job Order Contractor shall have all remedies afforded each by the Uniform Commercial Code, as adopted in the State of Arizona, except as otherwise provided in this contract or in statutes pertaining specifically to the Owner. This contract shall be governed by the laws of the State of Arizona. Any lawsuit pertaining to this contract may be brought only in courts in the State of Arizona. 16.4.3. This contract is subject to the provisions of ARS § 38-511; the Owner may cancel this contract without penalty or further obligations by the Owner or any of its departments or agencies if any person significantly involved in initiating, negotiating, securing, drafting or creating the contract on behalf of the Owner or any of its departments or agencies, is at any time while the contract or any extension of the contract is in effect, an employee
-24- Rev (12/2018) CF of any other party to the contract in any capacity or a consultant to any other party of the contract with respect to the subject matter of the contract. 16.5. Legal Remedies.: All claims and controversies shall be subject to resolution according to the terms of the City of Peoria Procurement Code. 16.6. Contract: The contract between the Owner and the Job Order Contractor shall consist of (1) the Solicitation, including instructions, all terms and conditions, specifications, scopes of work, attachments, price sheet(s) and any amendments thereto, and (2) the offer submitted by the Job Order Contractor in response to the solicitation. In the event of a conflict in language between the Solicitation and the Offer, the provisions and requirements in the Solicitation shall govern. However, the Owner reserves the right to clarify, in writing, any contractual terms with the concurrence of the Job Order Contractor, and such written contract shall govern in case of conflict with the applicable requirements stated in the Solicitation or the Vendor’s offer. The Solicitation shall govern in all other matters not affected by the written contract. 16.7. Contract Amendments: This contract may be modified only by a written Contract Amendment signed by persons duly authorized to enter into contracts on behalf of the Owner and the Job Order Contractor. 16.8. Contract Applicability: The Offeror shall substantially conform to the terms, conditions, specifications and other requirements found within the text of this Solicitation. All previous agreements, contracts, or other documents, which have been executed between the Offeror and the Owner are not applicable to this Solicitation or any resultant contract. 16.9. Severability. The provisions of this contract are severable to the extent that any provision or application held to be invalid shall not affect any other provision or application of the contract which may remain in effect without the invalid provision or application. 16.10. Relationship to Parties. It is clearly understood that each party will act in its individual capacity and not as an agent, employee, partner, joint venturer, or associate of the other. An employee or agent of one party shall not be deemed or construed to be the employee or agent of the other for any purpose whatsoever. The Job Order Contractor is advised that taxes or Social Security payments will not be withheld from any City payments issued hereunder and that the Job Order Contractor should make arrangements to directly pay such expenses, if any. 16.11. No Delegation or Assignment.- Contractor shall not delegate any duty under this Contract, and no right or interest in this Contract shall be assigned by Contractor to any successor entity or third party, including but not limited to an affiliated successor or purchaser of Contractor or its assets, without prior written permission of the City. The City, at its option, may cancel this Contract in the event Contractor undertakes a delegation or assignment without first obtaining the City’s written approval. Contractor agrees and acknowledges that it would not be unreasonable for the City to decline to approve a delegation or assignment that results in a material change to the services provided under this Contract or an increased cost to the City. 16.12. Job Order Contractor/Supplier Contract. The Job Order Contractor shall enter into written contracts with its subcontractor(s) and supplier(s), if any, and those written contracts shall be consistent with this Contract for Construction. It is the intent of the Owner and the Job Order Contractor that the obligations of the Job Order Contractor’s subcontractor(s) and supplier(s), if any, inure to the benefit of the Owner and the Job Order Contractor, and that the Owner be a third-party beneficiary of the Job Order Contractor’s agreements with its subcontractor(s) and supplier(s). 16.12.1. The Job Order Contractor shall make available to each subcontractor and supplier, if any, prior to the execution of written contracts with any of them, a copy of the pertinent portions of this Contract for Construction, including those portions of the Construction documents to which the subcontractor or supplier will be bound, and shall require that each subcontractor and supplier shall similarly make copies of applicable parts of such documents available to its respective subcontractor(s) and supplier(s). 16.12.2. The Job Order Contractor shall engage each of its subcontractor(s) and supplier(s) with written contracts which preserve and protect the rights of the Owner and include the acknowledgment and agreement of each subcontractor or supplier that the Owner is a third-party beneficiary of the contract. The Job Order Contractor’s
-25- Rev (12/2018) CF agreements with its subcontractor(s) and supplier(s) shall require that in the event of default under, or termination of, this Contract for Construction, and upon request of the Owner, the Job Order Contractor’s subcontractor(s) and supplier(s) will perform services for the Owner. 16.12.3. The Job Order Contractor shall include in its agreements with its subcontractor(s) and supplier(s) a provision which contains the acknowledgment and agreement of the subcontractor or supplier that it has received and reviewed the applicable terms, conditions and requirements of this Contract for Construction that are included by reference in its written contract with the Job Order Contractor, and that it will abide by those terms, conditions and requirements. 16.13. Rights and Remedies. No provision in this document or in the vendor’s offer shall be construed, expressly or by implication, as waiver by the Owner of any existing or future right and/or remedy available by law in the event of any claim of default or breach of contract. The failure of the Owner to insist upon the strict performance of any term or condition of the contract or to exercise or delay the exercise of any right or remedy provided in the contract, or by law, or the Owner’s acceptance of and payment for materials or services, shall not release the Job Order Contractor from any responsibilities or obligations imposed by this contract or by law, and shall not be deemed a waiver of any right of the Owner to insist upon the strict performance of the Contract. 16.14. Overcharges By Antitrust Violations. The Owner maintains that, in practice, overcharges resulting from antitrust violations are borne by the purchaser. Therefore, to the extent permitted by law, the Job Order Contractor hereby assigns to the Owner any and all claims for such overcharges as to the goods and services used to fulfill the Contract. 16.15. Force Majeure. Except for payment for sums due, neither party shall be liable to the other nor deemed in default under this Contract if and to the extent that such party’s performance of this Contract is prevented by reason of force Majeure. 16.15.1. The term “force majeure” means an occurrence that is beyond the control of the party affected and occurs without its fault or negligence. Without limiting the foregoing, force majeure includes acts of God: acts of the public enemy; war; riots; strikes; mobilization; labor disputes; civil disorders; fire; floods; lockouts, injunctions-intervention-acts, or failures or refusals to act by government authority; and other similar occurrences beyond the control of the party declaring force majeure which such party is unable to prevent by exercising reasonable diligence. The force majeure shall be deemed to commence when the party declaring force majeure notifies the other party of the existence of the force majeure and shall be deemed to continue as long as the results or effects of the force majeure prevent the party from resuming performance in accordance with this Contract. 16.15.2. Force majeure shall not include the following occurrences: late delivery of equipment or materials caused by congestion at a manufacturer’s plant or elsewhere, an oversold condition of the market, inefficiencies, or similar occurrences; late performance by a subcontractor unless the delay arises out of a force majeure occurrence in accordance with this Force Majeure term and Condition; or any delay or failure in performance by either party hereto shall not constitute default hereunder or give rise to any claim for damages or loss of anticipated profits if, and to the extent that such delay or failure is caused by force majeure. If either party is delayed at any time in the progress of the work by force majeure, then the delayed party shall notify the other party in writing of such delay within forty-eight (48) hours commencement thereof and shall specify the causes of such delay in such notice. Such notice shall be hand delivered or mailed Certified-Return Receipt and shall make a specific reference to this article, thereby invoking its provisions. The delayed party shall cause such delay to cease as soon as practicable and shall notify the other party in writing. The time of completion shall be extended by contract modification for a period of time equal to the time that the results or effects of such delay prevent the delayed party from performing in accordance with this contract. 16.16. Right To Assurance. Whenever one party to this contract in good faith has reason to question the other party’s intent to perform he may demand that the other party give a written assurance of this intent to perform. In the event that a demand is made and no written assurance is given within five (5) days, the demanding party may treat this failure as an anticipatory repudiation of the Contract.
