Transcript SEMS ICS NIMS Combined Course

SHFPD AGENDA
To provide information regarding the activities of the
District with respect to a request by the Sleepy Hollow
Homes Association for the District to participate in the
Sleepy Hollow Community Center Rebuild Project.
And
To receive public comment with respect to the activities of
the District with respect to that Project.
Community Center Project
Any decision regarding our participation in this project will
be based on an objective and complete evaluation of
the project's costs, benefits and alternatives and will
include consideration of the views of residents
expressed today and over the coming weeks.
Presentation Topics
Basic facts about the district
A review of the budget
Our history including how and why we accumulated our reserves
The details of our strategic plan and its relevance to the project
Recommendations from public safety professionals regarding the project
An evaluation of the safety risks for our community
An analysis of the safety, financial and intangible benefits of the project
A discussion of the pros and cons of alternative projects
Our evaluation criteria in order to approve this or an alternative project
Process going forward for additional input and steps for approving or
rejecting
Sleepy Hollow Fire
Protection District
SHFPD FAQ's
Our mission is to safeguard the community through the delivery of
professional, efficient and effective fire, EMS, and community
preparedness services.
Full voting member of the Ross Valley Fire District Joint Powers
Authority including Ross, San Anselmo, Fairfax and Sleepy Hollow
Full voting member of the Ross Valley Paramedic Authority
District includes approximately 850 households with a resident
population of about 2500.
Served primarily by Fire Station #20 - 363 responses in FY 12-13
SHFPD BUDGET
Per Prop 13, we are allocated 17% of local parcel
taxes collected by the county.
If SHFPD were dissolved, your parcel tax bill will not
change.
$ 1,172,159 Total revenue in FY 12-13
$
998,166 Total expenses in FY 12-13
$ 3,749,872 Reserves at end of FY 12-13
SHPFD Expenses FY 12-13
Fire Services
Administration
Fire Training
Preparedness
$893,393
$ 46,141
$ 33,420
$ 25,210
Fire $893,393
Admin $46,141
Training $33,420
Prepare $25,210
Ross Valley Fire Department
The Ross Valley Fire Department traces its history to the early
1900s with the formation of small volunteer fire departments
in the newly formed towns of Ross, San Anselmo, and
Fairfax. Built near the wildfire prone slopes of Mount
Tamalpais, these communities were acutely aware of the risk
of fire - many residents had relocated here following the
devastating earthquake and fire in San Francisco in 1906.
More than 100 years later, three fire departments, and the
traditions they were built upon, have merged to become the
Ross Valley Fire Department.
Ross FD circa 1910
SHFPD Early History
1949 – SHFPD formed by resolution of County Board of
Supervisors
1949-1956 – Fire protection provided by County Fire
responding through White's Hill Tunnel
1956 – San Anselmo agrees to provide fire response to
Sleepy Hollow
1961 – Station 20 opens on Butterfield
1966 – Oak Crest & Alameda annexed & San Domenico
built
White's Hill
Train Tunnel
St. Rita's
Fire 1970
Contract Disputes
the start of a bad relationship
1956-1962 – 1st contract was based on Sleepy Hollow
paying a share of all fire service expenses in proportion
to its assessed value, good relations at first
1970 – San Anselmo threatens to terminate 2nd contract in
dispute over fees for San Domenico
1975 – Breakdown in negotiations over 3rd contract –
assessed value +5% and capital costs of Station 19
1975 SHFPD Tax Election
A resolution was placed on the ballot to collect additional
revenue for a new fire station at the entrance to San
Domenico staffed by County FD. A plot of land was
identified and plans were drawn up.
It passed but SHFPD decides to accept SA contract.
1976-1980 – relations at all time low. Constant disputes
over charges
1978 – Prop 13 establishes income for SHFPD based on
assessed value of Sleepy Hollow relative to the County
SHFPD income dramatically reduced (24% to 17%)
1979 Special Tax Election
Special tax ($0.06 per sf) was overwhelmingly approved
SHFPD's reserves were almost depleted
Sacramento eventually provided additional funding and the
Special Tax was never implemented
1980 San Anselmo faced Prop 13 cuts and the threat of
SHFPD setting up its own fire service. A new contract
signed based on 23% of labor costs
Relationship remains strained, still considering a SHFD
2004 contract renegotiated to 25% of labor in exchange for
keeping St 20 open, increased reimbursements
Ross Valley Fire Services JPA
1982 Ross Valley Fire Services JPA formed by San
Anselmo and Fairfax with one non-voting board seat for
Sleepy Hollow. Sleepy Hollow still in contractual
relationship with San Anselmo for fire services.
2002 – SHFPD proposal to become a full voting member
rejected
2010 – After lengthy negotiations, SHFPD becomes full
member of JPA paying 16.7% of total cost
2012 – Town of Ross joins JPA – our share now 12.8%
New Chief Mark Mills
2010 SHFPD Strategic Plan
1. Develop and implement fire safety projects
that reduce the fuel supply and potential for
conflagration
We provide annual support to the Tam Fire Crew to
maintain defensible space on our ridge tops including
equipment purchase and partial labor reimbursement
We recently began funding for “Youth2Work” to help clear
brush and other flammables
We plan to start a “Chipper Day” or similar program for
vegetation management this year
2. Analyze and improve the fire fighting water supply
system in Sleepy Hollow including expansion of storage
capacity, fire mains and auxiliary water supplies.
We worked with MMWD and homeowners in the Fawn
Drive area and provided partial funding to increase the
size of water mains in the area.
We continue to fund installation of additional fire hydrants
to increase fire fighting efficiency.
We provide portable fire pumps that utilize the water in
swimming pools for firefighting.
We provided partial funding for improvements to both
firefighting water supplies and emergency drinking water
at the Brookside School Upper Campus, a critical
staging area in the community.
We support the County Fire-Flow Improvement Plan.
3. Enhance the Fire Department training program by
expanding opportunities for members to participate in
outside training programs offered by the National Fire
Academy and state and local fire training programs.
We created a $25,000 annual fund to help pay eligible
expenses for attendance at specialized national, state
and local fire service and management training
programs as authorized by the Chief of Department.
This program has helped make RVFD one of the best
trained and effective fire departments in the county.
4. Improve overall emergency preparedness through assessment and
infrastructure improvements at critical evacuation and staging sites,
implementation of citizen preparedness programs, and development of
local emergency preparedness plans.
FROM THE OUR 2011 STRATEGIC PLAN
Our community has several important sites that would be utilized for
evacuation and/or staging of emergency resources in the event of a
major disaster such as a large wildfire or earthquake. The Sleepy
Hollow Clubhouse is an ideal evacuation site due to its central location,
ease of access and indoor facilities. The District intends to assess the
infrastructure and facilities at each of these sites to determine if
improvements should be made to enhance capabilities for use in
emergencies.
The District will continue to support the delivery of citizen preparedness
programs like Get Ready Marin for our homeowners and will explore
working with the Sleepy Hollow Homes Association to consider
development of neighborhood response teams.
SHFPD funded a Horse/Large Animal Evacuation Plan
911 Memorial
5. Ensure the District's sustainability through prudent fiscal
management, development of new revenue programs such as
grants, and maintenance of an adequate reserve.
The District now has a permanent and fiscally prudent
agreement for providing services to our homeowners
when we joined the RVFD JPA. It is no longer
necessary to maintain a reserve to start our own FD.
The District has and will continue to maintain a healthy
reserve to ensure that its operational expenses can be
met even if there is our revenue is negatively impacted.
Clubhouse Project
Last year the SHFPD was approached by the incoming
and outgoing Presidents of the Sleepy Hollow
Homeowners Association to see if we could help pay for
rebuilding the Sleepy Hollow Clubhouse.
We said no. The District is an independent public entity,
not affiliated with the Homes Association, and the
District is focused on its key mission on behalf of
residents i.e. safeguarding the community through the
delivery of professional, efficient and effective fire
protection services.
Sleepy Hollow
Emergency Center
However, the SHFPD, consistent with its Strategic Plan, was
interested in exploring the possibility of providing up to $2 million
dollars to construct a building that could be utilized:



