HomeMy WebLinkAboutAgenda Report - July 15, 2015 C-16AGENDA ITEM Cwalb
CITY OF LODI
COUNCIL COMMUNICATION
TM
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Joint Exercise of
Power Agreement between City of Lodi, Lathrop -Manteca Fire District,
City of Manteca, and City of Stockton Creating the San Joaquin County
Regional Fire Dispatch Authority (SJCRFDA)
MEETING DATE: July 15, 2015
PREPARED BY: Fire Chief
RECOMMENDED ACTION: Adopt resolution authorizing City Manager to
execute Joint Exercise of Powers Agreement
between the City of Lodi, Lathrop -Manteca Fire
District, City of Manteca and City of Stockton creating the San Joaquin County Regional Fire
Dispatch Authority (SJCRFDA).
BACKGROUND INFORMATION: The City of Stockton retained Management
Partners Consulting in 2013 to review and provide
recommendations for gaining possible efficiencies
in Fire Department Dispatch Services. The December 2013 Management Partners "Stockton
Regional Fire Threshold Analysis" (Attachment A) recommended that the City seek regional
partnerships in providing fire and emergency dispatch services. Specifically, recommendation
#6 of the report recommended the creation of a Joint Powers Authority (JPA) comprised of
regional governmental agencies to govern and provide for fire and emergency dispatch
services.
The Stockton Fire Department was tasked to survey potential members of a regional fire
dispatch joint powers authority (JPA) to determine cost sharing, performance objectives and
governance structures that would need to be achieved to contract with the Stockton Emergency
Communications Division (ECD) as the provider of fire dispatch operations.
A JPA review and formation group was formed with the fire chiefs from the Lathrop -Manteca
Fire District, City of Lodi, City of Manteca, City of Stockton and City of Tracy.
The results of the work performed by the group culminated in the development of the Joint
Exercise of Power Agreement between all of the above agencies except the City of Tracy. The
City of Tracy is currently evaluating a later entry date into the JPA. If approved by all four
governmental agencies, the JPA would be effective 30 days from adoption by all four agencies
and after the documents have been filed with the California Secretary of State Office.
It is currently contemplated, and the recommendation from the formation group that the City of
Stockton provide contract services to the JPA for emergency and non -emergency dispatch
services under an Operational Agreement between the JPA and the City of Stockton. As a part
APPROVED
Adopt Resolution Authorizing City Manager to Execute Joint Exercise of Power Agreement between City of Lodi,
Lathrop -Manteca Fire District, City of Manteca, and City of Stockton Creating the San Joaquin County Regional Fire
Dispatch Authority (SJCRFDA)
July 15, 2015
Page 2
of the Operational Agreement, the City of Stockton will also be the financial entity for JPA
business management services.
SUMMARY: In 2013, the City of Stockton retained Management
Partners to review and provide recommendations
for gaining possible efficiencies in the Fire
Department Dispatch Services. The December 2013 Management Partners "Stockton Regional
Fire Threshold Analysis" recommended that the City seek regional partnerships in providing fire
and emergency dispatch services.
A JPA review and formation group was formed with the fire chiefs from Lathrop -Manteca Fire
District, City of Lodi, City of Manteca, City of Stockton and the City of Tracy. The group was
facilitated by Management Partners, under contract with Lathrop -Manteca Fire District. The
JPA review and formation group met over a 10 -month period to review the possible benefits of
forming a JPA and then develop a governance structure that meets the needs of the regional
communications dispatch partnership that conforms to the individual agency requirements for
equal representation on the JPA Board of Directors.
The City of Stockton ECD currently provides contract dispatch services to the Lathrop -Manteca
Fire District, City of Lodi and City of Manteca. These agencies have been staunch advocates
for a regional governance model that provides for the delivery of emergency and non-
emergency dispatch services. These agencies desire fair representation in the matters of policy
and fiscal decisions. Under the current contract terms, those decision elements are not
available to these agencies.
The proposed JPA formation under the provisions of Article 1, Chapter 5, Division 7, Title 1
(commencing with section 6500) of the Government Code of the State of California creates a
separate governing authority to administer emergency and non -emergency dispatch services for
member agencies. The JPA will be a legal public entity that is separate from the City of
Stockton and all the member agencies. As a separate public entity, it will be responsible for its
own debts, liabilities and obligations. The City of Lodi will be a party to the JPA for a minimum
of a ten (10) year period. There are currently four agencies initiating the JPA. The JPA, under
a future Operational Agreement with the City of Stockton, would contract to the City of Stockton
ECD for dispatch services.
The JPA governance structure provides for equal representation by each of the voting member
agencies. The City of Lodi would appoint the Fire Chief as the City Representative to the JPA
and Lathrop -Manteca Fire District, City of Lodi, City of Manteca, and City of Stockton would
each appoint their fire chiefs as their representatives to the JPA Board. The JPA Board
membership will be limited to the four original agencies and can include additional qualifying
public agency members such as the City of Tracy, if they are a public agency and meet specific
criteria that will be established by the JPA Board. The majority of the JPA Board members must
approve any further expansion of the JPA Board. The JPA Board must conform to the Ralph M.
Brown Act (Chapter 9 of Part 1 of Division 2 of Title 5 of the Government Code of the State of
Adopt Resolution Authorizing City Manager to Execute Joint Exercise of Power Agreement between City of Lodi,
Lathrop -Manteca Fire District, City of Manteca, and City of Stockton Creating the San Joaquin County Regional Fire
Dispatch Authority (SJCRFDA)
July 15, 2015
Page 3
California (§§ 54950-54961) and all legal and financial requirements of a governmental agency
in the State of California.
The JPA would be responsible to provide emergency and non -emergency dispatch services to
member agencies and any contracting entities. The JPA review and formation group will be
recommending that the newly formed JPA contract with the City of Stockton to provide
emergency and non -emergency dispatch services under an Operational Agreement between
the JPA and the City of Stockton. The City of Lodi Fire Department would contract for
emergency and non -emergency dispatch services through the JPA as a member agency. The
members of the JPA are essentially reimbursing the City of Stockton for the cost of operating
the ECD.
The JPA Board could engage additional fire agencies for contract dispatch services. If other
agencies become interested, the JPA Board would be responsible to confer with the member
agencies to study any cost impacts to providing services to additional agencies. If the additional
JPA contracting agencies cause an increase in costs to occur, the JPA would assess
appropriate fees to the subsequent contract agencies to provide sufficient funding for those
dispatch services.
The City of Stockton retains ownership of the ECD building, communications equipment and
employment of the employees working in ECD. The management of the ECD remains with the
City of Stockton, under the Fire Department's Fire Chief. The services provided by the ECD to
the JPA will be performance based in accordance to the national standards for fire and
emergency medical services and standards of the Advanced Life Support Agreement with the
San Joaquin County Emergency Medical Services Agency. The ECD Dispatch Center Manager
will be the Chief Operating Officer (COO) for the JPA and provide performance reports and
business information to the JPA Board.
Once formed, the JPA Board of Directors will form a Transition team to work with the member
agencies to develop the formal processes and agreements for an orderly transfer or sharing of
any equipment, assets or funds as deemed necessary for the efficient operations of the JPA
member organizations.
FISCAL IMPACT: There are no major costs associated with the
approval of the Joint Exercise of Powers
Agreement (JPA) (Attachment B). Any initial costs
associated with the development of the JPA and the Operations Agreement will be shared by
the member agencies as determined and approved by the Board.
The Joint Exercise of Power Agreement (JPA) will be effective thirty (30) days from adoption by
all four governmental agencies and after the documents have been filed with the California
Secretary of State Office. A San Joaquin County Regional Fire Dispatch Authority (Authority)
preliminary budget for the initial fiscal year will be adopted within sixty (60) days after the first
meeting of its Board. The budget will include projected revenues and general administrative
expenses, operating expenses and necessary reserves of the Authority. Operating revenues
Adopt Resolution Authorizing City Manager to Execute Joint Exercise of Power Agreement between City of Lodi,
Lathrop -Manteca Fire District, City of Manteca, and City of Stockton Creating the San Joaquin County Regional Fire
Dispatch Authority (SJCRFDA)
July 15, 2015
Page 4
and expenditures will be allocated among members of the Authority in the amounts necessary
to cover the annual budget in accordance with a cost -allocation formula adopted by the Board.
Under the proposed Operational Agreement, ECD's operating budget will be the basis of the
Authority's annual budget. Additionally, administration and overhead, indirect costs, capital
equipment and improvements, contingencies and reserves will be incorporated in ECD's annual
budget. Each member and any outside entity's share of contribution to cover the Authority's
annual budget will be determined and evaluated annually based on the following cost allocation
formula associated with Dispatch Service Calls (DSC):
Total # of DSC of Member or Ent _ % Share of Contribution
Total # of DSC of all Members & Entities
This cost allocation formula will allow full payment of costs associated with dispatch services
provided to each member or outside entity including the new budget items such as capital
equipment. As recommended in the Threshold Analysis Report, if the City of Stockton
continues providing Dispatch Services for the SFD and other contracting agencies, significant
investment in technology and equipment is necessary to replace and upgrade obsolete and
deteriorating dispatch equipment. The FY2015-16 approved ECD budget includes an allocation
of approximately $500,000 for necessary computer dispatch equipment/technology replacement
and upgrades. Details of the Operational Agreement and the budget will be presented
separately to the Stockton City Council for approval in fall, 2015.
FUNDING AVAILABLE: Fiscal Year 2015/16 budget includes $225,000 for contracted
dispatch services (10041000.72499).
Jordan Ayers
Deputy City Manager/Internal Services Director
Attachment A - Stockton Regional Fire Threshold Analysis Report
Attachment B -Joint Exercise of Power Agreement
City of Stockton
Stockton Regional Fire Dispatch
Threshold Analysis
Management
Partners
December 13, 2013
Mr. Jeff Piechura
Fire Chief
City of Stockton
425 N. El Dorado St
Stockton, CA 95202
Dear Chief Piechura:
Management Partners is pleased to transmit this threshold analysis of regional fire dispatch
options as the City of Stockton considers next steps to reduce the General Fund contribution to
its fire dispatch operation. The report describes, at a high level, existing options for fire
dispatch operations in San Joaquin County. It suggests the major urbanized fire agencies may
be interested in the development of an independent joint powers authority (JPA) that would
either contract with the City of Stockton for regional fire dispatch services or would take over
providing the services. Cost, governance and performance standards would be the most
influential factors for moving forward in such an endeavor.
The fire and emergency medical dispatch system in San Joaquin County is characterized by a
relatively high level of regional service provision, which is a net benefit from the standpoint of
obtaining economies of scale in the delivery of the service. The two major fire dispatch service
providers are the City of Stockton, which provides services to the City of Stockton as well as the
City of Manteca and four fire districts, and a consortium of users that contract with a dispatch
service, LifeCom. LifeCom is owned by the County ambulance service provider, American
Medical Response (AMR). The contract with LifeCom is administered by a JPA formed by 16
fire and emergency medical service providers.
There is a fairly significant difference between the two regional providers. Stockton serves a
primarily urbanized area with many more total calls for service, and it is a part of a public
agency. LifeCom adapted fire dispatch functions from an emergency medical service
environment and while it serves more entities than Stockton, they are primarily rural with low
call volumes with one exception, the City of Tracy. LifeCom is a private business operating
under contract with the County (for emergency medical dispatch) and the JPA for fire dispatch.
The Stockton dispatch system services approximately 50,000 calls per year, while LifeCom
handles approximately 23,000. There are other differences as well: the Stockton system has
adopted and monitors performance standards while LifeCom has not. Costs also differ.
Stockton's costs are considerably higher than reported for LifeCom, but LifeCom also benefits
from revenue support derived from the AMR ambulance business.
1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 8615400 • FAx 513 8613480 MANAGEMENTPARTNERS.COM
2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAx 408 453 6191
3152 RED HILL AVENUE, SUITE 210 0 COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAx 408 453 6191
Mr. Jeff Piechura
Page 2
The report concludes there is insufficient information to assess the capability of the current JPA
(Joint Radio Users Group or JRUG) to meet the fire call handling dispatch performance
requirements that would likely be required by the City of Stockton and the member agencies to
whom it currently provides fire dispatch services, as well as relatively more urbanized areas
such as Tracy. Based on this analysis Management Partners believes that more urbanized areas
may find cooperation with the Stockton regional system to be beneficial. The report
recommends that the City conduct further analysis regarding Stockton Fire Dispatch
operational technology and capital equipment needs and funding options, as well as staffing
costs that would be required for the Stockton Emergency Communications Division (ECD) to
serve as a larger regional dispatch operation. Such a step would reduce the City General Fund
support of fire dispatch operations between $400,000 and $600,000 annually.
Implementation steps would include soliciting letters of interest from potential member
agencies. Should sufficient interest be expressed, a working group should be established to
confirm technology needs, develop capital and operational cost estimates, recommendations for
administrative responsibilities in support of a JPA and an acceptable governance structure.
Management Partners estimates that such a work program would require about 18 months for
completion.
Management Partners also recommends that the City of Stockton and other larger fire dispatch
agencies within the county meet with San Joaquin County Emergency Medical Services (EMS)
regarding the next EMS bid process. Regional systems providing both EMS and fire dispatch
services are becoming more common as public agencies try to improve cost effectiveness. It is
possible that a regional system larger than either JRUG or the Stockton system could emerge
from this process, although it would require bridging the difference between dispatching
standards, especially regarding fire calls. Participation would also serve to provide
transparency regarding the relationship between fire dispatch costs (for 16 local agencies) and
ambulance revenues (countywide).
Sincerely,
Gerald E. Newfarmer
President and CEO
1
Threshold Analysis
Table of Contents Management Partners
Table of Contents
ExecutiveSummary..................................................................................................................................1
Background................................................................................................................................................4
Overview of Fire Dispatch in San Joaquin County.....................................................................
4
StocktonFire Dispatch................................................................................................................5
ProjectApproach.......................................................................................................................................8
Interviews..........................................................................................................................................