-26- Rev (12/2018) CF 16.17. Right To Audit Records. The City may, at reasonable times and places, audit the books and records of any Contractor as related to any contract held with the City. This right to audit also empowers the City to inspect the papers of any Contractor or Subcontractor employee who works on this contract to ensure that the Contractor or Subcontractor is complying with the Contractor Immigration Warranty made pursuant to Paragraph 16.4 above. 16.18. Warranties. Job Order Contractor warrants that all material, service or construction delivered under this contract shall conform to the specifications of this contract. Unless otherwise stated in Job Order Contractor’s response, the Owner is responsible for selecting items, their use, and the results obtained from any other items used with the items furnished under this contract. Mere receipt of shipment of the material/service specified and any inspection incidental thereto by the Owner shall not alter or affect the obligations of the Job Order Contractor or the rights of the Owner under the foregoing warranties. Additional warranty requirements may be set forth in the solicitation. 16.19. Inspection. All material and/or services are subject to inspection and acceptance by the Owner. Materials and/or services failing to conform to the specifications of this Contract will be held at Job Order Contractor’s risk and may be returned to the Job Order Contractor. If so returned, all costs are the responsibility of the Job Order Contractor. The Owner may elect to do any or all of the following: 16.19.1. Waive the non-conformance. 16.19.2. Stop the work immediately. 16.19.3. Bring material into compliance. 16.19.4. This shall be accomplished by a written determination from the Owner. 16.20. Title and Risk of Loss. The title and risk of loss of material and/or service shall not pass to the Owner until the Owner actually receives the material or service at the point of delivery, unless otherwise provided within this Contract. 16.21. No Replacement of Defective Tender. Every tender of materials shall fully comply with all provisions of the Contract. If a tender is made which does not fully conform, this shall constitute a breach of the Contract as a whole. 16.22. Shipment Under Reservation Prohibited. Job Order Contractor is not authorized to ship materials under reservation and no tender of a bill of lading will operate as a tender of the materials. 16.23. Liens. All materials, service or construction shall be free of all liens, and if the Owner requests, a formal release of all liens shall be delivered to the Owner. 16.24. Licenses. shall maintain in current status, all Federal, State and Local licenses and created under this contract are the property of the Owner and shall not be used or released by the Job Order Contractor or any other person except with the prior written permission of the Owner. 16.25. Patents and Copyrights. All services, information, computer program elements, reports and other deliverables, which may be patented or copyrighted and created under this contract are the property of the Owner and shall not be used or released by the Job Order Contractor or any other person except with the prior written permission of the Owner. 16.26. Cost of Bid/Proposal Preparation. The Owner shall not reimburse the cost of developing presenting or providing any response to this solicitation. Offers submitted for consideration should be prepared simply and economically, providing adequate information in a straightforward and concise manner. 16.27. Public Records. All offers submitted in response to this solicitation shall become the property of the City and shall become a matter of public record available for review, subsequent to the award notification, in accordance with the City’s Procurement Code. However, subsequent to the award of the contract, any information and documents obtained by the City during the course of an audit conducted in accordance with Paragraph 16.17 above for the purpose of determining compliance by Contractor or a Subcontractor with the Contractor Immigration Warranty mandated by Paragraph 16.4 above shall remain confidential and shall not be made available for public
-27- Rev (12/2018) CF review or produced in response to a public records request, unless the City is ordered or otherwise directed to do so by a court of competent jurisdiction. 16.28. Advertising. Job Order Contractor shall not advertise or publish information concerning this Contract, without prior written consent of the Owner. 16.29. Delivery Orders. The Owner shall issue a Purchase Order for the material and/or services covered by this contract. All such documents shall reference the contract number as indicated on the signature page of the contract 16.30. Funding. Any contract entered into by the Owner of Peoria is subject to funding availability. Fiscal years for the Owner of Peoria are July 1 to June 30. The Owner Council approves all budget requests. If a specific funding request is not approved, the contract shall be terminated. 16.31. Federal Funding. It is the responsibility of the Contractor to determine on any single job order project if federal wage rates will apply. It is also the responsibility of the Contractor to incorporate any necessary amounts in the bid to accommodate for required federal record keeping and necessary pay structures. The Contractor should contact the City of Peoria regarding any applicable Davis Bacon wage rates. 16.31.1 Davis-Bacon Act - (40 U.S.C. §276a-276a-5). All contracts or subsequent subcontracts for construction, alteration, renovation, or repair, including painting and decorating, of a public building or public work, or building or work, financed by federal funds which meets the $2,000 threshold are required to pay the federal prevailing wage rate for each class of laborer or mechanic employed. Regulations applicable to grant-enabling statutes incorporating the Act can be found in 29 Code of Federal Regulations (CFR), Parts 1,3,5 and 7. These regulations stipulate that grant funds appropriated under statutes imposing the Davis-Bacon Act requirements shall not be paid to a grantee (the Department) until contractors or subcontractors performing work under the grant certify that they will comply with the Act's requirements. The Act also applies to any contract or subcontract for similar work on public grants from a federal agency, or where the federal government acts as guarantors of mortgages. The only exception is for the transportation of materials and supplies by persons who are not employed directly at the work site, but are employed solely to make deliveries to the work site. Provider Agencies must ensure that contracts or subcontracts for any construction/alteration projects contain the wage determinations issued and that the appropriate clauses required by the Davis-Bacon regulations (29 CFR, section 5.5) are present. It should be made clear in any announcements of projects or RFPs that federal grant funds are being used and that Davis-Bacon will apply even if the federal government is not a party to the contract or subcontract. The prevailing wage must be paid regardless of any contractual relationship that may exist between a contractor or a subcontractor. Although the Department is not responsible to review sub-contracts for compliance, it has the right to require a prevailing wage. Sanctions for post-certification violations include suspension of payment, advances, or guarantees of grant funds, and the forced restitution of wages that should have been paid and the removal of offending contractors or subcontractors from active employment lists. Failure to comply can bring penalties that can be severe. The contractor or subcontractor and their sureties are liable for any excess costs for completing the work; the Department may withhold accruals to ensure payment of prevailing wages to the workers; the contract or subcontract may be terminated and/or the contractor or subcontractor may be debarred for a period of three years. 16.32. A.R.S. Title 34 Provisions. 16.32.1. The maximum dollar amount of an individual job order shall be Three Million Dollars ($3,000,000) or such higher or lower amount prescribed by the Owner in an action notice pursuant to A.R.S. title 38, chapter 3, article 3.1 or a rule adopted by the Owner as the maximum amount of an individual job order. Requirements shall not be artificially divided or fragmented in order to constitute a job order that satisfies this requirement. 16.32.2. If the Job Order Contractor subcontracts or intends to subcontract part or all of the work under a job order and if this contract includes descriptions of standard individual tasks, standard unit prices for standard
-28- Rev (12/2018) CF individual tasks and pricing of job orders based on the number of units of standard individual tasks in the job order, then: 16.32.2.1. The Job Order Contractor has a duty to deliver promptly to each subcontractor invited to bid a coefficient to the Job Order Contractor to do all or part of the work under one or more job orders: 16.32.2.1.1. A copy of the descriptions of all standard individual tasks on which the subcontractor is invited to bid. 16.32.2.1.2. A copy of the standard unit prices for the individual tasks on which the subcontractor is invited to bid. 16.32.2.2. If not previously delivered to the subcontractor, the Job Order Contractor has a duty to deliver promptly the following to each subcontractor invited to or that has agreed to do any of the work included in any job order: 16.32.2.2.1. A copy of the description of each standard individual task that is included in the job order and that the subcontractor is invited to perform. 16.32.2.2.2. The number of units of each standard individual task that is included in the job order and that the subcontractor is invited to perform. 16.32.2.2.3. The standard unit price for each standard individual task that is included in the job order and that the subcontractor is invited to perform. 16.32.3. The Owner will include the full street or physical address of each separate location at which the construction will be performed for each individual Job Order. The Job Order Contractor (and on behalf of each subcontractor at any level) hereby agrees to include in each of its subcontracts the same address information. The Job Order Contractor and each subcontractor at any level shall include in each subcontract the full street or physical address of each separate location at which construction work will be performed. 16.33 Prohibited Lobbying Activities. The Offeror, his/her agent or representative shall not contact, orally or in any written form any City elected official or any City employee other than the Materials Management Division, the procuring department, City Manager, Deputy City Manager or City Attorney’s office (for legal issues only) regarding the contents of this solicitation or the solicitation process commencing from receipt of a copy of this request for proposals and ending upon submission of a staff report for placement on a City Council agenda. The Materials Manager shall disqualify an Offeror’s proposal for violation of this provision. This provision shall not prohibit an Offeror from petitioning an elected official after submission of a staff report for placement on a City Council agenda or engaging in any other protected first amendment activity after submission of a staff report for placement on a City Council agenda. 16.34 Prohibited Political Contributions. Consultant during the term of this Agreement shall not make a contribution reportable under Title 16, Chapter 6, Article 1, Arizona Revised Statutes to a candidate or candidate committee for any city elective office during the term of this Agreement. The City reserves the right to terminate the Agreement without penalty for any violation of this provision. 16.35 Assurances of Compliance with Federal and State Laws. If any single job order project is funded with federal grant funds, the Contractor shall be responsibility to incorporate any necessary amounts in the job quote to accommodate for required federal record keeping and necessary pay structures. The Contractor should contact the City of Peoria regarding any applicable Davis Bacon wage rates. During the performance of work under this contract the Contractor and all Subcontractors will be required to certify compliance with the following federal provisions: A. Equal Employment Opportunity. Comply with E.O. 11246, “Equal Employment Opportunity,” as amended by E.O. 11375, “Amending Executive Order 11246 Relating to Equal Employment Opportunity,” and as supplemented by regulations at 41 C.F.R. Part 60, “Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor.” The Contractor will consider each applicant for employment on the basis of his or her qualifications for the job and without regard to race, color, religion, gender, marital status, age, or national origin. Nor will the Contractor