For evacuation and/or staging of emergency resources in the
event of an emergency such as a wildfire, weather related event,
power outage or earthquake.
Function as an organizing center for citizen preparedness
programs like Get Ready Marin and encourage the Sleepy
Hollow Homeowners Association to develop neighborhood
response teams.
Provide much needed office space for the SHFPD
Emergency Responders
Give Input
The SHFPD and Sleepy Hollow Charitable Foundation
facilitated a meeting that included the Ross Valley Fire
Chief, Marin County Fire, the Director of the Marin
Office of Emergency Services, Marin County Sheriff's
Office, Red Cross, and RACES (emergency
communications) to discuss the potential value of a local
Emergency Center and which safety features should be
incorporated.
Emergency Features
1. Emergency power not dependent on PGE supplied
natural gas
2. Emergency Communications
3. Water for drinking and hygiene
4. Red Cross shelter supply cache including basic first aid
supplies
5. Charging stations for computers, phones, etc.
5. Equipment for Citizen Response Teams
6. Adaptability as a Fire Command Center and dormitory
area for firefighters during an emergency
Is there value relative to risk?
Sleepy Hollow Wildfires
1976 Tam Cemetery - 250 ac.
1984 White's Hill - 650 ac.
1984 Glen Drive - 100 ac.
1996 Del Grande - 15 ac.
2002 680 Trail - 20 ac.
2009 San Domenico Fires: 1- 4 ac.
Wildfire Lessons from
Mill Valley 1929 & Oakland
Fairfax Town & Country
September 2012
35 Entrada
July 2012
Memorial Park
September 2013
Additional Risks
Flooding – last major flood 1982
Frequent minor flooding has impacted multiple homes
Power outages – 3-day outage 2003
Extreme weather – heat & cold
Earthquake
Fair to safe we are safe from Tsunami
1982 Flood
Is there financial value?
Is it equitable?
What is the cost of building an emergency facility
at a different location?
What is the rental expense of office and meeting
space?
Is an emergency center of equal value to all
residents and will all residents have equal
access?
Is this a unique opportunity that will not be
available again in the future?
We asked two commercial brokers Cornish & Carey and Cassidy
Turley to research the value of usage rights
Local comparable leases were analyzed
Ross Valley location
new, custom-built
use: office + storage + events
emergency use 24x7
50 year term
fixed price = certainty
full service = no pass-throughs
They calculated the total present value to SHFPD to be:
Emergency use
$
Total use
$ 1,060,000
Total
65,000
$ 1,125,000
Plus intangible values
Is this a good value? These top commercial brokers tell us: yes
Could SHFPD Build Its Own Emergency Center?
Again we consulted with local real estate experts.
1. Where? No suitable property is available
2. Would need empty flat lot, one-half acre or larger, on or
near Butterfield
3. Land costs alone are prohibitive
140 fawn drive 1.5ac, sold in july 2012 for $1,650,000
5. Neighbors unlikely to tolerate non-residential use
6. Would unnecessarily duplicate clubhouse facilities
7. Clubhouse site is ideal
centrally located
no change in use
reconstruction of existing facility
Is there intangible value?
What is the value to the community of a prepared and
dedicated site for evacuation/shelter?
What is the value to the community of a center for
organizing, training and equipping citizen
preparedness groups?
What is the value to the community of a center that is
guaranteed to be up and running and able to
provide information and communication links during
a disaster?
Alternative Proposals
1. Refund some or all of our reserves
Does nothing to improve public safety
No viable way to do it equitably
Tax refunds are complicated, subject to disputes (divorced
parties, etc), difficult to implement
2. Remove all combustible vegetation
Difficult to define and agree on the hazard
Inequitable benefit for larger and hillside properties
Vegetation management is not a one time expense
It is a legal responsibility of property owners
We will continue to support effective programs
3. Improve Roadways for Evacuation
Construction of new roadways is not feasible
Butterfield is a relatively wide road by Ross Valley
standards
Paving or grading of fire roads is not always possible
and may not provide easily utilized evacuation route
due to width, access, steep terrain, competition with
firefighting efforts, etc. However, Youth2Work may
be able to do minor maintenance
Proposed County Roads & Trails plan calls for
decommissioning of many fire roads
More possibly can be done inexpensively to utilize
Stuyvesant to Fairfax, Fawn to Terra Linda, The
Alameda to San Anselmo, etc
4. Improve Fire Flow
MMWD will spend $ 929k in 2015 and $ 861k in 2017 on
improvements to Sleepy Hollow mains
Tank capacity is substantial and not easily increased
Most of the domestic water system supplied fire mains meet all
fire flow requirements.
Additional hydrants will continue to be added as needed
The Fire Pump program will be maintained and expanded
Utilities / Schools
5. Replace all gas lines and underground utilities