8
Documents........................................................................................................................................
9
PeerAgency Comparisons............................................................................................................10
Governance...............................................................................................................................11
Fire Dispatch Performance Standards......................................................................................12
Peer Agency Budget, Call Volumes and Staffing.....................................................................14
Regional Fire Dispatch Options...........................................................................................................17
Stockton ECD Technology and Capital Needs..........................................................................17
Alternative Stockton Fire ECD Location..................................................................................19
Implications for Regional Fire Dispatch...................................................................................19
Alternative Fire Dispatch Options...............................................................................................
21
Option 1: Existing Stockton ECD Semi -Regional Dispatch with Full Cost Recovery from
ContractAgencies.....................................................................................................................
21
Option 2: New Semi -Regional Fire Dispatch JPA (existing Stockton ECD contract agencies
plus the cities of Tracy and Lodi) under contract with Stockton ECD for Fire Dispatch
Services.....................................................................................................................................
25
Option 3: New Regional Fire Dispatch JPA (Stockton ECD and All County Fire Agencies)
30
Option 4: Fire Dispatch Services Provided Under Contract with JRUG.................................35
Conclusion................................................................................................................................................
39
Attachment — Summary of Recommendations..................................................................................40
Threshold Analysis
Table of Contents Management Partners
Tables
Table 1. Alternative Fire Dispatch Options Annual Revenue and Expenditure Projections.2
Table2.
JRUG Member Agencies......................................................................................................4
Table 3.
Stockton ECD Call Volume FY 2012-13.............................................................................6
Expected Annual Expenditures for Option 2.................................................................27
Table 4.
Possible Stockton Staffing Structure Under a 12 -Hour Shift Schedule ......................
7
Table 5.
Regional Peers General Information...............................................................................11
Semi -Regional Fire Dispatch JPA Under Contract with Stockton ECD(with the
Table 6.
Regional Peers Governance Structures...........................................................................11
addition of the Cities of Tracy and Lodi)........................................................................27
Table 7. Dispatch Call Handling Standards..................................................................................12
Table 8. Fire Call Handling Standards and Actual Performance for FY 2012-13 ....................13
Table 9. Emergency Call Volumes and Expenditures..................................................................14
Table 10. AMR Emergency Ambulance Rates.................................................................................15
Table 11. Charges for Calls and Revenue for the Stockton ECD and Peer Agencies ..............16
Table12. Peer Staffing and Workload..............................................................................................16
Table 13. Additional Operating Costs Needed for Proper Replacement Schedule of Capital
Itemsfor ECD.......................................................................................................................18
Table 14. One -Time Replacement Costs for Current Operations................................................18
Table 15. Capital Equipment Replacement Needs Prior to Expanding Dispatch Services ....20
Table 16. Current Operations Compared with Option 1 (Existing Stockton ECD Semi -
Regional Dispatch with Full Cost Recovery from Contract Agencies) ..................... 23
Table 17. Changes in Cost for Each Participant Under Option 1 .................................................23
Table 18.
Changes in Call Volumes between Current Operations and Option 2 .....................26
Table 19.
Expected Annual Expenditures for Option 2.................................................................27
Table 20.
Current Stockton ECD Operations Compared with Option 2 (New Expanded
Semi -Regional Fire Dispatch JPA Under Contract with Stockton ECD(with the
addition of the Cities of Tracy and Lodi)........................................................................27
Table 21.
Changes in Estimated Participant Costs Under Option 2 ............................................28
Table 22.
Changes in Call Volumes Between Current Operations and Option 3 ....................30
Table 23.
Expected Annual Expenditures for Regional Fire Dispatch Services ........................31
Table 24.
Current Operations Compared with Option 3 (Regional Fire Dispatch JPA - All
CountyAgencies)................................................................................................................32
Table 25.
Change in Estimated Participant Costs Under Option 3 ..............................................33
Table 26.
Current Operations Compared with Option 4...............................................................36
ii
Threshold Analysis
Table of Contents Management Partners
Figure
Figure 1. Percent of Calls vs. Revenue Support for Stockton ECD.............................................22
iii
Threshold Analysis
Executive Summary Management Partners
Management Partners was retained in FY 2011-12 to assist with the
project management of the City of Stockton's pre -bankruptcy mediation
proceedings. The contract was subsequently amended to include
providing assistance in managing the City's bankruptcy proceedings. As
part of this contract, we were also tasked with reviewing the City's
operations to identify direct cost savings opportunities and streamlining
and efficiency improvements which would result in savings or a
reallocation of resources when implemented. In June 2013, the City
Manager conveyed a range of recommendations to the Stockton City
Council, which included the following recommendation as a possible
path to reduce City fire dispatch costs:
Authorize the initiation of discussions with San Joaquin fire
agencies, the existing JPA (Joint Radio Users Group — JRUG),
San Joaquin County and other local regional fire dispatching
agencies to determine the feasibility, costs, parameters and
efficiencies of participation in an existing or new entity to
provide fire dispatch services to the City.
The City Council approved the recommendation and Management
Partners (in consultation with City fire staff) initiated a review and
threshold analysis of regional dispatch options. This report presents the
results of this analysis as well as four recommendations regarding next
steps for the City of Stockton Fire Emergency Communications Division
(Stockton ECD).
During our review and analysis, we met with representatives of various
fire agencies throughout San Joaquin County, County Emergency
Management Systems (EMS), the Joint Radio Users Group (JRUG)
Executive Board, LifeCom (the American Medical Response affiliate
responsible for providing dispatch operations to JRUG) and City
communications staff from both the Fire and Information Technology
Departments.
Important themes and issues emerged from these interviews which have
informed this threshold analysis and our recommendations. While we did
Threshold Analysis
Executive Summary Management Partners
not meet with every county fire agency or conduct a formal survey
regarding fire dispatch performance, the following perspectives obtained
through our interviews and discussion with the larger, more urban fire
agencies will influence the eventual course to be pursued by the City of
Stockton Fire Department.
1. There were varying opinions among fire agencies (DRUG members
and non-members) regarding the performance of LifeCom (under
contract with JRUG) as a fire dispatch operation. Neither JRUG nor
LifeCom provided fire call handling performance information. Some
believed the performance to be satisfactory to their needs, while
others did not believe that LifeCom provided experienced fire
dispatch personnel sufficient to meet the performance required of
urban fire dispatch operations.
2. Some fire agencies expressed strong interest in pursuing an
alternative regional fire dispatch option even if the costs were greater
than those of JRUG, but only through an independent joint powers
authority where they could participate equitably in operational and
governance considerations.
3. The City of Stockton would need to invest significantly in technology
and equipment upgrades to provide expanded regional fire dispatch
operations beyond its current member agencies. However, a financial
strategy for accomplishing this through potential assistance or
reimbursements from an expanded semi -regional fire dispatch agency
(JPA) under contract with Stockton ECD could likely be achieved.
Table 1 summarizes the four options identified in this threshold analysis
and compares them with current operations.
Table 1. Alternative Fire Dispatch Options Annual Revenue and Expenditure Projections
2
Net
Change from
OperatingEstimated
Total
General
Current 40
Fire Dispatch Options
Budget
Revenue Support2
Support
Existing Semi -Regional Fire Dispatch by Stockton ECD
$2,268,496
$371,3421 $1,897,154
N/A
Option 1
Existing Semi -Regional Dispatch with Full Cost
Recovery from Contract Agencies
$2,333,778
$648,4403 $1,685,338
($211,816)
Option 2
New Semi -Regional Fire Dispatch JPA under contract
with Stockton ECD (existing Stockton member
agencies plus the Cities of Tracy and Lodi)
$2,572,811
$1,074,3314 $1,498,480
($398,674)
2
Threshold Analysis
Executive Summary Management Partners
1Revenue for "existing operations" comes from charges per call and from an assessed value formula for services provided.
z General Fund Support is the net cost to Stockton's General Fund.
3 Revenue for Option 1 is obtained by calculating the full cost of providing service to contract agencies per call and charging that
amount.
4 Revenues for Options 2 and 3 are calculated by charging the full cost per call for all member agencies of a new JPA except for
Stockton whose costs are captured in the General Fund Support column
Each of these options is described in more detail in the section of this
report entitled Alternative Fire Dispatch Options. This threshold analysis
suggests that if the City of Stockton is not prepared to accept the fire call
handling dispatch operational performance provided by LifeCom under
contract with JRUG, then Management Partners recommends the
following next steps:
1. Improve the current Stockton ECD operation by increasing the annual
allocation to the internal service fund (ISF), which supports fire
communications needs.
2. Ensure full cost recovery from existing Stockton ECD member
agencies by increasing the costs per call to reflect the true cost of
providing the service.
3. Complete an in-depth technology and equipment analysis to
determine the financial investment that would be required for
Stockton ECD to serve as regional dispatch provider under contract
with an independent JPA.
4. Formally survey potential members of a regional fire dispatch joint
powers authority (JPA) to determine cost and performance objectives
that would need to be achieved in order to contract with Stockton
ECD as the provider of fire dispatch operations.
Total General
angel
Curren
7-ral
Operating Fund
FuGene
Fire Dispatch Options
et Revenue Suppor t2
Su 0 rt
SUDDort
Option 3
New Regional Fire Dispatch JPA under contract with
Stockton ECD (Stockton ECD and All County Fire
Agencies)
$2,866,985 $1,567,3984 $1,299,587
($597,567)
Option 4
Fire Dispatch Services Provided Under Contract with
JRUG
$751,124 $78,221 $672,903
($1,224,251)
1Revenue for "existing operations" comes from charges per call and from an assessed value formula for services provided.
z General Fund Support is the net cost to Stockton's General Fund.
3 Revenue for Option 1 is obtained by calculating the full cost of providing service to contract agencies per call and charging that
amount.
4 Revenues for Options 2 and 3 are calculated by charging the full cost per call for all member agencies of a new JPA except for
Stockton whose costs are captured in the General Fund Support column
Each of these options is described in more detail in the section of this
report entitled Alternative Fire Dispatch Options. This threshold analysis
suggests that if the City of Stockton is not prepared to accept the fire call
handling dispatch operational performance provided by LifeCom under
contract with JRUG, then Management Partners recommends the
following next steps:
1. Improve the current Stockton ECD operation by increasing the annual
allocation to the internal service fund (ISF), which supports fire
communications needs.
2. Ensure full cost recovery from existing Stockton ECD member
agencies by increasing the costs per call to reflect the true cost of
providing the service.
3. Complete an in-depth technology and equipment analysis to
determine the financial investment that would be required for
Stockton ECD to serve as regional dispatch provider under contract
with an independent JPA.
4. Formally survey potential members of a regional fire dispatch joint
powers authority (JPA) to determine cost and performance objectives
that would need to be achieved in order to contract with Stockton
ECD as the provider of fire dispatch operations.
Threshold Analysis
Background Management Partners
Overview of Fire Dispatch in San Joaquin County
Prior to 2006, the City of Stockton provided fee-based dispatching
services for all fire agencies and ambulance services in the San Joaquin
County from their fire dispatch facility. As dispatching fees from the City
continued to rise, a majority of the fire agencies in San Joaquin County
migrated to the LifeCom operation for a much lower cost than they were
paying the City of Stockton. The fire agencies formed JRUG, a JPA to
handle dispatch billings to each agency and to make a single monthly
payment to LifeCom on their behalf. JRUG also handles all radio
infrastructure maintenance and purchasing via a $5.00 per emergency call
assessment. LifeCom currently provides fire and EMS dispatching for the
following 16 agencies. Table 2 provides an overview of each agency in
JRUG.
Table 2. JRUG Member Agencies
RUG Member Agency
Form of Government
Staffing
Ambulance Service
Provider
Municipal Fire
City of Tracy Fire Department'
Department
Full-time Staff
AMR
Clements Rural Fire Protection District
Fire Protection District
Volunteer
AMR
Collegeville Rural Fire Protection District
Fire Protection District
Volunteer
AMR
Escalon Community
Escalon Consolidated Fire Protection District
Fire Protection District
Combination
Ambulance
Escalon Community
Farmington Fire Protection District
Fire Protection District
Volunteer
Ambulance
French Camp -McKinley Fire Protection
District
Fire Protection District
Combination
AMR
Manteca District
Lathrop -Manteca Fire Protection District
Fire Protection District
Combination
Ambulance Service
Liberty Rural County Fire Protection District
Fire Protection District
Combination
AMR
Linden -Peters Rural County Fire Protection
Combination
AMR
Fire Protection District
District
4
Threshold Analysis
Background Management Partners
RUG Member Agency
Form of GovernmentT
Staffing
Ambulance Service
Provider
Volunteer
Manteca District
Manteca District Ambulance Service
Non -Profit
Ambulance Service
Mokelumne Rural County Fire District
Fire Protection District
Combination
AMR
Montezuma Fire Protection District
Fire Protection District
Combination
AMR
Combination
Ripon Consolidated
Ripon Consolidated Fire Protection District
Fire Protection District
Fire Protection District
Thornton Rural Fire Protection District
Fire Protection District
Combination
AMR
Waterloo-Morada Rural County Fire
Full-time Staff
AMR
Fire Protection District
Protection District
Woodbridge Rural County Fire Protection
Full-time Staff
AMR
Fire Protection District
District
Source: LAFCo 2011 MSR Rural Fire Protection Districts San Joaquin County report
1Tracy provides fire protection services to the community of Mountain House and the Tracy Rural Fire Protection
District.
Of the 16 JRUG member agencies, 14 are Fire Protection Districts, of
which:
• Two use full-time staff,
Three use volunteer firefighters, and
Nine use a combination staffing structure of both paid full-time
employees and volunteer firefighters.
Stockton Fire Dispatch
Stockton's fire dispatch center was constructed in 1995 and was designed
as a regional dispatch center, with seven workstations for call takers,
dispatchers, and a supervisor. The center dispatches over 49,000
incidents per year and uses up to four workstations at a time. The
Stockton ECD also performs afterhours dispatching for the City's
Municipal Utilities Department.