-29- Rev (12/2018) CF discriminate against any employee or applicant for employment because of physical or mental disability in regard to any position for which the employee or applicant for employment is qualified. Every effort will be made to insure that appointments, promotions, reclassifications, transfers, compensation, training, layoffs, terminations or any other type of personnel actions are based on merit, fitness or other factors determined to be free of discrimination. Such action shall include, but not be limited to the following: employment, promotion, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The Contractor further agrees that this clause will be incorporated in all subcontracts with all labor organizations furnishing skilled, unskilled and union labor, or who may perform any such labor or services in connection with this contract. The Contractor further agrees that this clause will be incorporated in all subcontracts or job-consultant Contracts related to this Contract." The County, State and the Agency are beneficiaries of this Section and are entitled to enforce it. The Contractor shall also comply with all applicable local, state and federal fair employment laws and regulations. B. Davis-Bacon Act, as amended (40 U.S.C. § 276a to a-7). When required by Federal program legislation, for all construction contracts of more than $2,000, comply with the Davis-Bacon Act (40 U.S.C. §§ 276a to a-7) and as supplemented by Department of Labor regulations (29 C.F.R. Part 5, “Labor Standards Provisions Applicable to Contracts Governing Federally Financed and Assisted Construction”). Under this Act, contractors are required to pay wages to laborers and mechanics at a rate not less than the minimum wages specified in a wage determination made by the Secretary of Labor. In addition, contractors are required to pay wages not less than once a week. The Owner must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation and the award of a contract will be conditioned upon the acceptance of the wage determination. The Owner must report all suspected or reported violations to the County, State, City of Peoria and the Granting Agency. C. Byrd Anti-Lobbying Amendment (31 U.S.C. § 1352). For Contractors who apply or bid for an award of $100,000 or more, file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. § 1352. Each tier must also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient. D. Anti-Lobbying Certification. The Contractor certifies, to the best of his or her knowledge and belief that: 1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative agreement. 2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with this Federal contract, grant, loan or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instructions. 3) The Contractor shall require that the language of this certification be included in the award documents for all sub- awards at all tiers (including subcontracts, sub-grants and contracts under grants, loans and cooperative agreements) and that all subcontractors shall certify and disclose accordingly. 4) This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. E. Debarment and Suspension (E.O. 12549 and E.O. 12689). Provide the required certificates regarding their exclusion status and that of their principal employees. No contract may be made to parties listed on the General
-30- Rev (12/2018) CF Services Administration’s List of Parties Excluded from Federal Procurement or Nonprocurement Programs in accordance with E.O. 12549 and E.O. 12689, “Debarment and Suspension,” as set forth in 24 C.F.R. Part 24. This list contains the names of parties debarred, suspended, or otherwise excluded by agencies, and Contractors declared ineligible under statutory or regulatory authority other than E.O. 12549. Contractors with awards that exceed the small purchase threshold may provide the required certification regarding their exclusion status and that of their principal employees. F. Drug-Free Workplace Requirements. Comply with the Drug-Free Workplace Act of 1988 (42 U.S.C. § 701) and certify that they will comply with drug-free workplace requirements in accordance with the Act. This certification is a material representation upon which reliance is placed by the U.S. Federal Agency in awarding the grant. If it is later determined that the grantee knowingly rendered a false certification, or otherwise violated the requirements of the Drug-Free Workplace Act, the U.S. Federal Agency, in addition to any other remedies available to the Federal Government, may take action authorized under the Drug-Free Workplace Act. 1) The Contractor certifies that it will provide a drug-free workplace by: a. Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or use of a controlled substance is prohibited in the Contractor's workplace and specifying the actions that will be taken against employees for violation of such prohibition; b. Informing employees about: 1. The dangers of drug abuse in the workplace; 2. The Contractor's policy of maintaining a drug-free workplace; 3. Any available drug counseling, rehabilitation and employee assistance programs; and 4. The penalties that may be imposed upon employees for drug abuse violations occurring in the workplace; c. Making it a requirement that each employee to be engaged in the performance of the grant be given a copy of the statement required by paragraph (a); d. Notifying the employee in the statement required by paragraph (a) that, as a condition of employment under the grant, the employee will: 1. Abide by the terms of the statement; and 2. Notify the employer of any criminal drug statue conviction for a violation occurring in the workplace no later than five days after such conviction; 2) Notifying U.S. Federal Agency within ten days after receiving notice under subparagraph (d)(2) from an employee of otherwise receiving actual notice of such conviction; 3) Taking one of the following actions, within 30 days of receiving notice under subparagraph (d)(2), with respect to any employee who is so convicted: a. Taking appropriate personnel action against such an employee, up to and including termination; or b. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purposes by a Federal, State or local health, law enforcement or other appropriate agency; 4) Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs (a), (b), (c), and (d). G. Compliance with Federal and State Immigration Laws. 1) Contractor agrees to comply with the Immigration Reform and Control Act of 1986 (IRCA) in performance under this Agreement and to permit the City of Peoria or their agents to inspect personnel records to verify
-31- Rev (12/2018) CF such compliance. Contractor shall ensure and keep appropriate records to demonstrate that all employees have a legal right to live and work in the United States. 2) Under the provisions of A.R.S. §41-4401, Contractor hereby warrants to U.S. Federal Agency and the cities that the Contractor and each of its subcontractors will comply with, and are contractually obligated to comply with, all Federal Immigration laws and regulations that relate to the immigration status of their employees and the requirement to use E-Verify set forth in A.R.S. §23-214(A) (“Contractor Immigration Warranty”). 3) A breach of the Contractor Immigration Warranty shall constitute a material breach of this Agreement and shall subject the Contractor to penalties up to and including termination of this Agreement at the sole discretion of U.S. Federal Agency and/or the City of Peoria. 4) The U.S. Federal Agency and the City of Peoria retain the legal right to inspect the papers of any employee of Contractor or any subcontractor who works under this Agreement to ensure that the Contractor or Subcontractor is complying with the Contractor Immigration Warranty. Contractor agrees to assist U.S. Federal Agency and/or the City of Peoria in the conduct of any such inspections. 5) The U.S. Federal Agency or the City of Peoria may, at its sole discretion, conduct random verification of the employment records of the Contractor and any subcontractor to ensure compliance with the Contractor Immigration Warranty. Contractor agrees to assist the U.S. Federal Agency and/or the City of Peoria in performing any random verification performed. 6) Neither the Contractor nor any subcontractor shall be deemed to have materially breached the Contractor Immigration Warranty if the Contractor or subcontractor establishes that it has complied with the employment verification provisions prescribed by sections 274A and 274B of the Federal Immigration and Nationality Act and the E-Verify requirements prescribed by A.R.S. §23-214, Subsection A. 7) The provisions of this Article must be included in any contract the Contractor enters into with any and all of its subcontractor who provide services under this Contract or any subcontract. “Services” are defined as furnishing labor, time or effort in the State of Arizona by a Contractor or subcontractor. Services include construction or maintenance of any structure, building or transportation facility or improvement to real property. H. Asbestos Abatement. The Contractor agrees to comply fully with the National Emission Standard for Hazardous Air Pollutants (NESHAP) asbestos regulation (Title 40 CFR, Part 61 Subpart M), the Maricopa County Air Pollution Control Regulations Rule 370, Section 301.8, and the Occupational Safety and Health Administration (OSHA) asbestos regulation (29 CFR 1926.1101 Asbestos). I. Access To Records And Records Retention. The Contractor agrees as follows: 1) The Contractor agrees to permit the U.S. Federal Agency, the City of Peoria, U. S. Federal Agency, and the Office of the Inspector General and/or their designated representatives to have access to all any books, documents, papers and records of the Contractor or subcontractor which are directly pertinent to this Contract for the purpose of making audit, examination, excerpts and transcriptions. 2) The Contractor agrees to retain all records for at least six years following the "Official Closeout" date of the grant or the resolution of all audit findings, payments and all other pending matters whichever is later. J. Conflict Of Interest. The undersigned is fully aware that this contract is wholly or partially federally funded, and certifies that: 1) There is no substantial interest, as defined by Arizona Statutes, with any public official, employee, agency, commission, or committee with the City of Peoria and the U.S. Federal Agency. 2) Any substantial interest, as defined by Arizona Statutes, with any public official, employee, agency, commission, or committee (including members of their immediate family) with the City of Peoria or the U.S. Federal Agency that develops at any time during this contract will be immediately disclosed to the City of Peoria and the U.S. Federal Agency. 3) The Contractor agrees to abide by the provisions of 24 CFR 570.611 with respect to conflicts of interest, and
-32- Rev (12/2018) CF covenants that it presently has no financial interest and shall not acquire any financial interest, direct or indirect, which would conflict in any manner or degree with the performance of services required under this Agreement. The Contractor further covenants that in the performance of this Agreement no person having such a financial interest shall be employed or retained by the Contractor hereunder. These conflict of interest provisions apply to any person who is an employee, agent, consultant, officer, or elected official or appointed official of the City of Peoria, or of any designated public agencies or Contractors which are receiving funds under the CDBG Entitlement program. K. Compliance with Civil Rights Act of 1964 During the performance of this contract, the contractor agrees to comply with the following: (i) Title VI of the Civil Rights Act of 1964 (Pub. L. 88-352, 42 U.S.C. Sec. 2000d), (ii) the Rehabilitation Act of 1973 (Pub. L. 93-1123, 87 Stat. 355, 29 U.S.C. Sec. 794), (iii) the Age Discrimination Act of 1975 (Pub. L. 94-135 Sec. 303, 89 Stat. 713, 728, 42 U.S.C. Sec. 6102), (iv) Section 13 of the Federal Water Pollution Control Act (Pub. L. 92-500, 33 U.S.C. Sec. 1251), and subsequent regulations, ensures access to facilities or programs regardless of race, color, national origin, sex, age or handicap. L. Termination for Convenience (43 CFR § 12.84) Except as provided in §12.83 awards may be terminated in whole or in part only as follows: (a) By the awarding agency with the consent of the grantee or subgrantee in which case the two parties shall agree upon the termination conditions, including the effective date and in the case of partial termination, the portion to be terminated, or (b) By the grantee or subgrantee upon written notification to the awarding agency, setting forth the reasons for such termination, the effective date, and in the case of partial termination, the portion to be terminated. However, if, in the case of a partial termination, the awarding agency determines that the remaining portion of the award will not accomplish the purposes for which the award was made, the awarding agency may terminate the award in its entirety under either §12.83 or paragraph (a) of this section. M. Equal Employment Opportunity (41 CFR § 60-1.4) During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin. (3) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided by the agency contracting officer, advising the labor union or workers' representative of the contractor's commitments under section 202 of Executive Order 11246 of September 24, 1965, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (4) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (5) The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his