Tremendously expensive - $100k per pole for overhead in Tiburon
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Disproportionate benefit to larger and more remote sites
Very expensive to connect underground from the main lines to
individual properties
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Would require 100% community support
6. Utilize San Domenico, Brookside & Presbyterian Church

San Domenico & Brookside need space for their students

Presbyterian Church has a preschool and is inadequate
None of the sites has emergency power, supplies or storage space
available

Prerequisites for Support
Would this project improve our capability to protect the residents of our
Fire District in the event of an emergency?
Is the project supported by our community?
Is the project supported by public safety professionals?
Would all residents of the Fire District receive equal benefit?
Would our participation in this project require increased taxes or fees?
Are we getting fair value for our investment?
Would we still be able to fund additional safety projects?
Would we still have sufficient reserves for other contingencies?
Will this opportunity be available again in the future?
Have we considered alternative projects?
Is it permissible?
Process Issues
We will now accept questions related to the content of the
presentation.
We will then allow public comment. We ask that you limit
your comments to 3 minutes.
We will accept additional comments for 30 days and then
convene another meeting where we will consider
whether or not to adopt a resolution to approve some
level of participation in the project.
We repeat that any decision regarding our participation in
this project will be based, in part, on consideration of the
input received today and over the coming weeks.
Prerequisites for Support
Would this project improve our capability to protect the residents of our
Fire District in the event of an emergency?
Is the project supported by our community?
Is the project supported by public safety professionals?
Would all residents of the Fire District receive equal benefit?
Would our participation in this project require increased taxes or fees?
Are we getting fair value for our investment?
Would we still be able to fund additional safety projects?
Would we still have sufficient reserves for other contingencies?
Will this opportunity be available again in the future?
Have we considered alternative projects?
Is it permissible?