Stockton ECD provides fire dispatch services for the cities of Stockton and
Manteca and the following four contract fire districts.
• Boggs Tract Fire Protection District,
• Eastside Rural County Fire Protection District,
• Lincoln Rural County Fire Protection District, and
• Tuxedo -Country Club Fire District.
Each of the districts has a standing contract with the City of Stockton for
fire protection and dispatch services. The contract has no end date and
Threshold Analysis
Background Management Partners
can only be terminated with a five-year notice. The contract with the City
of Manteca can be terminated with a 30 -day notice.
The ECD is located at 110 W. Sonora Street (Fire Company No. 2). All of
the other fire agencies in San Joaquin County, with the exception of Lodi,
contract with JRUG. JRUG's operator, LifeCom is owned and operated by
AMR, which also provides ambulance transport services for most, but not
all of the County.
The Lodi Police Department has provided fire dispatch services to the
Lodi Fire Department since 2009 after transitioning from Stockton ECD.
The Fire Department serves a population of approximately 63,000.
LifeCom is required by the County Emergency Medical Services Agency
(EMSA) to perform emergency medical dispatch (EMD). However,
Stockton's ECD performs the dispatching of fire apparatus to fire and
EMS calls (if required), but they do not dispatch ambulances (with rare
exceptions). The breakdown of calls handled by Stockton's ECD for each
entity is listed in Table 3.
Table 3. Stockton ECD Call Volume FY 2012-13
Jurisdid"I..
Medical
Non-Meclicalr�
City of Stockton Fire Department
I 28,929
I 6,883
I 35,812
72.2%
Stockton Municipal Utilities Department
0
3,935
3,935
1 7.9%
Boggs Tract Fire Protection District
63
14
77
0.2%
Eastside Rural County Fire Protection District
I 1,851
528
I 2,379
4.8%
Lincoln Rural County Fire Protection District
635
184
819
1.7%
City of Manteca
3,968
1,759
5,727
11.5%
Tuxedo -Country Club Fire District
702
140
842
1.7%
Total
36,148
13,443
49,591
100.0%
1 Medical calls are EMS -related calls to which fire paramedics and equipment are dispatched.
2 Non-medical calls are fire suppression or other non -EMS related calls.
The data in Table 3 include calls that are related to fire and EMS incidents
to which fire personnel and equipment are dispatched. The majority of
these calls (72.2%) are attributable to the dispatch of the Stockton Fire
Department.
C -I
Threshold Analysis
Background Management Partners
Stockton ECD Staffing
To respond to 49,591 calls per year, Stockton currently has 14 authorized
full-time equivalent (FTEs) employees in the ECD. The ECD currently
operates on a 24-hour shift schedule, but is considering the benefits of
migrating to a 12 -hour shift schedule. Stockton staff estimates that it may
be possible to transition to a 12 -hour shift schedule with no change in
service level or staffing levels. Table 4 provides a listing of a possible
staffing structure under a 12 -hour shift schedule.
Table 4. Possible Stockton Staffing Structure Under a 12 -Hour Shift Schedule
The staffing level for 12 -hour shifts would allow for four shifts with:
One supervisor per shift,
Two fire telecommunicator positions per shift
Two floater fire telecommunicator positions
Current response times (performance levels) are discussed later in this
report. Staff does not estimate that they would change as a result of a
transition from a 24-hour to a 12 -hour shift schedule.
7
OperationsStaff Current
Fire Telecommunications Supervisors
4
Fire Telecommunicator II
10
Total FTEs
14
The staffing level for 12 -hour shifts would allow for four shifts with:
One supervisor per shift,
Two fire telecommunicator positions per shift
Two floater fire telecommunicator positions
Current response times (performance levels) are discussed later in this
report. Staff does not estimate that they would change as a result of a
transition from a 24-hour to a 12 -hour shift schedule.
7
Threshold Analysis
Project Approach Management Partners
Interviews
Two primary parameters, cost and performance, were considered when
we analyzed fire dispatch options for the City of Stockton. While cost is a
critical factor, another is the level of service Stockton might receive for the
price it is willing to pay if it contracts with another entity for fire
dispatch. This section describes our approach to gathering information,
which informed our recommendation and analysis, as well as a brief
comparison of Stockton's ECD and selected peers.
The scope of this project did not provide for interviews or surveys of
every stakeholder who may have an interest in fire dispatch in San
Joaquin County. Rather, we focused on a select number of interviews in
order to provide an overview of dispatch options and factors which will
need to be considered by the City of Stockton. Interviews included the
following:
• General Manager, San Joaquin County Operations & LifeCom
Communications (AMR)
• Director of Communications — EMS & Fire Dispatch (AMR)
• Ripon Fire District Fire Chief (DRUG Executive Board)
• Montezuma Fire District Fire Chief (JRUG Executive Board)
• Mokelumne Rural Fire District Fire Chief (JRUG Executive Board)
• City of Tracy Fire Division Chief
• City of Manteca Fire Chief and Battalion Chief
• City of Lodi Fire Chief
• San Joaquin County EMS Administrator
• Director, Redwood Empire Dispatch Communications Authority
(REDCOM) Fire & EMS Dispatch (AMR)
• City of Stockton Fire Chief and ECD staff
• City of Stockton Police Department and Information Technology
Department staff
H.
Threshold Analysis
Project Approach Management Partners
General themes that emerged as a result of the interviews included:
1. Varying opinions about the performance of LifeCom as a fire dispatch
operation. Some entities (typically smaller fire districts) expressed
satisfaction with their fire dispatch performance, while larger entities
with more active or complex fire dispatch needs believed LifeCom
did not provide the depth of experience required to meet their
performance standards.
2. General concerns about the training of LifeCom dispatching
personnel in fire call handling and the lack of in-depth knowledge of
San Joaquin County geography required to support fire dispatch.
3. Receptivity by the JRUG Executive Board and LifeCom to meeting
with Stockton and discussing the provision of fire dispatch to the city.
Specific terms and conditions were not discussed, although there was
agreement that the current costs of service would be the same for
Stockton through the end of the current contract with LifeCom in
2016.
4. A lingering, and in some cases, strong distrust of the City of Stockton
based on the regional dispatch service provided by the City until
2006. The distrust was not based on service, but rather on cost,
governance, and interagency communication.
5. Strong interest by some of the larger fire agencies in not joining JRUG
for fire dispatch services based on unsatisfactory views of LifeCom
performance, experience, and lack of responsiveness to improve
operations, in spite of the lower cost.
6. Interest by some of the larger fire agencies in possibly contracting
with Stockton Fire for fire dispatch services through a JPA, depending
on cost and governance considerations.
Documents
Management Partners reviewed a range of documents as part of our
analysis, including:
• Fire dispatch standards, locally and nationally
• City of Stockton ECD budget and fire call handling performance
• San Joaquin County Local Agency Formation Commission
(LAFCo) Municipal Services Review regarding rural fire
protection districts
• Grand Jury Reports regarding emergency dispatch protocol in San
Joaquin County
• San Joaquin County EMS policies
Threshold Analysis
Project Approach Management Partners
• REDCOM FY 2013-14 Annual Budget and actual fire call handling
performance measures
• REDCOM JPA Agreement
• REDCOM fire/EMS dispatch contract with AMR
• JRUG Annual Budget
• JRUG JPA Agreement
• JRUG Contract and addendum for dispatch services with
AMR/LifeCom
• AMR/LifeCom contract with San Joaquin County for EMS
dispatch
Management Partners requested fire dispatch performance measures,
staffing information, and budget information regarding the actual cost of
providing dispatch services from LifeCom; however, none of the
information was provided.
Peer Agency Comparisons
To help inform our analysis, Management Partners sent a survey to the
following agencies to gather basic fire dispatch budget, performance and
staffing information.
• Joint Radio Users Group (JRUG)
• Redwood Empire Dispatch Communications Authority
(REDCOM) - A JPA located in Sonoma County under contract
with AMR to provide fire and EMS dispatch services to 31
agencies including cities, fire protection districts, community
service districts providing fire protection services, and public and
private ambulance providers.
• Sacramento Regional Fire EMS Communications Center
(SRFECC) - A JPA providing EMS and Fire dispatch with public
employees to nearly all of Sacramento County and parts of Placer
County.
• Stanislaus Regional 911 (RS911) - SR911 is a JPA between the City
of Modesto and Stanislaus County which provides Fire and law
enforcement dispatch services to 22 agencies within the County.
SR911 is staffed by public Employees from Stanislaus County.
• Santa Cruz Regional 911
• Alameda County Regional Emergency Communication Center.
Santa Cruz Regional and Alameda County Regional declined to
participate and JRUG provided only partial responses.
Table 5 provides general peer information from the responding agencies.
10
Threshold Analysis
Project Approach Management Partners
Table 5. Regional Peers General Information
IndicatorsKey
Cost Recovery Methodology and Governance Structure
Stockton
•
rates for EMS and non -EMS related calls. Some agencies pay for fire dispatch along with other services
Service Population
407,383
220,189
480,000
1,366,444
404,716
Governance Model
Municipal
JPA
JPA
JPA
JPA
In-house or Contracted Operations
In-house
Contracted
Contracted
In-house
In-house
Private or Public Employees
Public
Private
Private
Public
Public
Service Calls Dispatched
Fire
Fire
Fire, EMS
Fire, EMS
Fire, Police, Sheriff
Fire Dispatch Performance Standards?
Yes
No
Yes
No
No
Two peer agencies (SRFECC and SR911) perform dispatch services in-
house with public employees. The other two peer agencies (JRUG and
REDCOM) provide dispatch services through a contract with AMR, who
uses non-public employees to provide dispatch services. Of the four
peers, only REDCOM has adopted and therefore reported performance
standards for fire call handling.
Governance
Each peer agency analyzed is governed slightly differently in terms of
cost recovery methodology and governance structure. Table 6 describes
the differences among the peer agencies.
Table 6. Regional Peers Governance Structures
Agency
Cost Recovery Methodology and Governance Structure
Stockton
Cost Recovery: ECD receives support from the City's General Fund and charges different cost per call
rates for EMS and non -EMS related calls. Some agencies pay for fire dispatch along with other services
provided by the City of Stockton through a calculation involving a portion of ad valorem revenue.
Governance Structure: Stockton provides fire dispatch through a contract to other agencies. The City is
responsible for operational decisions about fire dispatch.
JRUG
Cost Recovery: JRUG charges member agencies separate rates for fire dispatch and EMS calls in addition
to a flat fee per call based on a contract negotiated with LifeCom (AMR). (AMR management
acknowledges that ambulance revenues offset some portion of fire dispatch costs.)
Governance Structure: JRUG is a JPA that contracts fire dispatch services through AMR/LifeCom. The
Board consists of one representative (a director) from each member agency. Each director has one vote
when determining policy decisions.
REDCOM
Cost Recovery: REDCOM charges the same cost per call rate for all calls dispatched to each member
agency of the JPA. REDCOM also levies a tiered base fee determined by the annual call volume of each
member agency. (REDCOM contracts with AMR for fire and EMS dispatch.)
Governance Structure: REDCOM is governed by a seven member Board of Directors with a complex
representation structure from member agencies.
11
Threshold Analysis
Project Approach Management Partners
Agency
Cost Recovery Methodology and Governance Structure
SRFECC
Cost Recovery: SRFECC member agencies divide operating costs based upon each respective agency's
Association (NFPA)
percentage share of call volume.
Governance Structure: SRFECC provides a weighted vote for member agencies in policy decisions
equivalent to the percentage of overall call volume.
SR911
Cost Recovery: The JPA between the City of Modesto and Stanislaus County splits dispatching costs based
Number Association
on population. The County made separate agreements with five contracting cities ("cost-sharing
(NENA)
members") to split their dispatching costs by charging them 25% based on population and 75% on
incident count/call volume. The County discounts these five contracting cities 11.6% for their fire
California 9-1-1 Emergency
dispatch. Also, SR911 has separate contracts with Oakdale City Fire and the County's Probation
Communications Division
Department.
Governance Structure: SR911 is administered and governed by a seven -member Commission composed
of elected and appointed officials from Stanislaus County and the City of Modesto.
The differences in cost recovery methodologies and governance
structures within the peer group offer many alternatives. If Stockton were
to become a regional fire dispatch operation through a JPA, new
members would need to consider which of these options (or any
combination thereof) would work best for them.
Fire Dispatch Performance Standards
Management Partners found several organizations that support
emergency dispatch. However, there were only three that readily publish
dispatch call handling standards. The organizations and some related
standards are listed in Table 7.
Table 7. Dispatch Call Handling Standards
Note: NFPA has more detailed standards than those listed in this table; however they are not relevant to the scope of this
project.
12
.. .
National Fire Protection
0 95% of alarms received on emergency lines shall be answered within 15 seconds
Association (NFPA)
0 99% of alarms received shall be answered within 40 seconds
• 80% of emergency alarm processing shall be completed within 60 seconds
• 95% of alarm processing shall be completed within 106 seconds
National Emergency
• 90% of all 911 calls arriving at the Public Safety Answering Point (PSAP) shall be
Number Association
answered within 10 seconds during the busiest hour (the hour each day with
(NENA)
the greatest call volume)
• 95% of all 911 calls should be answered within 20 seconds
California 9-1-1 Emergency
. 100% of 911 calls shall be answered within 10 seconds during the busiest hour
Communications Division
of any shift
Note: NFPA has more detailed standards than those listed in this table; however they are not relevant to the scope of this
project.
12
Threshold Analysis
Project Approach Management Partners
Among the agencies included in this report, only Stockton and REDCOM
provided standards and actual performance. SRFECC and SR911 reported
that they do not track performance of fire dispatch call handling. JRUG
indicated that fire dispatch standards are currently being considered;
however, none were adopted at the time of our research. Table 8 lists the
standards and measures for fire call handling for Stockton and REDCOM.