-33- Rev (12/2018) CF books, records, and accounts by the contracting agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (6) In the event of the contractor's non-compliance with the nondiscrimination clauses of this contract or with any of such rules, regulations, or orders, this contract may be canceled, terminated or suspended in whole or in part and the contractor may be declared ineligible for further Government contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (7) the contractor will include the provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as may be directed by the Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance: Provided, however, that in the event the contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the contractor may request the United States to enter into such litigation to protect the interests of the United States. N. Compliance with Copeland Act Requirements. The Contractor shall comply with the Copeland "Anti-Kickback" Act (18 U.S.C. 874), as supplemented by Department of Labor regulations (29 CFR part 3, "Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States"). The Act provides that each contractor or subrecipient shall be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he is otherwise entitled. The recipient shall report all suspected or reported violations to the Federal awarding agency. O. Contract Work Hours and Safety Standards Act. Contractor shall comply with Sections 102 and 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 327-330), as supplemented by Department of Labor regulations (29 CFR part 5). Under Section 102 of the Act, each contractor shall be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than 1 ½ times the basic rate of pay for all hours worked in excess of 40 hours in the work week. Section 107 of the Act is applicable to construction work and provides that no laborer or mechanic shall be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. P. Patent Rights (43 CFR Part 12). Contractor shall comply with federal requirements (CFR 43, Part 12, Subpart C— Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments and regulations pertaining to patent rights with respect to any discovery or invention which arises or is developed in the course of or under such contract. Q. Copyrights (43 CFR § 12.74). The Federal awarding agency reserves a royalty-free, nonexclusive, and irrevocable license to reproduce, publish or otherwise use, and to authorize others to use, for Federal Government purposes: (1) The copyright in any work developed under a grant, subgrant, or contract under a grant or subgrant; and (2) Any rights of copyright to which a grantee, subgrantee or a contractor purchases ownership with grant support. R. Audit Practices (43 CFR Part 12). The contractor agrees access by the grantee, the subgrantee, the Federal grantor agency, the Comptroller General of the United States, or any of their duly authorized representatives to any books, documents, papers, and records of the contractor which are directly pertinent to that specific contract for the purpose of making audit, examination, excerpts, and transcriptions. S. Retention of Records (43 CFR Part 12). The contractor agrees to retain all required records for three years after grantees or sub-grantees make final payments and all other pending matters are closed. T. Clean Air Act, Clean Water Act, and EPA Regulations. Consultant shall comply with all applicable standards, orders, or requirements issued under section 306 of the Clean Air Act (42 U.S.C. 1857(h)), section 508 of the Clean
-34- Rev (12/2018) CF Water Act (33 U.S.C. 1368), Executive Order 11738, and Environmental Protection Agency regulations (40 CFR part 15). U. Energy Policy and Conservation Act. Consultant shall comply with all mandatory standards and policies relating to energy efficiency which are contained in the State energy conservation plan issued in compliance with the Energy Policy and Conservation Act (Pub. L. 94–163, 89 Stat. 871). V. System For Award Management Maintenance (48 CFR 52.204-13). The Contractor is required to properly register and maintain an updated registration with the System for Award Management (SAM) database, which is the primary Government repository for prospective Federal awardee information and the centralized system for certain contracting, grants, and other assistance-related processes. (a) Definition. As used in this clause-- "Data Universal Numbering System (DUNS) number" means the 9-digit number assigned by Dun and Bradstreet, Inc. (D&B) to identify unique business entities, which is used as the identification number for Federal Contractors. "Data Universal Numbering System+4 (DUNS+4) number" means the DUNS number assigned by D&B plus a 4- character suffix that may be assigned by a business concern. (D&B has no affiliation with this 4-character suffix.) This 4-character suffix may be assigned at the discretion of the business concern to establish additional SAM records for identifying alternative Electronic Funds Transfer (EFT) accounts (see the FAR at subpart 32.11) for the same concern. "Registered in the System for Award Management (SAM) database" means that– (1) The Contractor has entered all mandatory information, including the DUNS number or the DUNS+4 number, the Contractor and government Entity (CAGE) code, as well as data required by the Federal Funding Accountability and Transparency Act of 2006 (see subpart 4.14), into the SAM database; (2) The Contractor has completed the Core, Assertions, Representations and Certifications, and Points of Contact sections of the registration in the SAM database; (3) The Government has validated all mandatory data fields, to include validation of the Taxpayer Identification Number (TIN) with the Internal Revenue Service (IRS). The Contractor will be required to provide consent for TIN validation to the Government as a part of the SAM registration process; and (4) The Government has marked the record "Active". "System for Award Management (SAM)" means the primary Government repository for prospective Federal awardee and Federal awardee information and the centralized Government system for certain contracting, grants, and other assistance-related processes. It includes– (1) Data collected from prospective Federal awardees required for the conduct of business with the Government; (2) Prospective contractor-submitted annual representations and certifications in accordance with FAR subpart 4.12; and (3) Identification of those parties excluded from receiving Federal contracts, certain subcontracts, and certain types of Federal financial and non-financial assistance and benefits. (b) The Contractor is responsible for the accuracy and completeness of the data within the SAM database, and for any liability resulting from the Government's reliance on inaccurate or incomplete data. To remain registered in the SAM database after the initial registration, the Contractor is required to review and update on an annual basis, from the date of initial registration or subsequent updates, its information in the SAM database to ensure it is current, accurate and complete. Updating information in the SAM does not alter the terms and conditions of this contract and is not a substitute for a properly executed contractual document. (c)(1)(i) If a Contractor has legally changed its business name, doing business as name, or division name (whichever is shown on the contract), or has transferred the assets used in performing the contract, but has not completed the necessary requirements regarding novation and change-of-name agreements in subpart 42.12, the Contractor shall provide the responsible Contracting Officer a minimum of one business day's written notification of its intention to–
-35- Rev (12/2018) CF (A) Change the name in the SAM database; (B) Comply with the requirements of subpart 42.12 of the FAR; and (C) Agree in writing to the timeline and procedures specified by the responsible Contracting Officer. The Contractor shall provide with the notification sufficient documentation to support he legally changed name. (ii) If the Contractor fails to comply with the requirements of paragraph (c)(1)(i) of this clause, or fails to perform the agreement at paragraph (c)(1)(i)(C) of this clause, and, in the absence of a properly executed novation or change-of- name agreement, the SAM information that shows the Contractor to be other than the Contractor indicated in the contract will be considered to be incorrect information within the meaning of the "Suspension of Payment" paragraph of the electronic funds transfer (EFT) clause of this contract. (2) The Contractor shall not change the name or address for EFT payments or manual payments, as appropriate, in the SAM record to reflect an assignee for the purpose of assignment of claims (see FAR subpart 32.8, Assignment of Claims). Assignees shall be separately registered in the SAM. Information provided to the Contractor's SAM record that indicates payments, including those made by EFT, to an ultimate recipient other than that Contractor will be considered to be incorrect information within the meaning of the "Suspension of Payment" paragraph of the EFT clause of this contract. (3) The Contractor shall ensure that the DUNS number is maintained with Dun & Bradstreet throughout the life of the contract. The Contractor shall communicate any change to the DUNS number to the Contracting Officer within 30 days after the change, so an appropriate modification can be issued to update the data on the contract. A change in the DUNS number does not necessarily require a novation be accomplished. Dun & Bradstreet may be contacted– (i) Via the internet at http://fedgov.dnb.com/webform or if the Contractor does not have internet access, it may call Dun and Bradstreet at 1-866-705-5711 if located within the United States; or (ii) If located outside the United States, by contacting the local Dun and Bradstreet office. (d) Contractors may obtain additional information on registration and annual confirmation requirements at https://www.acquisition.gov. W. Contract Work Hours and Safety Standards Act -- Overtime Compensation. (a) Overtime requirements. No Contractor or subcontractor employing laborers or mechanics (see Federal Acquisition Regulation 22.300) shall require or permit them to work over 40 hours in any workweek unless they are paid at least 1 and 1/2 times the basic rate of pay for each hour worked over 40 hours. (b) Violation; liability for unpaid wages; liquidated damages. The responsible Contractor and subcontractor are liable for unpaid wages if they violate the terms in paragraph (a) of this clause. In addition, the Contractor and subcontractor are liable for liquidated damages payable to the Government. The Contracting Officer will assess liquidated damages at the rate of $10 per affected employee for each calendar day on which the employer required or permitted the employee to work in excess of the standard workweek of 40 hours without payment of the overtime wages required by the Contract Work Hours and Safety Standards Act. (c) Withholding for unpaid wages and liquidated damages. The Contracting Officer will withhold from payments due under the contract sufficient funds required to satisfy any Contractor or subcontractor liabilities for unpaid wages and liquidated damages. If amounts withheld under the contract are insufficient to satisfy Contractor or subcontractor liabilities, the Contracting Officer will withhold payments from other Federal or Federally assisted contracts held by the same Contractor that are subject to the Contract Work Hours and Safety Standards Act. (d) Payrolls and basic records. (1) The Contractor and its subcontractors shall maintain payrolls and basic payroll records for all laborers and mechanics working on the contract during the contract and shall make them available to the Government until 3 years after contract completion. The records shall contain the name and address of each employee, social security number, labor classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. The records need not duplicate those required for construction work by Department of Labor regulations at 29 CFR 5.5(a)(3) implementing the Davis-Bacon Act.
-36- Rev (12/2018) CF (2) The Contractor and its subcontractors shall allow authorized representatives of the Contracting Officer or the Department of Labor to inspect, copy, or transcribe records maintained under paragraph (d)(1) of this clause. The Contractor or subcontractor also shall allow authorized representatives of the Contracting Officer or Department of Labor to interview employees in the workplace during working hours. (e) Subcontracts. The Contractor shall insert the provisions set forth in paragraphs (a) through (d) of this clause in subcontracts may require or involve the employment of laborers and mechanics and require subcontractors to include these provisions in any such lower-tier subcontracts. The Contractor shall be responsible for compliance by any subcontractor or lower-tier subcontractor with the provisions set forth in paragraphs (a) through (d) of this clause.