Table 8. Fire Call Handling Standards and Actual Performance for FY 2012-13
Agency01
... and Actual Performance mm
Stockton ECD1
Goal: 90% of emergency alarms processed shall be within 60 seconds
Actual: 93.9% of emergency alarms processed within 60 seconds
Goal: 95% of emergency alarms processed shall be within 90 seconds
Actual: 97.3% of emergency alarms processed within 90 seconds
REDCOM
Goal: 90% of emergency alarms processed shall be within 70 second S2
Actual: 93% of emergency alarms processed within 60 seconds
Goal: 100% of 911 calls shall be answered within 10 seconds'
Actual: 99.3% of 911calls are answered within 10 seconds
1 Stockton's performance standards are based on NFPA standard 1221, section 7.4.2. In 2013, NFPA updated their goals. While
Stockton has not updated their goals to match this change, their percentage of meeting goals would increase due to the
standard being less stringent.
2This standard is loosely based on NFPA 1221
3 This standard is based on California 911Emergency Communications Division
In FY 2012-13 the Stockton ECD exceeded both the 60 and 90 -second
thresholds for call processing performance standards. REDCOM
exceeded its goal of processing alarms but barely fell short of answering
all calls within its goal of 10 seconds. These data indicate that Stockton
ECD is currently operating at or above nationally recognized standards
for fire call handling and on par with at least one peer agency.
As mentioned previously, JRUG has not adopted fire call handling
standards nor has LifeCom published or provided actual performance.
As a result, it is not possible to compare the standard of service that
would be lost or gained if Stockton were to join JRUG and contract with
AMR for fire dispatch services.
The complexity of fire dispatching varies greatly between urban and rural
areas. Fire dispatch in an urban environment is more likely to have
higher call volumes, multiple and simultaneous responses, more complex
responses often requiring coordinated action with law enforcement,
specialized knowledge when dispatching in response to a hazardous
materials spill, and multi-level structure fires. Rural fire dispatch, on the
13
Threshold Analysis
Project Approach Management Partners
other hand, typically experiences lower call volumes, fewer simultaneous
apparatus responses, and less complexity regarding the type of structures
requiring fire suppression. As a result, fire dispatchers in urban areas
need additional training and more in-depth experience to provide and
meet the performance expected by fire agencies in that type of
environment.
Peer Agency Budget, Call Volumes and Staffing
Table 9 provides an overview of call volumes and expenditure data for
the Stockton ECD and regional dispatch peer agencies. Call volumes
listed below include calls related to fire and EMS incidents to which fire
protection agencies were dispatched. SR 911 call volumes are much
higher as they include law enforcement dispatch in addition to fire.
Table 9. Emergency Call Volumes and Expenditures
IndicatorsKey .
Total Operating and Capital Budget $2,268,4961 $441,996' $3,297,344 $8,003,132
$8,276,476
Total Call Volume 49,5914 23,454 82,176 166,625
328,1625
Cost per Call Estimate $45.74 $18.85' $40.13 $48.03
$25.22
1Stockton ECD FY2013-14 adopted budget
2JRUG's operating and capital budget is reflective of the JPA's operating expenditures, but notAMR's actual operating costs.
3Call volumes include all calls handled by each dispatch center except forJRUG which include only fire related dispatch calls
4 Stockton's call volume includes dispatch calls (fire and non-medical) for the City of Manteca, four fire protection districts, and
Stockton's Municipal Utilities Department.
5 SR911 dispatches fire and law enforcement but not EMS.
6Cost per call is an estimate calculated by dividing an agency's annual budget by the annual call volume.
7 JRUG does not charge $18.85 per call for all member agencies. This cost per call is an estimate calculated by dividing the total
budget by the total call volume.
The "cost per call" should not be considered equivalent to the actual
"charge per call" by a particular agency. For illustrative purposes, the
"cost per call" is the amount estimated to provide dispatch service by a
regional agency for each phone call based on the total budget divided by
the total call volume. The "charge per call" would be the actual amount
an agency bills for each call. These amounts are not always the same due
to a number of factors including not charging for full cost recovery and
differing methods of determining reimbursement for services. For the
purposes of this study, we divided total budgets by total call volume (as
described above).
Stockton's estimated cost per call of $45.74 is between REDCOM's and
SRFECC's cost per call of $40 and $48, respectively. SR911's estimated
cost per call ($25.22) is much lower mainly due to the significantly higher
14
Threshold Analysis
Project Approach Management Partners
call volume and a relatively small staff (for the volume of calls handled).
See Table 12 for staffing detail.
JRUG's cost per call estimate ($18.85, calculated by dividing the operating
budget by total call volume) is the lowest of the peers but it does not
reflect the actual LifeCom operational budget for providing fire dispatch
services to JRUG. Their budget was not provided to Management
Partners.
Management Partners believes that the cost per call estimate obviously
does not reflect the true cost of fire dispatch service as AMR likely
supports and offsets fire dispatch operating costs through its San Joaquin
County EMS contract. Table 10 lists the difference in ambulance
transport rates between Sonoma and San Joaquin counties, both provided
by AMR. It also provides the ambulance rates for the other two peer
agency counties.
Table 10. AMR Emergency Ambulance Rates
Rates onoma County
San JoaquinCounty
Basic Life Support (BLS) Rate
$1,239.62
$1,733.89 40%
Advanced Life Support (ALS) Rate
$1,600.59
$2,033.15 27%
Mileage (per mile)
$34.54
$43.14 25%
Night Charge
$107.20
$143.44 34%
Emergency Charge
$176.55
N/A N/A
Oxygen Charge
$149.98
$126.90 -15%
Average Difference
I 22%
On average, AMR's San Joaquin County rates are 22% higher than in
Sonoma County although there may be some regional cost differences
that account for this. As noted in Table 6, these significantly higher rates,
combined with the seemingly unsustainable, low cost for fire dispatch
charged to JRUG by AMR (see charges listed in Table 11) indicate that
ambulance revenue is offsetting fire dispatch costs for JRUG members.
Stockton residents transported by AMR are therefore helping subsidize
fire dispatch operations for JRUG members through their ambulance
rates.
The support of fire dispatch operations from ambulance transport fees is
not unique however. For example, RECDOM staff indicated that AMR
initially subsidized fire dispatch operations in Sonoma County in the
amount of about $600,000 annually. However, that subsidy is no longer
15
Threshold Analysis
Project Approach Management Partners
in effect and the result is a charge for full cost recovery. The current
charge per call for fire and EMS dispatch for REDCOM members is
approximately $57.
Charges for calls and associated revenue for the Stockton ECD and its
peers are listed in Table 11.
Table 11. Charges for Calls and Revenue for the Stockton ECD and Peer Agencies
Key Indicators Stockton
JRUG REDCOM
Charge per Call to Member $10.75 Medical
$10.95 EMS $571 N/A' N/A'
Agencies $21.49 Non -Medical
$21.90 Fire
Annual Revenue $371,342
$448,215 $3,178,763 $8,003,132 $7,543,189
23,454
82,176
r EDCOM s charge per coli is coicuiarea using a jive- year average of caii volume ano rorai ouager suosiaizea wirn reserves.
2 SRFECC does not track or charge a cost per call to member agencies. Operating cost contributions are a pro -rata share of the total
call volume and total operating costs.
3 SR911 does not track or charge a cost per call. SR911 uses a complex cost-sharing methodology for participating agencies to
recoup operating costs. This cost per call calculation was based upon the FY 2012-13 operating budget and total call volume,
including the influx of law enforcement calls.
Table 12 identifies total call volume and staffing for the Stockton ECD
and its peers.
Table 12. Peer Staffing and Workload
Volume/Staff
StocktonCall
.
Total Call Volume
49,591
23,454
82,176
166,625
328,162
Call -Taker FTEs
N/A
-
N/A
6
3
Dispatcher FTEs
10
-
20
30
36
Supervisor FTEs
3
-
5
7
4
Total FTEs processing calls'
142
-
25
43
43
Calls per staff per year
3542
-
3,287
3,875
7,632
Note: "N/A" = Not Applicable; Hyphen (-) = Information not available
1 Call takers, dispatchers and supervisors all process calls.
z Stockton's FTE count is based on a possible change to a 12 -hour shift schedule instead of their current 24-hour shift schedule.
Similar to the cost per call, workload for Stockton is on par with
RECDOM and SRFECC. Workload for SR911 is much higher due to
higher call volume and relatively small staff. JRUG did not provide
staffing information and therefore their workload could not be
determined.
16
Threshold Analysis
Regional Fire Dispatch Options Management Partners
As a follow-up to the City Council's direction to look at efficiencies to be
gained from contracting with JRUG to reduce fire dispatch costs,
Management Partners analyzed additional fire dispatch models with the
goal of identifying those that would save operating costs and still provide
a level of service acceptable to the City and the community. In
conjunction with City fire staff, the following options were identified for
further analysis:
1. Existing Stockton ECD semi -regional dispatch with full cost
recovery from contract agencies,
2. New expanded semi -regional fire dispatch JPA under contract
with Stockton ECD to provide services to existing contract
agencies with the addition of the cities of Tracy and Lodi,
3. New regional fire dispatch JPA under contract with Stockton ECD
to provide fire dispatch to all County fire agencies, and
4. Fire dispatch services provided by JRUG to Stockton ECD.
Options 2 and 3 include costs to provide administrative and management
support of a JPA by the City of Stockton. These costs were used because
salary and benefit data were readily available; however, such support
could be provided by any JPA member agency.
Stockton ECD Technology and Capital Needs
Should Stockton choose to retain its ECD, according to City and Police
technology staff, technology and equipment needs must be addressed
within the next two to three years. Not doing so will risk even higher
costs or possibly equipment failure. The ECD operates with a variety of
technical machinery and equipment ranging from computer-aided
dispatch (CAD) equipment, radio systems, alerting systems and
telephone systems. Internal service funds (ISF) primarily support these
systems funded by annual allocations from the Stockton Fire Department.
Of course, allocations have been insufficient over the last several years as
a result of the City's financial issues and bankruptcy.
17
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Management Partners worked with Stockton ECD and the Information
Technology Department to determine which capital assets were not
receiving enough annual funding to be replaced at the appropriate time.
Table 13 lists those items and the additional resources needed to meet the
proper replacement schedule to maintain fire dispatch equipment and
technology.
Table 13. Additional Operating Costs Needed for Proper Replacement Schedule of Capital Items for ECD
TechnologyEquipment and
CAD Workstations
$2,100
Replace Motorola Gold Elite Radio System with IP -Based Radio System
$36,364
Zetron Alerting System"
$6,818
Telephone System
$57,143
Logysis CAD Software and Server
$20,000
Total (Net Telephone System)
s
$65,282
The Zetron Alerting System total cost for replacement is $150,000, but only 50% of the cost is the responsibility of the
ECD.
To maintain a proper replacement schedule for capital equipment, City
staff estimates that the ISF requires additional funding of about $65,282
annually. Once the replacement schedule is back on track, this will ensure
that equipment is replaced before the useful life has been exceeded.
In addition to ensuring adequate funding on an ongoing basis, additional
one-time funds will be needed by 2016 to replace the Motorola Gold Elite
Radio System with an IP (Internet Protocol) -based radio system. The
current system is over 10 years old and in 2016 it will no longer be
supported by the vendor. In addition, the Sheriff has already upgraded to
an IP system and can only communicate with Stockton on one older
system it left in place for that purpose. Eventually however that system
will be eliminated.
The City will also need to replace the CAD workstations and telephone
system in the next few years; however since the ISF is not sufficient for
the replacement when these systems reach end of life status, additional
one-time amounts will be needed to purchase these systems. The
estimated amounts to replace these systems are listed below in Table 14.
Table 14. One -Time Replacement Costs for Current Operations
Technology.Equipment and
..
5 CAD Workstations
$16,665
Replacement of the Motorola Gold Elite Radio System"
$350,000
Telephone System
$200,000 to $400,000
Total
$566,665 to $766,665
18
Threshold Analysis
Regional Fire Dispatch Options Management Partners
1 The replacement of the Motorola Radio system is estimated to be $50,000 per system and $100,000
for the "switch" that allows them to communicate.
The equipment detailed above would allow Stockton to continue current
operations without adding capacity.
Recommendation 1. Confirm technology replacement
schedule needs and funding requirements and increase
the annual allocation to the internal service fund.
Alternative Stockton Fire ECD Location
As part of our analysis, Management Partners had an opportunity to tour
the new Police Dispatch Center located at the Stuart Eberhardt Building
(SEB). This modern facility was in stark contrast to the existing Fire ECD
in terms of ambience, layout, and functionality. While outside the scope
of this analysis, there appeared to be space available to house the Fire
ECD in an alternative location which would provide a much better
environment for fire dispatch employees as well as opportunities for
cross -training, and efficiencies regarding initial call -taking and
supervisory oversight. If the Police Department agreed that space was
indeed available and there were efficiencies to be achieved, the capital
costs for moving the Stockton ECD to this facility would need to be
analyzed and estimated. This would likely also have to include the cost
of maintaining a secondary emergency operations back-up center at Fire
Station 1.
Recommendation 2. Analyze the costs and benefits of
moving the Fire ECD to the Police Dispatch Center in
conjunction with any steps to implement a regional fire
dispatch operation.
Implications for Regional Fire Dispatch
While the ECD must invest an additional $65,282 annually (Table 13) to
keep up with the replacement schedule, any plans for further
regionalization will require an investment of $670,000 to $870,000 to
purchase the necessary equipment needed to handle the increased call
volume and service area.
Table 15 lists the immediate capital needs and associated costs necessary
to support regional fire dispatch services, as provided by Stockton staff.
19
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 15. Capital Equipment Replacement Needs Prior to Expanding Dispatch Services
i ne repiacemenr of me iwororoia naaio sysrem is esumarea ro oe >Su,uuu per sysrem ona >iuu,uuuror me swrcn
that allows them to communicate.
This amount of up -front funding will be hard to find within the current
Stockton budget environment and may present a significant obstacle to
pursuing a regional fire dispatch JPA with services provided by the
Stockton ECD. However, if funding can be obtained, the agencies joining
the JPA should share in the cost based on their respected workload (call
volume). This would reduce the overall burden on Stockton's General
Fund to meet these needs.