-37- Rev (12/2018) CF ATTACHMENTS
Attachment A JOC General Scope of Services
Attachment B SIQ & Contractor’s Response
Attachment C JOC Cost Proposal Forms (Pricing Matrix, Project Cost Sheet)
Attachment D Contractor’s Contacts (Contact List & Authorized Signature Form)
-38- Rev (12/2018) CF ATTACHMENT A JOC General Scope of Services
1.0 GENERAL INFORMATION 1.1 This is a fixed price, indefinite quantity type Contract for the performance of various General Building Construction projects on an as-needed basis as may be required by Owner. The specific work requirements will be identified in Job Orders to be issued by Owner. 1.2 Depending on what is required by the Individual Job Order Agreement, the type of Contract will be either “Lump Sum Fixed Price” or “Guaranteed Maximum Price (with savings returned to owner)”. 2.0 DOCUMENTS 2.1 The currently applicable pricing structure contains pricing information for the Work to be accomplished in the pricing matrix specified. The Pricing matrix can only be updated at time of yearly contract renewal by mutually agreeable change order. Previously issued Job Orders and changes will not be retroactively re-priced although any changes priced after receipt of an update will be priced by the updated version of the new pricing matrix. 2.2 The construction specifications in effect at Contract signing, and provided to the Job Order Contractor, shall be the specifications under this Contract. 3.0 WORK AUTHORIZATION Any Work required under this Contract shall be authorized by issuance of formal, written Job Orders, as follows: 3.1 As the need exists (as determined by Owner) for performance under the terms of this Contract, Owner will notify Job Order Contractor of an existing requirement. 3.2 Upon the receipt of this notification, Job Order Contractor shall respond within two (2) working days, or as otherwise agreed, by: 3.2.1 Visiting the proposed site in the company of Owner, or; 3.2.2 Establishing contact with Owner to further define the scope of the requirement. 3.3 After mutual agreement on the scope of the individual requirement, Job Order Contractor shall then prepare a proposal for accomplishment of the task unless Job Order Contractor, in its sole discretion, elects not to undertake the Work. If the Work is declined, Job Order Contractor will so notify Owner in a timely manner. 3.4 The price matrix shall serve as the basis for establishing the value of the Work to be performed. 3.5 Job Order Contractor's proposal shall be submitted within ten (10) working days unless otherwise agreed. 3.6 Upon receipt of Job Order Contractor's proposal, Owner will review the proposal for completeness and will reach agreement with Job Order Contractor on pricing, schedule, and all other terms, prior to issuance of a Job Order. 3.7 In the event Owner does not issue a Job Order after receipt of Job Order Contractor's proposal, Owner is not obligated to reimburse Job Order Contractor for any costs incurred in the preparation of the proposal, except as noted in § 4.3. 4.0 SCHEDULING OF WORK 4.1 For each Job Order, Owner will issue a Notice to Proceed. The first day of performance under a Job Order shall be the effective date specified in the Notice to Proceed. Any preliminary work started or material ordered or purchased before receipt of the Notice to Proceed shall be at the risk and expense of Job Order Contractor. Job Order Contractor shall diligently prosecute the Work to completion within the time set forth in the Job Order. The period
-39- Rev (12/2018) CF of performance includes allowance for mobilization, holidays, weekend days, normal inclement weather, and cleanup. Therefore, claims for delay based on these elements will not be allowed. When Job Order Contractor considers the Work complete and ready for its intended use, Job Order Contractor shall request Owner to inspect the Work to determine the status of completion. When Owner determines the Work to be Punch List Prepared as defined in Article 1, Owner will provide Contractor with a list of items to be completed or corrected prior to final payment for the Job Order. Job Order Contractor shall proceed promptly to complete and correct items on the list. 4.2 Job placement of materials and equipment shall be made with a minimum of interference to Owner operations and personnel. 4.3 Furniture and portable office equipment in the immediate work area will be moved by Job Order Contractor and replaced to its original location. If the furniture and portable office equipment cannot be replaced to its original location, Owner will designate new locations. If furniture and portable office equipment (or other items) must be moved and/or stored outside the immediate area, Owner will compensate Job Order Contractor for any such transportation and storage costs incurred. 4.4 Job Order Contractor shall take all precautions to ensure that no damage will result from its operations to private or public property. All damages shall be repaired or replaced by Job Order Contractor at no cost to Owner. 4.5 Job Order Contractor shall be responsible for providing all necessary traffic control, such as street blockages, traffic cones, flagmen, etc., as required for each Job Order. Proposed traffic control methods shall be submitted to Owner for approval. 5.0 QUALITY ASSURANCE/QUALITY CONTROL PROGRAM 5.1 Job Order Contractor shall submit, for Owner approval, a Quality Assurance/Quality Control Plan within fifteen (15) calendar days after issuance of the initial Job Order. This plan should address all aspects of quality control including responsibility for surveillance of work, documentation, trend analysis, corrective action and interface with Owner’s inspectors. 6.0 DESIGN 6.1 In accordance with the provisions of ARS § 34-602 & 603, the City may require the Job Order Contractor to contract with one or more Design Professionals to provide architectural or engineering design of the Project. 6.2 As an alternative to § 6.1, and in accordance with the provisions of ARS § 34-602 & 603, the City may elect to contract separately with one or more Design Professionals to provide architectural or engineering design of the Project. 6.3 Whether the City or the Job Order contractor contracts with the Design Professional, it is expected that some or all of the following services will be provided during the performance of the work: 6.3.1 The Design Professional will provide administration of the work. The City and the Contractor will endeavor to communicate through the Design Professional. Communications by and with the Design Professionals’ consultants will be through the Design Professional. 6.3.2 The Design Professional will visit the Site at intervals appropriate to the stage of construction to become generally familiar with the progress and quality of the completed work and to determine in general if the work is being performed in accordance with the contract documents. The Design Professional will keep the City informed of progress of the work and will endeavor to guard the City against defects and deficiencies in the work. 6.3.3 Upon the Job Order Contractor’s submittals, the Design professional will review and approve or take other appropriate action on submittals as Shop Drawings, Product Data, and Samples.
-40- Rev (12/2018) CF 6.3.4 All drawings produced for projects under this contract are the property of the City, and are owned in whole by the City for any and all future use and considerations.
7.0 PROJECT AS-BUILTS 7.1 An individual Job Order’s scale, complexity, and proximity to agency rights-of-way will determine the specific as-built requirements for each individual job order project. Unless otherwise determined at the time of the job order award that project as-builts will not be required, the Job Order Contractor shall assume that they must satisfy the as-built requirements of both the City of Peoria as the permitting agency and the City of Peoria as the project owner. For river trail and trailhead projects, additional as-built requirements may by imposed by the Flood Control District of Maricopa County and the Arizona Department of Transportation. 7.2 To satisfy the requirements of the City of Peoria as the permitting agency, the Job Order Contractor shall retain the services of an Arizona Registered Land Surveyor to as-built the constructed condition of all grading, drainage, hardscape, and underground utility civil improvements. The Job Order Contractor will be required to meet the requirements of Chapter 7 of the City of Peoria Infrastructure Development Design Guidelines and shall make the required submissions to the permitting agency sufficiently in advance of Final Completion. 7.3 To satisfy the requirements of the City of Peoria as the owner, the Job Order Contractor shall prepare industry standard redline as-built drawings on a clean print of the construction documents or relevant shop drawing. The Job Order Contractor shall neatly mark and post to these drawings any clarification or scope changing documents issued by the design professional and shall neatly mark the drawings to indicate variances from the designed condition. The Job Order Contractor shall submit the as-built documents to the job order project manager for review, correction, and approval sufficiently in advance of Final Completion. 8.0 UTILITY COMPANY COORDINATION 8.1 Unless specifically excluded by the Individual Job Order Agreement, the Job Order Contractor will be responsible for coordinating with utility design work for permanent service to the project and will ensure that the work takes place in a timely manner and does not impact the project schedule. Any utility design fees for permanent services to a project will be paid by the City. 9.0 TEMPORARY SANITATION FACILITIES 9.1 The Contractor shall provide ample toilet facilities with proper enclosures for the use of workmen employed on the work site. Toilet facilities shall be installed and maintained in conformity with all applicable state and local laws, codes, regulations and ordinances. They shall be properly lit and ventilated, and kept clean at all times. 9.2 Adequate and satisfactory drinking water shall be provided at all times and under no circumstances and under no conditions will the use of common cups be permitted. The Contractor must supply sanitary drinking cups for the benefit of all employees.
10.0 DUST CONTROL AND WATER 10.1 The dust control measures shall be in accordance with the requirements of the “Maricopa County Health Department Air Pollution Control Regulations,” namely Regulation II, Rule 21, subparagraph C and Regulation III, Rule 310 shall be rigidly observed and enforced. Water or other approved dust palliative in sufficient quantities shall be applied during all phases of construction involving open earthwork to prevent unnecessary discharge of dust and dirt into the air. The Contractor shall be responsible for compliance with these regulations. A Notice to Proceed will not be issued until the City of Peoria has received a copy of the Contractor’s Dust Control Permit and Plan. 10.2 The Contractor shall be required to obtain the necessary permit and all pertinent information from the Maricopa County Air Pollution Control Bureau, 2406 S. 24th Street #E-214, Phoenix, Arizona, (602) 506-6700 extension 372.
-41- Rev (12/2018) CF 10.3 The Contractor shall keep suitable equipment on hand at the job site for maintaining dust control on the project streets, and shall employ sufficient labor, materials and equipment for that purpose at all times during the project to the satisfaction of the City Engineer. 10.4 Watering shall conform to the provisions of Section 225 of the MAG Standard Specifications. The cost of watering will be included in the price bid for the construction operation to which such watering is incidental or appurtenant. 10.5 Installation and removal of fire hydrant meters should be scheduled at least forty-eight (48) hours in advance through the City of Peoria Utilities Division at (623) 773-7160. A $1,000 deposit is required for each meter. An additional $28.00 service fee is also required. The cost of the water is at the prevailing rate. 11.0 ELECTRICITY 11.1 Except for remote locations or unless otherwise specified in a Job Order, Owner shall furnish to Job Order Contractor from existing Owner facilities and without cost to Job Order Contractor, electricity necessary for the performance of work under this Contract. It is the responsibility of Job Order Contractor to determine the extent to which existing Owner electrical facilities are adequate for the needs of this Contract. 11.2 Upon completion of this Contract the removal of all taps, connections and accessories will be accomplished by and at the expense of Job Order Contractor, and costs included in the Job Order Proposal, so as to leave the electrical power source and facility in its original condition. Such removal shall also be subject to the approval of Owner. 12.0 WORK BY OWNER Owner reserves the right to undertake or award Contracts for the performance of the same or similar type work contemplated herein, and to do so will not breach or otherwise violate the Contract.
-42- Rev (12/2018) CF ATTACHMENT B
SIQ & Contractor’s Response
(See Attached)
-43- Rev (12/2018) CF Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
REQUEST FOR STATEMENT OF QUALIFICATIONS (SOQ)
JOB ORDER CONTRACTING
FOR
General Building Construction
SOLICITATION NUMBER: P19-0034
Due Date: January 24, 2019 by 5:00 PM Arizona Time
Pre-Submittal Meeting: January 16, 2019 @ 9:00 AM Arizona Time
Point of Contact: Terry Andersen Contract Officer [email protected] 623-773-7115
1 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
SECTION 1 – INTRODUCTION
1.1 Introduction The City of Peoria Arizona is seeking experienced licensed contractors for general building construction projects of varying sizes and complexities on an as-needed basis at various project locations throughout the City of Peoria utilizing Job Order Contracting (JOC) project delivery method.
The individual job order maximum amount is $3,000,000. Pricing shall be negotiated fee. It is the intent of the City of Peoria to select two (2) contractors for contract award, each being skilled at projects up to the maximum job order value and capable of multiple concurrent projects. The initial term of the JOC will be for a minimum of one (1) year and may be renewed up to four (4) additional one-year terms. Renewal of the contract will be based on the successful performance of the JOC Contractor and the needs of the City.
During the term of the JOC, work is performed as a series of individual job orders. Individual projects may require the expenditure approval of Peoria City Council. Each job order, initiated by the owner, is defined cooperatively by the owner and contractor. A scope, schedule and price are negotiated and agreed upon. Then the contractor is directed to proceed with the work. Job Order Contractors will be expected to deliver turn-key projects which may include ancillary design, pre-construction services, permit management, competitively bid construction work, and the preparation of project close-out documents.
1.2 Cooperative Purchasing Any contract resulting from this solicitation shall be for the use of the City of Peoria. In addition, specific eligible political subdivisions and nonprofit educational or public health institutions may also participate at their discretion. In order to participate in any resultant contract, a political subdivision or nonprofit educational or public health institution must have been invited to participate in this specific solicitation and the contractor must be in agreement with the cooperative transaction. In addition to cooperative purchasing, any eligible agency may elect to participate (piggyback) on any resultant contract; the specific eligible political subdivision, nonprofit educational or public health institution and the contractor must be in agreement. Any orders placed to the successful contractor will be placed by the specific agencies participating in this purchase. Payment for purchases made under this agreement will be the sole responsibility of each participating agency. The City shall not be responsible for any disputes arising out of transactions made by others.
1.3 Project Budget The City of Peoria Capital Improvement Program (CIP) identifies current funding for projects in fiscal year 2019 and shows planned projects for the next ten (10) years. A copy of the CIP can be viewed at https://www.peoriaaz.gov/government/departments/management-and-budget. The approved FY2019 budget is available to fund various projects utilizing the awarded JOC
2 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
contract. Projects may extend into the next fiscal year and beyond but in no instance will any one project under this JOC exceed $3,000,000.
SECTION 2 – PROJECT DESCRIPTION & SCOPE OF WORK
2.1 Description This Job Order Contract is issued to assist the City of Peoria with the design, permitting, and construction of various general building construction projects. General building construction projects may include new building construction, existing building major renovations, existing building tenant improvements, and site improvements directly related to a building project (examples: grading, drainage, underground utilities, hardscape, and landscape). The general building construction JOC may also be utilized for projects where a general contractor can add value by managing primary and secondary scope components associated with building or site technical system upgrades (examples: HVAC system modifications, electrical service modifications, solar system installations, life safety system upgrades, or similar).
The general building construction projects are most likely to occur within occupied buildings or on active multi-building campuses, each requiring appreciable experience in managing construction logistics including occupant and pedestrian safety, construction staging, just-in- time materials delivery, off-hours construction, trade parking, and disciplined construction waste management.
Interested contractors must have the ability to show related experience and a proven track record in delivering successful projects of the same nature and magnitude. The selected contractors will be expected to provide experienced project management to manage projects from the project’s initial inception and scoping through regulatory approvals, construction, and project close-out.
The City of Peoria has elected to use the JOC delivery method for these projects as outlined under A.R.S. Title 34. Cost effective construction in the shortest possible timeframe and within the City’s tolerance of financial risk will be the guiding principles behind the projects.
2.2 Scope of Work Interested contractors must possess experience in the following areas:
Permit Management: The attainment of permits from any and all jurisdictions which the project may require, including but not limited to the City of Peoria and Maricopa County.
Construction: The physical construction of the work, through competitive subcontractor selection/bidding and/or self-performance as dictated by the unique needs of each individual project.
Cost Proposals: Upon the request of the owner, project cost proposals may be submitted either
3 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
as a lump sum or as a Guaranteed Maximum Price (GMP). GMP cost proposals shall be “open book” with full transparency provided to the Owner and any project allowance savings will be returned to the Owner at the end of the project.
Federal Compliance: Where federal monies are utilized, the scope shall include prevailing wage compliance as per the Davis Bacon Act and submission of weekly certified payroll. The City of Peoria will notify the contractor if federal grants are utilized.
Project Close-Out: The preparation, maintenance, or modification of the Owner’s project close-out documentation including, but not limited to: RLS certified survey as-builts, CAD updates to as-built documents, operations and maintenance manuals, warranty manuals, turnover of certified payroll documentation (federal projects only), City, County, State, or Federal agency special close-out requirements, and maintenance personnel training (if applicable).
Depending on the scale of the projects under this JOC, experience in the following areas may also apply:
Professional Services: The contracting of professional design services from licensed Arizona professionals of one or more of the following disciplines typically associated with general building construction: geotechnical, land survey, environmental, civil, landscape, architecture, structural, plumbing, mechanical, electrical, fire protection, and fire alarm; and/or the contracting of specialty disciplines including: acoustical, kitchen equipment, furnishings, environmental, audio visual, security, or similar. When the professional services are not provided by the Owner, the Contractor may be required to possess Professional Liability Insurance. The single project limit of $3,000,000 shall be inclusive of professional services fees when acquired under this JOC agreement.
Preconstruction Services: The management of design consultants (when included under the JOC), public engagement, construction cost estimating, constructability review, and value engineering as required to achieve the City’s project budget.
2.3 General Information The successful JOC contractors will have documented established successful work relationships with various qualified subcontractors, engineering professionals, and a basic knowledge of JOC project delivery methods. The specific work associated with each job order shall be mutually agreed upon and issued by the City.
For any project determined by the City to be appropriate for this Job Order Contract, the City will request that the contractor prepare a scope of work, cost proposal, project schedule and back-up supporting documentation. If acceptable, the City will issue a Job Order, at which time the parties will execute an individual job order specifying the cost and completion schedule for that project. Although the City anticipates that the JOC Contractor will be issued work, the Contractor is neither guaranteed a minimum amount of work nor any jobs at all. The
4 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
City reserves the right and will issue job orders based on ability of the contractor to meet the City’s work schedule and the availability of trades and expertise in relation to each project.
All construction shall conform to the latest Federal, State, and City of Peoria adopted building codes, planning ordinances, and accessibility (ADA) standards; the Uniform Standard Specifications and Details for Public Works Construction published by the Maricopa Association of Governments (MAG) together with the City of Peoria Development Infrastructure Guidelines; Specifications and City of Peoria Supplemental to MAG Uniform Standard Details; and the construction documents (plans and specifications) associated with each Job Order.
SECTION 3 - STATEMENT OF QUALIFICATIONS
3.1 SOQ Format: The JOC contractors will be selected through a qualifications-based selection process based on the evaluation criteria outlined herein. The contractors selected will be the contractors whose SOQ’s are responsive, responsible, and are the most advantageous to City, as determined by City in its sole discretion. The City reserves the right to add, delete, or modify any part of this solicitation at City’s sole discretion. Interested Contractors must submit a Statement of Qualifications (SOQ) that addresses the points as outlined.
SOQ’s should be assembled in the relative order as outlined below:
A. Method of Approach to Performing the Required Services
1. Describe your company’s experience and approach to scoping and estimating potential job order projects. What efforts would your company initiate to achieve the project budget and schedule during the negotiation process.
2. Describe how your company will manage a diverse program of job order projects initiated by multiple departments, each with differing levels of owner engagement and/or project management, and all with important deadlines.
3. Describe your company’s approach to managing, and illustrating the project’s schedule, from project inception through design (if required), permitting, construction, and close-out. Who will specifically prepare and update the schedule?
4. Discuss the key components and advantages of your company’s selection process for subcontractors. Demonstrate your understanding of the City’s requirement that subcontractor selection must be based on qualifications alone or a combination of qualifications and price, not on price alone. Provide a detailed proposed Subcontractor Selection Plan attached as an Appendix.
5 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
5. Discuss your company’s intentions regarding self-performance for each Job Order and indicate the average percentage (%) of self-performance for the projects your company currently has underway or has completed in the last 24 months.