Recommendation 3. Develop a detailed regional fire
dispatch technology needs assessment and funding plan
prior to entering into discussions with potential JPA
member agencies.
Radios and Connectivity
Another challenge to establishing Stockton ECD as a regional fire
dispatch operator involves radios and information connectivity. While
Lodi's Fire Department has their own radios, Tracy would need to return
their radios to JRUG as JRUG owns this equipment. The number of radios
needed and the cost of each radio is unknown as it was beyond the scope
of this analysis.
In addition to radios, direct internet connectivity between Stockton's ECD
and additional fire stations would need to be established. These
connections allow the secure transmission of CAD and reporting data
between the dispatch center and each fire station. This additional cost
would also need to be analyzed and verified for each station before
offering services beyond Stockton's current ECD members.
Recommendation 4. Conduct an inventory of radio and
connectivity requirements to enable Stockton ECD to
service as a regional dispatch center. Assistance from
potential JPA member agencies will be required to do so.
20
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Recommendations two and three would only be initiated if the City of
Stockton receives sufficient interest and support for leading a regional
dispatch model governed by a JPA in which Stockton ECD would
provide fire dispatch services.
Alternative Fire Dispatch Options
The following describes the staffing implications and operating costs for
each alternative fire dispatch option. Each option where the Stockton
ECD provides the fire dispatch assumes the additional operating cost
required to sustain an appropriate capital replacement plan. However,
capital equipment replacement costs of between $620,000 and $820,000
are not included and would need to be addressed for any expanded
regional fire dispatch operation to be provided by Stockton ECD.
Option 1: Existing Stockton ECD Semi -Regional Dispatch with
Full Cost Recovery from Contract Agencies
Stockton charges $10.75 for medical related fire calls and $21.49 for non-
medical related fire calls. However, because Stockton's estimated cost per
call is much higher than it charges its contract agencies, the Stockton ECD
is not capturing the full cost of providing dispatch services. Therefore the
balance of the cost is borne by Stockton's General Fund. Figure 1
illustrates this trend.
21
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Figure 1. Percent of Calls vs. Revenue Support for Stockton ECD
100%
75%
50%
25%
0%
72.2%
Calls
$371,342
13,779
$1,897,154
(General
35,812 Fund
Support)
■ Stockton ■ Other Agencies
Revenue Support
The City of Stockton's 35,812 calls account for 72.2% of the ECD's
workload but the General Fund supports 83.6% of its operations.
Conversely, contract districts make up almost 28% of the call workload
but as a whole only contribute $371,342, or approximately 16% of
expenditures.
Option 1 assumes that Stockton's ECD continues to provide dispatch
services to the City of Stockton, the Stockton Municipal Utilities
Department, the City of Manteca, Boggs Tract Fire Protection District,
Eastside Rural County Fire Protection District, Lincoln Fire Protection
District, and Tuxedo -Country Club Fire District. However, it includes
increased revenue as a result of increasing contract costs to contract
agencies for their fair share of providing fire dispatch services, based on
call volume. Table 16 provides the improved operational cost recovery
that Stockton might expect from this strategy.
22
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 16. Current Operations Compared with Option 1 (Existing Stockton ECD Semi -Regional
Dispatch with Full Cost Recovery from Contract Agencies)
1 This is the difference between the average of the current medical and non-medical charges ($16.12) and the new rate of
$47.06.
2 The revenue is calculated by multiplying the contract agencies call volume (excluding Stockton) by the cost per call.
Stockton's contribution is captured by General Fund support.
If Stockton were to charge one flat rate per call and increase charges to
cover the full cost of providing Fire dispatch services to its current
contract agencies, the cost for most participants would increase. Table 17
illustrates the differences in costs for each participant under Option 1.
Table 17. Changes in Cost for Each Participant Under Option 1
Current Operations
Option
Estimated Net Change
from Current General
Fund Support
Operating Budget
$2,268,496
$2,333,778
$65,282
Call Volume
49,591
49,591
0
Cost per Call
$45.74
$47.06
$1.32
FTEs
14
14
0
Charge per Call
$10.75 Medical
$21.49 Non -Medical
$47.06
$30.941
Revenue
$371,342
$648,4402
$277,098
General Fund Support
$1,897,154
$1,685,338
($211,816)
Performance
93.9% of emergency alarms
processed within 60 seconds
97.3% of emergency alarms
processed within 90 seconds
No Change
No Change
1 This is the difference between the average of the current medical and non-medical charges ($16.12) and the new rate of
$47.06.
2 The revenue is calculated by multiplying the contract agencies call volume (excluding Stockton) by the cost per call.
Stockton's contribution is captured by General Fund support.
If Stockton were to charge one flat rate per call and increase charges to
cover the full cost of providing Fire dispatch services to its current
contract agencies, the cost for most participants would increase. Table 17
illustrates the differences in costs for each participant under Option 1.
Table 17. Changes in Cost for Each Participant Under Option 1
1 Current costs are based on the FY 2012-13 City of Stockton General Fund support for the Stockton ECD and unaudited
revenues from the contract agencies.
2 Option 1 Costs are based on a charge of $47.06 per call.
23
Option 1
Annual Cost
Annual Call
Volumes
FY 2012-13 Fire
DispatchAgency
City of Stockton
35,812
$1,897,154
$1,685,338
($211,816)
-11%
City of Manteca
5,727
$80,622
$269,513
$188,891
234%
Stockton Municipal Utilities Department
(MUD)
3,935
$84,715
$185,181
$100,466
119%
Eastside Rural County Fire Protection District
2,379
$88,279
$111,956
$23,677
27%
Tuxedo -Country Club Fire District
842
$46,235
$39,625
($6,610)
-14%
Lincoln Fire Protection District
819
$69,583
$38,542
($31,041)
-45%
Boggs Tract Fire Protection District
77
$1,907
$3,624
$1,717
90%
1 Current costs are based on the FY 2012-13 City of Stockton General Fund support for the Stockton ECD and unaudited
revenues from the contract agencies.
2 Option 1 Costs are based on a charge of $47.06 per call.
23
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Costs for most participants would increase as a result of a change in the
formula for assessing the service or a transition to a cost per call formula.
The City of Stockton would see a decrease in operational costs because
the cost for providing the service to other contract agencies would be
based on full cost recovery. The changes for the four fire protection
districts currently under contract with the City of Stockton (Eastside,
Tuxedo -Country Club, Lincoln and Boggs Tract) vary widely. This is
because their current service costs are based on a formula that includes
gross taxable property value and does not take into account actual service
levels. Changing to a cost formula that only accounts for service level
and not property values will affect each district differently (as seen above
in Table 17).
The costs for the City of Manteca and the Municipal Utilities District vary
greatly. Stockton currently charges two different rates for medical and
non-medical calls and the mix of medical and non-medical calls for these
agencies is significantly different.
Benefits of Option 1
Retains local control over fire dispatch service and performance
standards within the City of Stockton.
Increases operational revenue to offset ongoing costs.
Challenges of Option 1
• Does not reduce Stockton ECD operating costs significantly.
• Contract agencies may not agree to increase costs.
• Does not support a complete regional governance model for fire
dispatch services in San Joaquin County which likely leads to
innovation, efficiencies and cost avoidance over the long term.
• To increase current member fire protection districts' cost per call
would require an evaluation of current contract parameters and a
renegotiation of the fee. Each agreement currently stipulates that
fire protection services will be rendered indefinitely until either
party, with or without cause, terminates the contract by
providing a five-year notice. Without negotiating a new fee for
fire dispatch, Stockton ECD will not be able to recover full cost
recovery from these fire protection districts for another five years,
pending official notice.
Recommendation 5. Meet with current Stockton ECD
contract agencies to develop a plan for increasing call
rates to ensure full cost recovery for the services
24
Threshold Analysis
Regional Fire Dispatch Options Management Partners
provided. Prior to meeting, call volume numbers should
be confirmed.
Option 2: New Semi -Regional Fire Dispatch JPA (existing
Stockton ECD contract agencies plus the cities of Tracy and
Lodi) under contract with Stockton ECD for Fire Dispatch
Services
Option 2 provides a scenario where Stockton ECD would provide fire
dispatch services through a JPA to its existing contract agencies as well as
the cities of Tracy and Lodi. If a change in fire dispatch operations were
to be pursued, both the cities of Tracy and Lodi indicated a preference to
contract with a JPA where Stockton ECD provided fire dispatch services
over contracting with JRUG, even at an increased cost. Both cities
indicated that the governance and cost structure (including operations
and capital), as well as performance standards would have to be
acceptable before considering such an option.
The City of Tracy currently is a member of JRUG and receives EMS and
fire dispatch services through its private operator, AMR/LifeCom. While
AMR maintains a contract with JRUG until May 1, 2015 to provide fire
and EMS dispatching for its member agencies, the City of Tracy retains
the right to withdraw membership from JRUG at the end of any fiscal
year so long as it provides written notice of its intentions to terminate to
the JRUG Board no later than December 31 prior to the termination of the
fiscal year in which the City intends to withdraw.
The City of Lodi is the only municipality in which fire calls are
dispatched by its police department. Due to a settlement agreement
between the cities of Stockton, Lodi and the County Emergency Medical
Services Agency (EMS), the City of Lodi is not permitted to directly
contract with Stockton for fire dispatch services; however, Lodi indicated
it would be open, and permissible for them to consider joining a regional
JPA for fire dispatch provided by Stockton.
Based on the current cost structure provided by LifeCom and relative
satisfaction of the smaller fire districts with the service provided
(although no survey was conducted of all the member agencies), it is
unlikely that any of the other agencies would consider a change in fire
call handling before a new contract for EMS and fire dispatch services is
bid by San Joaquin County in 2015 for the current contract (which expires
in 2016).
25
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Call Volumes, Staffing and Budget
Should a JPA be created and Lodi and Tracy join, call volume will
increase. In order to handle this increase, ECD's staffing and
expenditures are expected to increase as well. Expected call volumes are
listed in Table 18.
Table 18. Changes in Call Volumes between Current Operations and Option 2
Agency
Stockton ECD
Stockton Fire
35,812
Current Contract Agencies
13,779
Total Current Stockton ECD
49,591
Semi -Regional Fire Dispatch
Stockton Fire
35,812
Current Contract Agencies
13,779
Tra cy
5,946
Lodi
I 5,946
Option 2 Total Call Volume
61,483
% increase from Current Operations
24%
1 Call volumes for Stockton, current contract agencies and Lodi are based
on FY 2012-13 actual call volumes. Tracy's call volume is based on the
average used by JRUG to determine costs.
To handle the increased call volume, Management Partners estimates an
increase of three Telecommunicator I position will be needed (from 14 to
17). This is a 21% increase, corresponding to a 24% increase in workload.
Adding staff is needed to remain at current performance levels while
handling the increased volume of work.
In addition to increased staffing to handle fire call taking, Management
Partners believes that additional Fire Department staff time would need
to be allocated to the administration of a new regional fire dispatch JPA.
For estimating purposes, we have added additional personnel costs for a
half-time administrative analyst and 20% of a deputy chief. The
breakdown in expected increased costs is provided in Table 19.
26
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 19. Expected Annual Expenditures for Option 2
1 Personnel costs include salaries and benefits at the entry level for new employees
Option 2 Estimated Costs and Revenues
If Stockton were to provide semi -regional fire dispatch through a JPA, the
JPA should charge members the full cost of providing the service. This
would reduce the Stockton General Fund burden for fire dispatch by
having members pay for full cost recovery and by increasing the
economies of scale. The differences between Stockton's current ECD
operations and Option 2 are listed in Table 20.
Table 20. Current Stockton ECD Operations Compared with Option 2 (New Expanded Semi -Regional
Fire Dispatch JPA Under Contract with Stockton ECD(with the addition of the Cities of Tracy
and Lodi)
AmountItem
Current Operating Budget
$2,268,496
Increase for Capital Replacement Program
$65,282
Part Time Administrative Analyst'
$31,955
20% of Deputy Fire Chief'
$30,573
3 Telecommunicator 1'
$176,505
Total
$2,572,811
1 Personnel costs include salaries and benefits at the entry level for new employees
Option 2 Estimated Costs and Revenues
If Stockton were to provide semi -regional fire dispatch through a JPA, the
JPA should charge members the full cost of providing the service. This
would reduce the Stockton General Fund burden for fire dispatch by
having members pay for full cost recovery and by increasing the
economies of scale. The differences between Stockton's current ECD
operations and Option 2 are listed in Table 20.
Table 20. Current Stockton ECD Operations Compared with Option 2 (New Expanded Semi -Regional
Fire Dispatch JPA Under Contract with Stockton ECD(with the addition of the Cities of Tracy
and Lodi)
1The difference in charge per call is calculated by subtracting the average cost per call for current operations ($16.12) from the
Option 2 cost per call.
2 Revenue is calculated by multiplying contract agencies call volume (excluding Stockton) by the cost per call. Stockton's costs
are captured through General Fund support
27
StocktonEstimated
Current Operations
$2,268,496
Option 2
$2,572,811
Net
Change from Current
General Fund
Support
$304,315
Stockton ECD Operating Budget
Call Volume
49,591
61,483
11,892
Cost per Call
$45.74
$41.85
($3.89)
FTEs
14
17
3
Charge per call
$10.75 Medical
$21.49 Non -Medical
$41.85
$25.73'
Revenue
$371,342
$1,074,3312
$702,989
General Fund Support
$1,897,154
$1,498,480
($398,674)
Performance
93.9% of emergency alarms
processed within 60 seconds
97.3% of emergency alarms
processed within 90 seconds
No Change
No Change
1The difference in charge per call is calculated by subtracting the average cost per call for current operations ($16.12) from the
Option 2 cost per call.
2 Revenue is calculated by multiplying contract agencies call volume (excluding Stockton) by the cost per call. Stockton's costs
are captured through General Fund support
27
Threshold Analysis
Regional Fire Dispatch Options Management Partners
By creating a semi -regional JPA and providing additional fire dispatch
services to Lodi and Tracy, Stockton can expect to lower general fund
support by $398,674. This assumes that all jurisdictions in the JPA
(including Stockton) pay the full cost of services (estimated to be $41.85
per call). The cost of service and call volume should be recalculated every
year to ensure equitable contributions by all members.
Increasing the charge per call to cover all expenditures for a new JPA
would increase costs for most participants. Table 21 illustrates the
changes between current costs and expected costs for Option 2.
Table 21. Changes in Estimated Participant Costs Under Option 2
Agency
Call
Volumes
urrent Cost for
Dispatch'k-
Fire
Option
City of Stockton
I 35,812
I $1,897,154 I
$1,498,480
($398,674)
-21%
Lodi
5,946
N/A I
$248,840
N/A
N/A
Tracy
5,946
$115,512
$248,840
$133,328
115%
City of Manteca
5,727
$80,622
$239,675
$159,053
197%
Stockton Municipal Utilities Department
3,935
$84,715
$164,680
$79,965
94%
Eastside Rural County Fire Protection District
2,379
$88,279
$99,561
$11,282
13%
Tuxedo -Country Club Fire District
842
$46,235
$35,238
($10,997)
-24%
Lincoln Fire Protection District
819
$69,583
$34,275
($35,308)
-51%
Boggs Tract Fire Protection District
77
$1,907
$3,222
$1,315
69%
1 Current Costs are based on the following. For City of Stockton: the General Fund Support. For the City of Lodi: current costs
were not vetted. For the City if Tracy: FY12-13 budget information from JRUG. For all other agencies: FY 12-13 unaudited
revenue for Stockton ECD.
1 Option 2 Costs are based on a charge of $41.85 per call.
Again, as in Option 1, costs for most participants would increase as a
result of a change in the formula for assessing the service or a transition
to a cost per call formula. The City of Stockton would see a decrease in
operational costs because the cost for providing the service to other
contract agencies would be based on full cost recovery. The changes for
the four fire protection districts currently under contract with the City of
Stockton (Eastside, Tuxedo -Country Club, Lincoln and Boggs Tract) vary
widely. This is because their current service costs are based on a formula
that includes gross taxable property value and does not take into account
actual service levels. Changing to a cost formula that only accounts for
service level and not property values will affect each district differently
(as seen in Table 17).
28
Threshold Analysis
Regional Fire Dispatch Options Management Partners
The costs for the City of Manteca and the Municipal Utilities District vary
greatly. Stockton currently charges two different rates for medical and
non-medical calls and the mix of medical and non-medical calls for these
agencies is significantly different.
There is some indication that the Lathrop -Manteca Fire Protection District
may be interested in joining a new regional fire dispatch JPA; however
this was not confirmed during our analysis. If this district were to join in
Option 2, the estimated net reduction in current General Fund support
would be $411,511 (rather than the $398,674 indicated in Table 20). This is
due to additional economies of scale.
Benefits of Option 2:
• Supports a regional fire dispatch approach in San Joaquin County.
• Measurable performance fire call handling standards would
encourage accountability to member agencies.
• Greater transparency regarding operating costs for providing fire
dispatch services.
• Opportunities for existing and new member agencies to ensure
performance and cost transparency through an appropriate JPA
governance structure.
• Reduces Stockton General Fund allocation to Stockton ECD.
Challenges of Option 2:
• Stockton General Fund offset is good, but not great.
• Stockton would have to make an investment in technology and
capital equipment improvements of about $720,000.
• Does not achieve the economies of scale that might be available
with a full regional fire dispatch operation within San Joaquin
County.
• Existing and prospective member agencies would have to agree to
a fairly significant cost increase in fire dispatch service costs.
• New JPA member costs will still likely be higher than those
provided by LifeCom should they win the bid for a new contract
in 2016.
• Unknown costs for radios and information connectivity (see
discussion above).
29
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Option 3: New Regional Fire Dispatch JPA (Stockton ECD and
All County Fire Agencies)
During interviews with stakeholders it became clear that while some
agencies would be open to new options for fire dispatch, others may be
happy with the service provided by LifeCom (through JRUG) and may
not consider moving to another JPA. Nonetheless, Management Partners
also recognizes the potential for all public agencies to collaborate on
behalf of good governance and efficiency and thought it important to
provide a threshold analysis of an option which has Stockton ECD
providing fire call handling services to all fire agencies in the County.
Option 3 seeks to achieve the costs of including all fire agencies in the
county in a JPA that would contract with the City of Stockton ECD for fire
call handling dispatch services.
LifeCom (AMR) currently holds a contract to provide fire and EMS
dispatch services for JRUG until May 1, 2015, with the option of two one-
year renewals. If all fire agencies in the county were to form a regional
JPA for fire call handling dispatch, it would require JRUG not renew its
contract with LifeCom in 2015, dissolve the JRUG JPA, and then join the
new regional fire dispatch JPA under contract with Stockton ECD for fire
dispatch services.
Call Volumes, Staffing and Budget
Should a new JPA be created and all fire agencies in San Joaquin County
join, call volume, staffing, and costs will increase. Capital costs would also
increase; however, these are the same as in Option 2 and are not detailed
again here. Expected call volumes for Option 3 are shown in Table 22.
Table 22. Changes in Call Volumes Between Current Operations and Option 3
�gency
Current Operations
Total Call Volume"
Stockton Fire
35,812
Current Contract AgenciesZ
13,779
Total Current Operations
49,591
Option 3
Stockton Fire
35,812
Current Contract AgenciesZ
13,779
Tracy
5,946
Lodi
5,946
30
Threshold Analysis
Regional Fire Dispatch Options Management Partners
PP AL
Total Call Volume
All Other JRUG Agencies 17,508
Option 3 Total Call Volume 78,991
Percent increase from Current Operations 59%
` Call volumes for Stockton, Current Contract Agencies and Lodi are based on FV 2012-13 actual call volumes.
Tracy's and All Other JRUGAgencies'call volumes are based on the average used byJRUG to determine
costs.
2 Current Contract Agencies include calls for Manteca, Stockton Municipal Utilities District Boggs Tract Fire
Protection District, Eastside Rural County Fire Protection District Lincoln Fire Protection District and Tuxedo -
Country Club Fire Districts.
In order to handle the increased call volume, Management Partners
estimates a needed increase of eight Telecommunicator I positions from
14 to 22. This is a 57% increase, corresponding to a 59% increase in
workload. Adding staff is needed to remain at current performance levels
while handling the increased volume of work.
In addition to increased staffing needed to handle call taking,
Management Partners also added an increase in annual expenditures for
administrative support of a JPA similar to Option 2. The breakdown in
expected increased funding is provided in Table 23.
Table 23. Expected Annual Expenditures for Regional Fire Dispatch Services
Item
Amount
Current Operating Budget
$2,268,496
Increase for Capital Replacement Program
I $65,282
Part Time Administrative Analyst'
$31,955
20% of Deputy Fire Chief'
$30,573
Eight Telecommunicator 1'
I $470,679
Total
$2,866,985
Personnel costs include salaries and benefits at the entry level for new employees
Option 3 Revenues and Expenditures
If Stockton were to provide regional fire dispatch under contract with a
JPA, the JPA should charge members the full cost of providing the
service. This has the effect of reducing the General Fund burden for fire
dispatch by having members pay for full cost recovery and by increasing
the economies of scale. The differences between Stockton's current
operations and Option 3 are listed in Table 24.
31
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 24. Current Operations Compared with Option 3 (Regional Fire Dispatch JPA — All County
b&MAL
Estimated Net Change
fr Current General
Current Operations 4MLnpti0A—A...
m
Operating Budget
$2,268,496
$2,866,985
$598,489
Call Volume
49,591
78,991
29,400
Cost per Call
I $45.74
$36.30
($9.44)
FTEs
I 14
22
8
Charge per Call
$10.75 Medical
$36.30
$20.18
$21.49 Non -Medical
Revenue
I $371,342
$1,567,3982
$1,196,056
General Fund Support
$1,897,154
$1,299,587
($597,567)
Performance
93.9% of emergency alarms processed
within 60 seconds
No Change
No Change
97.3% of emergency alarms processed
within 90 seconds
The difference in charge per call is calculated by subtracting the average cost per call for current operations ($16.12) from the
Option 3 cost per call.
2 Revenue is calculated by multiplying contract agencies call volume (excluding Stockton) by the cost per call. Stockton's costs are
captured through General Fund support.
By creating a regional JPA and providing fire dispatch services to all San
Joaquin County fire agencies, Stockton can expect to reduce General Fund
support by almost $600,000. This assumes that all the member JPA
agencies (including Stockton) would pay the full cost of services
estimated to be $36.30 per call. The cost of service and call volume should
be recalculated every year to ensure equitable contributions by all
members.
Increasing the charge per call to cover all expenditures for a new regional
JPA would increase costs for most participants, albeit to a lesser extent
than in options one and two. Table 25 illustrates the changes between
current costs and expected costs for Option 3 for all participants.
32
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 25. Change in Estimated Participant Costs Under Option 3
Agency
Call
Volumes
Cost
for Fire
Dispatch'
OptionCurrent
City of Stockton
35,812
$1,897,154
$1,299,587
($597,567)
-31%
City of Lodi
5,946
N/A
$215,840
N/A
N/A
City of Tracy
5,946
$115,512
$215,840
$100,328
87%
Manteca Ambulance
5,855
$93,387
$212,537
$119,149
128%
City of Manteca
5,727
$80,622
$207,890
$127,268
158%
Stockton Municipal Utilities Department
3,935
$84,715
$142,841
$58,126
69%
Eastside Rural County Fire Protection District
2,379
$88,279
$86,358
$(1,921)
-2%
Ripon Consolidated Fire Protection District
2,156
$42,217
$78,263
$36,046
85%
Lathrop -Manteca Fire Protection District
1,957
$37,489
$71,039
$33,551
89%
Waterloo-Morada Rural County Fire Protection District
1,568
$29,017
$56,918
$27,901
96%
Woodbridge Rural County Fire Protection District
1,288
$25,044
$46,754
$21,710
87%
Escalon Consolidated Fire Protection District
1,016
$18,735
$36,881
$18,146
97%
French Camp -McKinley Fire Protection District
962
$17,742
$34,921
$17,179
97%
Tuxedo -Country Club Fire District
842
$46,235
$30,565
($15,670)
-34%
Lincoln Fire Protection District
819
$69,583
$29,730
($39,853)
-57%
Montezuma Fire Protection District
638
$12,081
$23,159
$11,078
92%
Linden -Peters Rural County Fire Protection District
531
$10,364
$19,275
$8,912
86%
Mokelumne Rural County Fire District
495
$9,275
$17,969
$8,694
94%
Thornton Rural Fire Protection District
347
$6,805
$12,596
$5,791
85%
Liberty Rural County Fire Protection District
229
$4,310
$8,313
$4,003
93%
Farmington Fire Protection District
198
$3,848
$7,187
$3,339
87%
Clements Rural Fire Protection District
185
$3,476
$6,716
$3,239
93%
Collegeville Rural Fire Protection District
83
$1,663
$3,013
$1,350
81%
Boggs Tract Fire Protection District
77
$1,907
$2,795
$888
47%
1 Current Costs are based on the following. For City of Stockton: the General Fund Support. For agencies to whom Stockton
provides fire dispatch: FY 12-13 unaudited revenue for Stockton ECD. For the City of Lodi: current costs were not vetted. For
agencies in DRUG: FY12-13 budget information from JRUG.
2 Option 2 Costs are based on a charge of $36.30 per call.
Again, as in Options 1 and 2, costs for most participants would increase
as a result of a change in the formula for assessing the service or a
transition to an actual cost per call formula. For current JRUG members,
the cost per call would increase substantially because the costs of fire
dispatch would no longer be offset by EMS calls as it is under the current
33
Threshold Analysis
Regional Fire Dispatch Options Management Partners
LifeCom contract. The City of Stockton would see a decrease in
operational costs because the cost for providing the service to other
contract agencies would be based on full cost recovery. The changes for
the four fire protection districts currently under contract with the City of
Stockton (Eastside, Tuxedo -Country Club, Lincoln and Boggs Tract) vary
widely. This is because their current service costs are based on a formula
that includes gross taxable property value and does not take into account
actual service levels. Changing to a cost formula that only accounts for
service level and not property values will affect each district differently
(as seen above in Table 17).
The costs for the City of Manteca and the Municipal Utilities District vary
greatly. Stockton currently charges two different rates for medical and
non-medical calls and the mix of medical and non-medical calls for these
agencies is significantly different.
Benefits of Options 3:
• Supports a full regional fire dispatch approach in San Joaquin
County.
• Stockton General Fund offset to fire dispatch is significant.
• Measurable performance fire call handling standards would
encourage accountability to member agencies.
• Greater transparency regarding operating costs for providing fire
dispatch services.
• Opportunities for existing and new member agencies to ensure
performance and cost transparency through an appropriate JPA
governance structure.
• Reduces Stockton General Fund support to Stockton ECD.
Challenges of Option 3:
• Stockton would have to make an investment in technology and
capital equipment improvements of about $720,000.
• Does not achieve the economies of scale that might be available
with a full regional fire dispatch operation within San Joaquin
County.
• Existing and prospective member agencies would have to agree to
a significant cost increase in fire dispatch service costs.
• New JPA member costs will still likely be higher than those
provided by LifeCom should they win the bid for a new contract
in 2016.
34
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Unknown costs regarding radios and information connectivity
(see discussion above).
Recommendation 6. Survey potential members of a
regional fire dispatch joint powers authority (JPA) to
determine cost and performance objectives that would
need to be achieved to contract with Stockton ECD as the
provider of fire dispatch operations.
Option 4: Fire Dispatch Services Provided Under Contract
with JRUG
Options 1 through 3 focused on Stockton maintaining the ECD either at
current service levels or with opportunities for expansion throughout the
county to achieve greater efficiencies. Option 4 assumes that Stockton
eliminates its dispatch center, joins JRUG and contracts for fire dispatch
services through LifeCom. JRUG may accept new member agencies at
any time with the approval of a majority vote from the Board.