B. Experience & Qualifications of the Contractor
1. List the Arizona professional and contractor license(s) held by your company. Provide the license number and explain if held by an individual or the company.
2. Describe any unique or specialty skills, services or equipment that your company possesses that you believe add value to a project and may differentiate your company from another.
3. Describe the scale and complexity of the projects routinely undertaken by your company.
4. Describe how your company manages its resources between projects for different municipal clients. Identify how personnel assignments are determined.
5. Identify the number of active job order contracting agreements your company is currently providing services under (including any City of Peoria agreements). Identify the agency name, minimum and maximum project size, and identify the total quantity (#) and median project value ($) for the projects your company currently has underway or has completed in the last 24 months. The City may take into consideration the number of Job Order Contracts a company may have, the resource investment of the contractor in current City work, and the amount of previous work recently performed for the City as part of the selection process.
C. Qualifications & Experience of Key Personnel
1. Identify and list the qualifications and experience of the key people who will be responsible for performing the work under the resulting contract.
a. Provide a matrix of project information for up to five (5) key personnel expected to be assigned to this JOC, where the Contractor provided construction services similar to those listed in Section 2 – Scope of Work.
b. Include in the personnel / project matrix any specific staff experience in partnering, quality control, project scheduling, claims, dispute resolution, changes in the scope of work, construction safety, value engineering, and balancing workloads.
SECTION 4 - SUBMITTAL REQUIREMENTS
4.1 Submittal Information
• Submit one (1) original and six (6) copies of your SOQ.
• Include a 1-page cover letter prepared on the company’s letterhead, with the name and
6 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
contact information of the firm’s lead person for the SOQ, and signed by an individual authorized to sign on behalf of the company.
• SOQ’s shall be on 8 ½ x 11” paper, text on one side only with the total page count not more than ten (10) pages.
• Adherence to the maximum page criterion is critical and each page with criteria information will be counted.
• Pages that have project photos, charts, and graphs will count toward the maximum number of pages.
• The company's responses to the SOQ criteria, as outlined in Section 3.1 above.
• Provide a list of three (3) references from current clients or clients whom you have performed work within the past five (5) years.
4.2 Appendix Appendix shall contain the following and will not count against the total page count:
• Subcontractor Selection Plan (1 page).
• Scanned copies of the Arizona Registrar of Contractors License Identification Card(s). Multiple ID cards may be placed on the same page.
• Statement of bonding capacity from an A- or better Surety Company, including the maximum amount for a single project and aggregate project amount.
• Provide a statement identifying any contract or subcontract held by the Contractor or officers of the company, which has been terminated within the last five (5) years for cause.
• Identify any claims arising from a contract owner, which resulted in litigation or arbitration within the last five (5) years. Briefly describe the circumstances and the outcomes.
4.2 Pre-Submittal Meeting: A pre-submittal meeting will be held at the following place and time: ADDRESS: 9875 N. 85th Ave Peoria, Arizona 85345 Point of View Conference Room DATE: January 16, 2019 TIME: 9:00 AM, Arizona Time
7 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
All interested parties are urged to attend the pre-submittal Conference. Since the City staff will not be available to respond to individual inquiries regarding the project scope outside of this pre-submittal meeting, it is strongly recommended that interested firms send a representative. The pre-submittal meeting is not mandatory.
SECTION 5 - SELECTION PROCESS AND EVALUATION CRITERIA
5.1 Evaluation Process A Selection Panel will evaluate each Statement of Qualifications (SOQ) according to the evaluation criteria in order to determine a shortlist of 3-5 contractors for the interview phase of the selection process.
5.2 Evaluation Criteria A. Statement of Qualifications 1. Method of Approach 300 points 2. Experience & Qualifications of the Contractor 300 points 3. Qualifications & Experience of Key Personnel 300 points 4. Conformance to SOQ 100 points B. Interviews 1. Presentation 500 points 2. Response to Questions 500 points
The shortlisted contractors may be invited to participate in interviews. The interview criteria alone will be used in determining order on a final list. However, the City reserves the right to select contractor(s) based on the SOQ submittals only and not to proceed to interviews.
At the conclusion of the selection process, each of the rated elements for each contractor will be evaluated to determine the best qualified contractors.
5.3 Critical Dates The following schedule has been prepared for this selection process: Pre-Proposal Meeting January 16, 2019 Submittals Due January 24, 2019 Notification of Interviews February, 26, 2019 Interviews (shortlist only) March 13, 2019 Contractor Notification March 15, 2019
Until the award and execution of the JOC contract, the City will only release the name of each company placed on the final list. All other information received by the City in response
8 Materials Management STATEMENT OF QUALIFICATIONS Procurement 9875 N. 85th Ave., 2nd Fl. Peoria, Arizona 85345-6560 Solicitation Number: P19-0034 Phone: (623) 773-7115 Fax: (623) 773-7118
to the SOQ or contained in the proposals will be confidential to avoid disclosure of the contents that may be prejudicial to the competing offeror(s) during the selection process. The proposals of the selected offeror(s) will be open to the public inspection after the Contract(s) are awarded and the City has executed the contract(s) with the selected offeror(s).
SECTION 6 – GENERAL INFORMATION
6.1 General Information • Instructions: The City of Peoria shall not be held responsible for any oral instructions. Any changes to this SOQ shall be in the form of a published addendum. • Contact: Contact with City of Peoria staff, elected or appointed officials, or selection committee members concerning this SOQ, at any time, in any venue, is strictly prohibited, except as described in section 6.3 below, and may be grounds for disqualification. • Costs: The City of Peoria will not be responsible for any costs incurred by any contractor submitting an SOQ or responding to this notice. The City reserves the right to waive any irregularities in any submittal and to reject all submittals and re-advertise or cancel the project in its entirety, at its sole discretion. The City reserves the right to request clarification or additional information. • Material: All materials submitted in response to this solicitation become the property of the City, and may become a part of any resulting contract. Award or rejection of a proposal does not affect this right. • Compliance: The selected contractor will be required to comply with the “Legal Arizona Workers Act.” • Federal Funds: The selected contractor will be required to comply with all associated Federal Compliance Regulations for any federally funded projects that may be done under this JOC contract. • Protest Policy & Procedures: The City of Peoria Protest Policy and Procedures are contained within the City of Peoria Procurement Code, Chapter 26 - Administration, Section 26-121 which is available online at https://www.peoriaaz.gov/government/city-law/city-code. The specific protest procedures are contained in the Materials Management “Procurement Guidelines” and can be accessed at https://www.peoriaaz.gov/government/departments/finance/materials-management.
6.3 Questions • All questions regarding this SOQ must be submitted in writing by emailing: Terry Andersen, Contract Officer City of Peoria Materials Management [email protected]
• Inquiries within 48 hours preceding the due date & time will not be addressed.
9
ATTACHMENT C
JOC Cost Proposal Forms (Pricing Matrix & Project Cost Sheet)
(See Attached)
-44- Rev (12/2018) CF
City of Peoria Job Order Cost Proposal
CONTRACTOR NAME: CORE Construction, Inc.
Contract Type JOC for General Building Construction City Project/CIP No.: Job Order No. P19-0034 Contractor's Job No.: City Project Mgr: Prepared by: Fee Type: Specify Lump Sum Fixed Price or GMP Date: Job Title: Revision: Location: Tax Method
Brief Description of Work to be Performed (attach detailed scope of work, clarifications, assumptions, etc.)