Should Stockton join JRUG it will no longer provide dispatch services to
its current contract agencies. Under this scenario, the City of Manteca
may have to join JRUG as well and pay them directly for fire dispatch
services. However, the fire districts that have a contract with Stockton to
provide fire dispatch services would likely continue to pay Stockton for
these services as a pass-through to JRUG. MUD dispatch would likely
transition to the Stockton Police Dispatch center for service.
With Option 4, all operating expenditures could be eliminated and costs
would be based on the number of calls and the cost per call negotiated by
JRUG. While most capital costs will also be eliminated, a one-time
expenditure of approximately $40,000 (estimated by AMR) would be
needed to connect Stockton with AMR's dispatch center in Modesto. A
summary of changes between Stockton's current operations and Option 4
are listed in Table 26.
35
Threshold Analysis
Regional Fire Dispatch Options Management Partners
Table 26. Current Operations Compared with Option 4
'The operating budget includes per call expenditures for calls related to Stockton and the four remaining fire districts contracted
with Stockton for Fire Dispatch.
z The revenue is the amount the four Stockton ECD contract agencies should pay Stockton to pass through to JRUG although this
may not be possible under the current contract terms
By joining JRUG, Stockton would save an estimated $1,517,372 in
operating costs. However, the net change to the General Fund would only
be $1,224,251 due to the loss in revenue of $293,121 because the Stockton
ECD would no longer provide fire dispatch services to MUD and the City
of Manteca. As described above, while Manteca may be required to join
JRUG if Stockton ECD no longer provided fire dispatch services, the
remaining contract agencies would likely pay Stockton as a pass-through
to JRUG for this service.
These fire districts (Eastside, Tuxedo -Country Club, Lincoln and Boggs
Tract) have a contract for fire protection services with Stockton that
requires a five-year notification for termination. Therefore, unless both
parties agree to terminate or change the agreement voluntarily, the pass-
through arrangement for dispatch services is likely to continue under this
scenario in the near term.
The operating costs in Table 26 are based on the current charges per call
but could increase before the current contract expires. As stated in JRUG's
contract with AMR, "the above rates may be increased annually by the
36
timated Net Change
Current..
_Ad
Option
Fund Support
Operating Budget
$2,268,496
$751,1241
($1,517,372)
Call Volume
49,591
EMS — 28,929
(9,662)
Non -EMS — 6,883
Total — 35,812
Cost per Call
$45.74
N/A
N/A
FTEs
14
0
(14)
Charge per Call
$10.75 - Medical
EMS: $11.57
EMS: $0.82
$21.49 - Non -Medical
Fire: $23.12
Fire: $1.63
Flat Fee: $0
Flat Fee: $5.00
Flat Fee: $5.00
Revenue
I $371,342
$78,2212
($293,121
General Fund Support
$1,897,154
$672,903
($1,224,251)
Performance
93.9% of emergency alarms
processed within 60 seconds
Unknown
Unknown
97.3% of emergency alarms
processed within 90 seconds
'The operating budget includes per call expenditures for calls related to Stockton and the four remaining fire districts contracted
with Stockton for Fire Dispatch.
z The revenue is the amount the four Stockton ECD contract agencies should pay Stockton to pass through to JRUG although this
may not be possible under the current contract terms
By joining JRUG, Stockton would save an estimated $1,517,372 in
operating costs. However, the net change to the General Fund would only
be $1,224,251 due to the loss in revenue of $293,121 because the Stockton
ECD would no longer provide fire dispatch services to MUD and the City
of Manteca. As described above, while Manteca may be required to join
JRUG if Stockton ECD no longer provided fire dispatch services, the
remaining contract agencies would likely pay Stockton as a pass-through
to JRUG for this service.
These fire districts (Eastside, Tuxedo -Country Club, Lincoln and Boggs
Tract) have a contract for fire protection services with Stockton that
requires a five-year notification for termination. Therefore, unless both
parties agree to terminate or change the agreement voluntarily, the pass-
through arrangement for dispatch services is likely to continue under this
scenario in the near term.
The operating costs in Table 26 are based on the current charges per call
but could increase before the current contract expires. As stated in JRUG's
contract with AMR, "the above rates may be increased annually by the
36
Threshold Analysis
Regional Fire Dispatch Options Management Partners
amount of a 50-50 weighting of the most current U.S. Bureau of Labor
Statistics' San Francisco -Oakland -San Jose, CA medical care and
transportation indices, but not to exceed 4.9%."
The JRUG Executive Board has indicated a strong interest in establishing
and improving fire call handling performance standards. County EMS
has also expressed receptivity to including appropriate standards in any
future contract. JRUG has also taken some action in the past to improve
fire dispatch training and oversight. According to some member
agencies, focused improvement in this area has been resisted by AMR.
It is possible that a new bid in 2015 (to become effective in 2016) by the
County which again combines EMS and fire dispatch services will
provide strengthened parameters in this area for any successful bidder to
meet in order to win the award. If so, costs would likely and
appropriately increase. Regardless, no formal standards have been
established and while Management Partners recognizes that fire call
handling response times are complex to measure, performance goes
beyond response times. Performance also includes ongoing fire dispatch
training and experience sufficient to meet the fire dispatching needs of all
member agencies, including those in more urban environments.
JRUG currently stipulates in its joint powers agreement that the Board of
Directors shall consist of one representative from each member agency,
with each director possessing one vote. Management Partners
understands this governance structure may not be desirable to Stockton
as their call volume and subsequent contribution to the budget would far
exceed that of any current JRUG member agency, yet the City would have
no more influence in ensuring performance standards than any other
member agency.
Benefits of Option 4:
• Significant operating cost reduction to the City of Stockton
General Fund.
• The potential for a true regional fire dispatch model, should
Stockton ECD member agencies follow and join JRUG.
• Significant one-time and ongoing cost avoidance by no longer
having to purchase $620,000 to $820,000 worth of capital
equipment to continue or enhance operations.
Challenges of Option 4:
Potentially significant dissatisfaction from current Stockton ECD
member agencies.
37
Threshold Analysis
Regional Fire Dispatch Options Management Partners
• Fire call handling response performance standards and costs
which may or may not be able to be provided or met under
existing contracts with Stockton ECD members.
• Loss of local control over fire call handling performance standards
and dispatch, depending on the governance structure agreed
upon.
• Resistance from current JRUG members to change the governance
structure.
• Uncertainty regarding costs and reliability of sustaining the
LifeCom facility, which is highly dependent on ambulance service
and rates.
Recommendation 7. Require documentation of specific
fire dispatch performance and training standards, as well
as transparency and accountability regarding the role of
ambulance service in offsetting fire dispatch costs prior
to pursuing any membership in JRUG.
38
Threshold Analysis
Conclusion Management Partners
Until and unless there are adequate fire dispatch performance and
training standards enacted by JRUG and accountable to the JRUG Board
and acceptable to the urban fire dispatch community, it is unlikely that
the major fire agencies in the county will transition to the current JPA.
There is interest by the urban fire agencies in pursuing a regional fire
dispatch operation through a JPA even at an increased cost over their
current operations, perhaps under contract with Stockton ECD to provide
the service. As a result of past history with the City regarding fire
dispatch operations, the potential member agencies, though, would
require a complete business plan that addresses cost, accountability,
governance and performance before proceeding.
39
Threshold Analysis
Attachment — Summary of Recommendations Management Partners
Recommendation 1 ................... Confirm technology replacement schedule needs and funding
requirements and increase the annual allocation to the internal service fund.
Recommendation 2......... Analyze the costs and benefits of moving the Fire ECD to the Police
Dispatch Center in conjunction with any steps to implement a regional fire dispatch
operation.
Recommendation 3.... Develop a detailed regional fire dispatch technology needs assessment
and funding plan prior to entering into discussions with potential JPA member agencies.
Recommendation 4... Conduct an inventory of radio and connectivity requirements to enable
Stockton ECD to service as a regional dispatch center.
Recommendation 5. ..Meet with current Stockton ECD contract agencies to develop a plan for
increasing call rates to ensure full cost recovery for the services provided.
Recommendation 6............ Survey potential members of a regional fire dispatch joint powers
authority (JPA) to determine cost and performance objectives that would need to be achieved
to contract with Stockton ECD as the provider of fire dispatch operations.
Recommendation 7 ............. Require documentation of specific fire dispatch performance and
training standards, as well as transparency and accountability regarding the role of
ambulance service in offsetting fire dispatch costs prior to pursuing any membership in
JRuc.
40
ATTACHMENT B
JOINT EXERCISE OF POWER AGREEMENT
BETWEEN THE LATHROP-MANTECA FIRE DISTRICT, THE CITY OF LODI,
THE CITY OF MANTECA, AND THE CITY OF STOCKTON
CREATING THE
SAN JOAQUIN COUNTY REGIONAL FIRE DISPATCH AUTHORITY
Revised 6/03/15 C:\USERS\AARMENDA\APPDATA\LOCAL\TEMP\XPGRPWISE\SAW FIRE DISPATCH JPA (6-3-15)_1.DOCX
ATTACHMENT B
JOINT EXERCISE OF POWERS AGREEMENT
This Agreement dated July , 2015, is made and entered into by and among the
LATHROP-MANTECA FIRE PROTECTION DISTRICT, a duly organized fire protection
district under the Fire Protection District Law of 1987 ("LATHROP-MANTECA"), the CITY
OF LODI, a general law City and municipal corporation in the State of California ("LODI"), the
CITY OF MANTECA, a general law City and municipal corporation in the State of California
("MANTECA"), and the CITY OF STOCKTON, a charter City and municipal corporation in the
State of California ("STOCKTON") (collectively referred to as "MEMBERS"), to be effective as
of July 1, 2015.
RECITALS
1. LATHROP-MANTECA, LODI, MANTECA, and STOCKTON are each
authorized by state law or charter to create and maintain a fire department that includes
emergency and non -emergency dispatch services.
2. The MEMBERS have determined that creation of a joint power entity to
administer emergency and non -emergency dispatch services, including related operations,
achieves the needs of each entity for policy input and cost control.
3. The MEMBERS are each a public agency as defined by Government Code
section 6500 et seq. and are each authorized and empowered to contract for the joint exercise of
powers common to each agency.
4. By this Agreement, the MEMBERS now wish to jointly exercise their powers to
provide for regional emergency and non -emergency dispatch services and related services,
including but not limited to creation, development, ownership and operation of programs,
facilities, and funds therefore through the establishment of the SAN JOAQUIN COUNTY
REGIONAL FIRE DISPATCH JOINT POWERS AUTHORITY (the "AUTHORITY').
NOW, THEREFORE, in consideration of the mutual promises and agreements herein
contained, the MEMBERS agree as follows:
1
ATTACHMENT B
SECTION 1. POWERS AND PURPOSES
1.1 Authority Created. The AUTHORITY is formed by this Agreement pursuant to
the provisions of Article 1, Chapter 5, Division 7, Title 1 (commencing with section 6500) of the
Government Code of the State of California (the "Act"). The AUTHORITY shall be a public
entity separate from the parties hereto and its debts, liabilities, and obligations shall not be the
debts, liabilities, and obligations of its MEMBERS. The AUTHORITY shall, within 30 days
after the Effective Date, cause a notice of this Agreement, and amended notices as necessary, to
be prepared and filed with the Office of the Secretary of State, as required by Government Code
section 6503.5.
1.2 Purpose of the Agreement; Common Powers to be Exercised. Each agency that is
a party to this Agreement individually has the statutory authority to provide emergency and non-
emergency dispatch and related services, as well as provide facilities and personnel for such
services. In accordance with the Act, the purpose of this Agreement is to jointly exercise the
foregoing common powers in the manner set forth in this Agreement.
1.3 Powers. Pursuant to and to the extent required by the Act, the AUTHORITY shall
be restricted in the exercise of its powers in the same manner as is each of its MEMBERS. The
AUTHORITY shall have the common powers of the MEMBERS, and is authorized, in its own
name, to do all acts necessary or convenient for the exercise of such powers, and all other acts
authorized by statute, including, but not limited to any or all of the following:
(a) To exercise the common powers of its MEMBERS in providing
emergency and non -emergency dispatch services, including related
operational services, and any service to contracting entities and those
powers that may be conferred upon it by subsequently enacted legislation.
(b) To make and enter into contracts, including contracts with its MEMBERS;
provided, however, the AUTHORITY may not enter into real property
development agreements pursuant to Government Code section 65865.
0
ATTACHMENT B
(c) To assume any existing applicable contracts of its MEMBERS relating to
the provision of emergency and non -emergency dispatch services,
including related operational services.
(d) To determine compensation and working conditions and negotiate
contracts with employees and employee organizations of the
AUTHORITY, if any.
(e) To employ such agents, employees, and other persons as it deems
necessary to accomplish its purpose and to receive, accept, and utilize the
services of personnel offered by any of the MEMBERS, or their
representatives or agents.
(f) To lease, acquire, hold, and dispose of real and personal property.
(g) To invest AUTHORITY reserve funds.
(h) To incur debt, liabilities, or obligations, provided that all long-term
bonded indebtedness, Certificates of Participation, or other long-term debt
financing require the prior consent of the MEMBERS as set out in
Section 6.8 hereof.
(i) To sue and be sued in its own name.
(j) To apply for grants, loans, or other assistance from persons, firms,
corporations, or governmental entities.
(k) To use any and all financing mechanisms available to the AUTHORITY,
subject to the provisions of Section 6 of this Agreement.
(1) To prepare and support legislation related to the purposes of the
Agreement.
(m) To lease, acquire, construct, operate, maintain, repair, and manage new or
existing facilities as well as to close or discontinue the use of such
facilities.
(n) To levy and collect payments and fees for services.
3
ATTACHMENT B
(o) To impose new special taxes or assessments as authorized by law and in
coordination with the underlying jurisdiction.
(p) To provide related services as authorized by law.
(q) To contract for the services of attorneys, consultants, and other services as
needed.