SECTION A: PROFESSIONAL SERVICES (work performed lump sum and/or hourly)
Description of Work to be Performed Item Company (Supporting quote & information attached) Total JOC Contractor Name Preconstruction Services (Lump Sum) $ - JOC Contractor Name Preconstruction Services (Reimbursable Expenses) $ - Design Professional Name Architectural & Engineering Serices (Lump Sum) $ - Design Professional Name Architectural & Engineering Serices (Reimbursable Expenses) $ -
Total Professional Svcs Cost (A1) $ -
Professional Services Hourly Rate* Position Position Unit Quantity Each Total Total Construction Principal Hours 0.00 $ 140.00 $ - $ - JOC Program Coordinator Hours 0.00 $ 124.00 $ - $ - Project Manager 1 (Senior Experience Level) Hours 0.00 $ 110.00 $ - $ - Project Manager 2 (Junior Experience Level) Hours 0.00 $ 84.00 $ - $ - Superintendent 1 (Senior Experience Level) Hours 0.00 $ 110.00 $ - $ - Superintendent 2 (Junior Experience Level) Hours 0.00 $ 84.00 $ - $ - Estimator 1 (Senior Experience Level) Hours 0.00 $ 110.00 $ - $ - Estimator 2 (Junior Experience Level) Hours 0.00 $ 84.00 $ - $ - Estimating Coordinator Hours 0.00 $ 70.00 $ - $ - * includes overhead and labor burden Total Professional Svcs Cost (A2) $ -
SECTION B: LABOR (inclusive of burden)
Labor Cost Position Position Unit Quantity Each Total Total Construction Principal Hours 0.00 $ 125.00 $ - $ - JOC Program Coordinator* Hours 0.00 $ 113.00 $ - $ - Project Manager 1 (Senior Experience Level)* Hours 0.00 $ 99.00 $ - $ - Project Manager 2 (Junior Experience Level)* Hours 0.00 $ 73.00 $ - $ - Superintendent 1 (Senior Experience Level)* Hours 0.00 $ 99.00 $ - $ - Superintendent 2 (Junior Experience Level)* Hours 0.00 $ 73.00 $ - $ - Assist. Project Manager* Hours 0.00 $ 60.00 $ - $ - General Superintendent* Hours 0.00 $ 117.00 $ - $ - Safety Manager Hours 0.00 $ 71.00 $ - $ - Project Coordinator Hours 0.00 $ 59.00 $ - $ - Laborer Hours 0.00 $ 45.00 $ - $ - Note - * indicates position is eligible for Construction Vehicle or Allowance Total Labor Cost $ -
Page 1 of 3 Printed: 5/15/2019 SECTION C: EQUIPMENT (supporting information attached)
Equipment Item Item Unit Quantity Each Total Total Construction Vehicle w/ Fuel (Light Duty) Week 0.0 $ 400.00 $ - $ - Construction Vehicle w/ Fuel (Employee Allowance) Week 0.0 $ 400.00 $ - $ - Employee Voice / Data Package (Phone / Data Card) Week 0.0 $ 40.00 $ - $ - Firm Owned Water Truck w/out driver Week 0.0 $ 1,950.00 $ - $ - Total Equipment Cost $ -
SECTION D: MATERIALS (including non-labor General Conditions / Requirements)
Material Item Item Unit Quantity Each Total Total Material 1 day 0.0 $ - $ - $ - Material 2 box 0.0 $ - $ - $ - Material 3 roll 0.0 $ - $ - $ - Material 4 ton 0.0 $ - $ - $ - Material 5 yard 0.0 $ - $ - $ - Material 6 Ea 0.0 $ - $ - $ - Material 7 Ea 0.0 $ - $ - $ - Material 8 ls 0.0 $ - $ - $ - Material 9 mo. 0.0 $ - $ - $ - Material 10 wk. 0.0 $ - $ - $ - Total Materials Cost $ -
SECTION E: SUBCONTRACTORS (including JOC Contractor self-performing as a subcontractor)
Description of Work to be Performed Item Company (Supporting quote & information attached) Total Subcontractor Name1 Grading $ - Subcontractor Name2 Underground Utilities $ - Subcontractor Name3 Survey $ - Subcontractor Name4 Special Inspections $ - Subcontractor Name5 Electrical $ - Subcontractor Name6 $ - Subcontractor Name7 $ - Subcontractor Name8 $ - Subcontractor Name9 $ - Subcontractor Name10 $ - $ - Total Subcontractor Cost $ -
SECTION F: ALLOWANCES & CONTINGENCIES
Description of Allowances & Contingencies Item Company Total CORE Construction, Inc. Allowance A Description $ - CORE Construction, Inc. Allowance B Description $ - Permits $ - Materials Testing $ - Builder's Risk Insurance Premium $ - Professional Liability Insurance Premium (when applies) $ -
CORE Construction, Inc. Contractor's Construction Contingency $ - $ - City of Peoria Owner's Construction Contingency $ - $ - $ - Total Allowances & Contingencies Cost $ -
Page 2 of 3 Printed: 5/15/2019 % ($) (from Matrix) Subtotal Professional Services (A1+A2) $ -
JOC Contractor's Fee (Professional Services) $ - Sales Tax 5.265% $ -
Total Professional Services: $ -
Subtotal Construction (B+C+D+E+F): $ -
General Liability Insurance $ - Bond $ - JOC Contractor's Fee (Construction) $ - Sales Tax 5.265% $ -
Total Construction : $ -
TOTAL JOB ORDER COST: $ -
Submitted by:
Name, Title Date
REV: 5/10/19 EW (CORE)
Page 3 of 3 Printed: 5/15/2019 ATTACHMENT D
Contractor’s Contacts (Contact List & Authorized Signature Form)
(See Attached)
-45- Rev (12/2018) CF
April 10, 2019
CONTACT LIST WITH JOB TITLES
JOC Program Coordinator / Project Director o Emerson Ward, [email protected] , (602) 980-1774 o Joe Roeschley, [email protected] , (602) 918-1205 o Brian Hamm, [email protected] , (480) 404-5550
Estimator / Precon Manager (Advanced) o Leroy Trujillo, [email protected] , (623) 640-2017
Estimator / Precon Manager (Junior) o Jeff Smith, [email protected] , (480) 273-7551 o Dan Nelson, [email protected] , (480) 440-3511
Project Manager (Advanced) o Marc Thompson, [email protected] , (602) 980-3686 o Scott Reymore, [email protected] , (602) 290-6273 o Mike Stecyk, [email protected] , (602) 319-9835 o Ricardo Jimenez, [email protected] , (602) 918-0085
Project Manager (Junior) o Ethan Roy, [email protected] , (602) 541-0499 o JD Jordan, [email protected] , (602) 501-6484 o Diana Robles, [email protected] , (480) 341-1529 o Jonathan Goble, [email protected] , (480) 268-6570
Project Superintendent (Advanced) o Todd Doan, [email protected] , (602) 531-7663 o Alan Arvizu, [email protected] , (480) 684-0027 o Larry Mitchell [email protected] , (602) 695-3190 o Allen Anderson, [email protected] , (602) 377-5385 o Mike Fimbrez, [email protected] , (602) 908-8233 o Mark Manos, [email protected] , (602) 908-2535
Project Superintendent (Junior) o Chris Carbone, [email protected] , (480) 665-8648 o Anwar Albandak, [email protected] , (480) 431-0795 o Ryan Jewell, [email protected] , (480) 521-1989 o Kevin Bell, [email protected] , (602) 989-1065 o James Eakins, [email protected] , (602) 376-0753
General Superintendent o Bobby Shipley, [email protected] , (480) 263-1103 o Ted Sarager, [email protected] , (602) 980-1259 o Matt Buckhannon, [email protected] , (602) 918-0990
April 10, 2019
AUTHORIZED SIGNATURE FORM
Individual Job Orders, Change Orders, and Time Extension
o Emerson Ward, Project Director (JOC Program Manager) o Gary Wenk, Operations Director o Todd Steffen, President of CORE Construction, Inc.
o Dennis L. Barber, COO o James K. Jacobs, CEO
Claims, Notice To Proceed, Bonds, Payroll, the Contract itself and any Amendments to it
o Gary Wenk, Operations Director
o Todd Steffen, President of CORE Construction, Inc.
o Dennis L. Barber, COO
o James K. Jacobs, CEO
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Dave Christian, Finance Manager
DATE: November 17, 2020
SUBJECT: DISCUSSION AND POSSIBLE ACTION REGARDING THE GOLDER RANCH FIRE DISTRICT RECONCILIATION AND MONTHLY FINANCIAL REPORT
ITEM #: 8C
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
Presented are the monthly financial reports and cash reconciliation.
RECOMMENDED MOTION
Motion to approve and accept the Golder Ranch Fire District reconciliation and monthly financial report as presented.
Golder Ranch Fire District Summary Budget Comparison - SUMMARY BUDGET TO ACTUAL **BOARD PACKET** From 10/1/2020 Through 10/31/2020
Account Current Period Current Period Code Account Title Budget Actual YTD Budget YTD Actual
5000 Labor/Benefits/Employee 2,351,724.30 2,375,707.34 10,131,623.19 10,061,399.10 Development 6000 Supplies/Consumables 116,997.42 82,387.39 579,189.68 348,445.90 6500 Vehicle / Equipment Expense 57,978.67 38,511.65 231,914.68 186,637.12 6750 Utilities / Communications 40,519.71 36,368.37 166,020.68 159,739.48 7000 Professional Services 109,300.36 119,088.16 411,600.44 324,553.48 7500 Dues/Subscriptions/Maint. Fees 15,569.60 34,710.56 115,474.40 118,439.82 7750 Insurance 22,439.33 0.00 54,545.32 61,352.00 8000 Repairs / Maintenance 46,373.50 32,583.98 152,594.00 159,099.02 9000 Debt Service 2,250.16 1,463.51 9,000.64 14,225.50 9500 Capital Outlay 53,291.66 63,103.80 987,446.64 500,086.33
Report (2,816,444.71) (2,783,924.76) (12,839,409.67) (11,933,977.75) Difference GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: EXECUTIVE SESSION: THE BOARD MAY VOTE TO GO INTO EXECUTIVE SESSION PURSUANT TO A.R.S. §38-431.03.A(3) FOR THE PURPOSE OF CONSULTATION OR LEGAL ADVICE REGARDING AN EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC) COMPLAINT RECEIVED FROM SHARRON LOVEMORE
ITEM #: 8D
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
This item allows the Golder Ranch Fire District Governing board to obtain legal advice regarding an EEOC complaint received.
RECOMMENDED MOTION
Motion to enter into Executive Session pursuant to A.R.S. §38-431.03.A(3) for the purpose of legal advice with the attorney.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Brooke Painter, Board Services Manager
DATE: November 17, 2020
SUBJECT: FUTURE AGENDA ITEMS
ITEM #: 9
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND
This agenda item allows an individual Governing Board Member to recommend item(s) to go on future agendas.
Pursuant to A.R.S. §38-431.2(H), the Board will not discuss the items(s) at this time because it would be a violation of the Open Meeting Laws and no voting action will be taken on the recommended item.
RECOMMENDED MOTION
No motion is necessary for this agenda item.
GOLDER RANCH FIRE DISTRICT BOARD COMMUNICATION MEMORANDUM
TO: Governing Board
FROM: Randy Karrer, Fire Chief
DATE: November 17, 2020
SUBJECT: Call to the Public
ITEM #: 10
REQUIRED ACTION: Discussion Only Formal Motion Resolution
RECOMMENDED ACTION: Approve Conditional Approval Deny
SUPPORTED BY: Staff Fire Chief Legal Review
BACKGROUND This is the time for the public to comment. Members of the Board may not discuss items that are not on the agenda. The Board is not permitted to discuss or take action on any item raised in the Call to the Public, which are not on the agenda due to restrictions of the Open Meeting Law; however, individual members of the Board are permitted to respond to criticism directed to them. Otherwise, the Board may direct staff to review the matter or that the matter be placed on a future agenda. ** Please see revised instructions to speakers at the bottom of the agenda.
RECOMMENDED MOTION
No motion is necessary for this agenda item.