(r) To purchase insurance or to self -insure and to contract for risk
management services.
(s) To adopt rules, regulations, policies, bylaws, and procedures governing
operation of the AUTHORITY, including the determination of
compensation of any Directors and employees of the AUTHORITY.
(t) To exercise the power of eminent domain.
(u) To receive, accept, expend, or disburse monies (by contract or otherwise)
for purposes consistent with the provisions and purposes specified herein,
and maintain at all times a complete and accurate system of accounting for
said monies.
(v) To contract with outside parties, the operating and administrative services
of the AUTHORITY.
(w) Notwithstanding the foregoing, the AUTHORITY shall have any
additional powers conferred under the Act or under applicable law, insofar
as such additional powers may be necessary to accomplish the purposes
set forth herein.
SECTION 2. TERM AND TERMINATION
2.1 Effective Date. This Agreement shall become effective as of July 1, 2015, or
such later date agreed to in writing by MEMBERS.
2.2 Term. This Agreement shall continue in full force and effect without a specific
term until it is terminated or rescinded upon the mutual written agreement of the original
MEMBERS to this Agreement. The AUTHORITY may by a majority vote of the MEMBERS to
2
ATTACHMENT B
terminate this Agreement, or termination will occur automatically if only one member agency is
left in the AUTHORITY.
2.3 Membership Term; Notice of Withdrawal. Original MEMBERS specifically agree
to remain members of AUTHORITY for a minimum of ten (10) years after the effective date of
the AUTHORITY. Subsequent members approved by the BOARD must specifically agree to
remain members of AUTHORITY for a minimum of ten (10) years after joining the
AUTHORITY. Any individual member agency can terminate membership in this Agreement
after completing the 10th year of membership by providing notice to all other member agencies
by resolution of intent to withdraw adopted by the governing board of the withdrawing parry.
The notice of intent to withdraw shall be given at least one (1) year before the start of the fiscal
year in which it shall be effective, but in no circumstance will termination be effective until
10 years after becoming a member of AUTHORITY. The advance notice is intended to give
MEMBERS sufficient time to make appropriate arrangements to provide emergency and non-
emergency dispatch services. Upon the effective date of withdrawal, the withdrawing agency
shall cease to be bound by this Agreement, except for any long-term financing obligations placed
upon the withdrawing parry under this Agreement.
2.4 Authority Approval. This Agreement may be terminated upon the consent of the
AUTHORITY and the consent of each of the governing bodies of the original member agencies
to terminate this Agreement. Any such termination shall provide that the effective termination
date shall not occur unless MEMBERS have sufficient time to make appropriate arrangements to
independently provide emergency and non -emergency dispatch services, but in no case more
than 10 years after approval of termination by the governing bodies of the original member
agencies.
2.5 Satisfaction of Obligations. Notwithstanding any other provision in this
Agreement, in no event shall the exercise of the powers herein granted be terminated until all
indebtedness, claims and liabilities incurred, including liability on Certificates of Participation or
bonds, are fully and completely satisfied, or provision for the complete satisfaction of such
obligations are made and approved by the AUTHORITY and MEMBERS.
5
ATTACHMENT B
2.6 Distribution of Surplus PropgAL. Pursuant to the Act, upon termination of this
Agreement, any surplus property owned or held by the AUTHORITY shall be distributed pro
rata to the Federal, State, local agency, or member agency that provided the property. The
parties shall use good faith efforts and fair dealing in processing and dividing any surplus
property that cannot be attributed to any single member agency.
2.7 Distribution of Surplus Funds. Pursuant to the Act, any surplus money on hand
after termination of the Agreement shall be returned to the funding source from which funds
were furnished, or to the member agency making the contribution. The parties shall use good
faith efforts and fair dealing in processing and dividing any surplus funds that cannot be
attributed to any single member agency, keeping in mind the position of the parties before they
entered into this Agreement.
SECTION 3. ORGANIZATION
3.1 Membership. The MEMBERS of AUTHORITY shall be the original parties to
this Agreement that have not withdrawn from the AUTHORITY and those Public Agency
Members who have met the minimum criteria as established by the Board and are approved to be
added as MEMBERS of AUTHORITY by a majority vote of the MEMBERS (the "Original
Member Agency"). In addition, any city or public entity may join the AUTHORITY as non-
voting members after execution of this Agreement on terms and conditions approved by the
AUTHORITY.
3.2 Board Structure. The AUTHORITY shall be governed by a Board of Directors
("BOARD") consisting of not more than one representative from each Original Member Agency
or as set forth in the bylaws adopted by the BOARD. Each Director shall have one vote.
3.3 Appointment of Directors by Member Agencies.
The BOARD members shall be appointed as follows:
(a) Each Original Member Agency, by resolution of its governing body, shall
appoint the Fire Chief or designated Fire Department alternate Director to
serve on the AUTHORITY's BOARD. Each Original Member Agency
shall also appoint by resolution of its governing body an alternate to act in
2
ATTACHMENT B
each Director's absence. Each Director and alternate shall serve at the
pleasure of his or her appointing body and may be removed at any time,
with or without cause, at the sole discretion of that appointing body. Any
vacancy shall be filled in the same manner as the original appointment of a
Director and/or alternate.
(b) The term of office for Directors shall be July 1 of each year from the
Effective Date of the AUTHORITY in the year of its formation, to and
including the following June 30 of the following year and from July 1 to
and including the following June 30 for every year thereafter. A Director
can serve multiple terms at the discretion of the appointing body pursuant
to their respective adopted policies.
(c) The Directors and their alternates shall not receive any compensation for
serving as such. However, with approval of the BOARD, a Director or
alternate may be reimbursed for reasonable expenses incurred in the
conduct of the business of the AUTHORITY.
(d) Pursuant to Government Code section 6505, the BOARD is designated as
the administrator of this Agreement and the AUTHORITY's affairs, and
shall perform its duties and responsibilities in accordance with all
provisions of this Agreement.
3.4 Principal Office. The principal office of the AUTHORITY shall be the Fire
Department Headquarters of the City of Stockton or as may be otherwise designated by the
AUTHORITY from time to time.
3.5 Regular Meetings. The BOARD shall hold at least one meeting annually and
may hold additional meetings as determined by the BOARD and as may be established by its
bylaws. All meetings of the BOARD shall be called, noticed, held, and conducted subject to the
provisions of the Ralph M. Brown Act (Chapter 9 of Part 1 of Division 2 of Title 5 of the
Government Code of the State of California (§§ 54950-54961)) or any successor legislation
hereinafter enacted.
7
ATTACHMENT B
3.6 Minutes. The appointed clerk of the AUTHORITY shall cause minutes of all
meetings of the BOARD to be kept and shall, as soon as possible after each meeting, cause a
copy of the minutes to be forwarded to each Director of the BOARD and to the respective
governing bodies of each of the member agencies.
3.7 Quorum. A majority of the Directors of the BOARD shall constitute a quorum
for the transaction of business, except that less than a quorum may adjourn meetings from time
to time.
3.8 Officers. The BOARD shall elect from among its Directors a chair and vice -
chair and thereafter at the first meeting in each fiscal year, the BOARD shall elect or re-elect a
chair and vice -chair. In the event that the chair or vice -chair ceases to be a Director, the resulting
vacancy shall be filled in the same manner at the next regular meeting of the BOARD held after
such vacancy occurs. In the absence or inability of the chair to act, the vice -chair shall act as
chair. The BOARD may also appoint a clerk of the AUTHORITY and such other officers as it
deems necessary pursuant to Section 3.12 below.
3.9 Rules. The BOARD may adopt from time to time such bylaws, rules, and
regulations for the conduct of its affairs that are not in conflict with this Agreement, as it may
deem necessary.
3.10 Committees. The BOARD may establish standing or ad hoc committees or
subcommittees composed of BOARD members, staff, and/or the public to make
recommendations on specific matters.
3.11 Emplo, employee Relations. The BOARD shall as necessary adopt by
majority vote Employer -Employee Relations Procedures and Personnel Rules and Regulations
applicable to the AUTHORITY for any employees of the AUTHORITY.
3.12 Officers; Duties; Bonds. As determined by the BOARD, the Officers of the
AUTHORITY shall be the Executive Director, General Counsel, Clerk, and Finance Director-
Treasurer/Controller.
N.
ATTACHMENT B
(a) An Executive Director may be appointed by the BOARD and shall be an
at -will employee that serves at the pleasure of the BOARD. If appointed,
the Executive Director shall:
(1) Direct all subordinate officers and employees;
(2) Appoint and remove all employees of AUTHORITY, if any;
(3) Attend all meetings of the BOARD unless excused therefrom;
(4) Prepare and submit to the BOARD the annual budget for the
AUTHORITY;
(5) Promulgate administrative and personnel rules and regulations as
necessary for the conduct of the operations of AUTHORITY; and
(6) Perform such other duties and exercise such other powers as
directed by the BOARD.
(b) The AUTHORITY shall appoint a Clerk of the BOARD.
(c) AUTHORITY shall appoint a Finance Director - Treasurer/Controller who
shall serve as the depositary of the AUTHORITY to have custody of all
the money of the AUTHORITY, from whatever source, and, as such, shall
have the powers, duties, and responsibilities specified in the Act, and shall
be designated as the public officer or person who has charge of, handles,
or has access to any property of the AUTHORITY, and such officer shall
file an official bond in the amount of $25,000 as required by the Act;
provided, that such bond shall not be required if the AUTHORITY does
not possess or own property or funds with an aggregate value of greater
than $500.
(d) The AUTHORITY shall appoint a General Counsel to serve as primary
General Counsel to the AUTHORITY.
(e) The BOARD may contract with any member agency of MEMBERS to
provide necessary administrative and support services to the
AUTHORITY as appropriate. Any administrative duties also may rotate
I
ATTACHMENT B
from year to year. The AUTHORITY shall reimburse MEMBERS, or its
Officers, for services provided under this section in accordance with the
normal and usual rates and/or contractual provisions used by that member
agency or its Officers.
(f) Unless and until changed by resolution of the BOARD, the fiscal year of
the AUTHORITY shall be the period from July 1 of each year to and
including the following June 30, except for the first fiscal year which shall
be the period from the effective date of this Agreement up to and
including June 30, 2016.
SECTION 4. TRANSFER OF DISPATCH OPERATIONS; CONTRIBUTIONS AND
ADVANCES; CONTRACTING SERVICES
4.1 Transition Team; List of Assets and Liabilities. The MEMBERS shall designate a
transition team to plan for and implement the transfer of emergency and non -emergency dispatch
services to AUTHORITY. The transition team shall also plan for and implement the transfer of
assets and liabilities from the MEMBERS to the AUTHORITY which is necessary to achieve the
purposes of this Agreement. An up-to-date list of all personnel, employment agreements, assets
(including but not limited to real property, equipment, reserves, contracts, and deposits), and all
known liabilities shall be prepared by the transition team and submitted to the BOARD.
4.2 Transfer of Assets and Liabilities. The transition team will prepare a plan for
transition of assets, liabilities, and services for approval by the BOARD. Before the transfer of
any assets, the AUTHORITY and the MEMBER shall come to an agreement concerning the
transfer, use, maintenance, and return of any assets, including transition to a joint asset.
4.3 Personnel. The MEMBERS agree that human resources, administrative, and
operational services may be provided through an Operating Agreement with the understanding
that the AUTHORITY may provide its own such service at a future date. Pursuant to
Government Code section 53291, the AUTHORITY may prescribe the qualifications and
conditions under which employees of MEMBERS will become employees of the AUTHORITY.
The AUTHORITY shall comply with the provisions of Government Code section 53292 to the
extent applicable to the AUTHORITY.
10
ATTACHMENT B
4.4 Public Funds, Personnel, Equipment, or Property. Contributions or advances of
public funds and of personnel, equipment, or property may be made to the AUTHORITY by any
MEMBERS for any of the purposes of this Agreement. Payment of public funds may be made to
defray the cost of any such contribution. Any such advances shall be made subject to repayment,
and shall be repaid, in the manner agreed upon by MEMBERS and the AUTHORITY at the time
of making such advance.
4.5 Assets, Transition Plan; FCC License. All MEMBERS' assets included in the
Transition Plan for transfer to AUTHORITY, including but not limited to real property and
personal property and equipment and apparatus, shall transfer to the AUTHORITY in their "as
is" condition as of the date specified in the Transition Plan. MEMBERS agree to execute any
and all documents necessary to affect the transfer of assets and liabilities to the AUTHORITY in
accordance with the approved Transition Plan. The Transition Plan shall also address the
use/ownership of FCC Radio frequency licenses until such time as the AUTHORITY and
Member Agencies, and any contracting entities as applicable, agree to transfer said frequencies
to the AUTHORITY. Once transferred, the frequencies are not eligible to be severed from the
AUTHORITY.
4.6 Contracts. All existing agreements and contracts involving emergency and
non -emergency dispatch services by MEMBERS or its personnel shall be assigned to the
AUTHORITY as of the date specified in the approved Transition Plan, with any service or
obligation to be provided or performed thereafter by the AUTHORITY as identified in the
Transition Plan. A list of all such contracts shall be developed during the transition period. The
AUTHORITY agrees to assume all of the obligations, duties, and liabilities of the MEMBERS
under said agreements and contracts.
4.7 Capital Expenditures; Equipment; Facilities. Capital improvements shall be
funded and insured as provided in the cost-sharing formula adopted by the BOARD and the
MEMBERS.
4.8 Contracting With Outside Entities. As part of its operation, outside entities may
contract with the AUTHORITY for the provision of emergency and non -emergency services. As
11
ATTACHMENT B
part of its annual budget process, the AUTHORITY shall determine the service charge amounts
owing from contracting entities. This amount shall be referred to as the "Service Charge." The
Service Charge shall consist of the annual cost for operational services consistent with the cost
calculation methodology in place on the Effective Date of the Operating Agreement, or such
later date as a contracting entity contracts with the AUTHORITY for service and will include the
annual percentage charge in the cost of emergency and non -emergency dispatch system
operations. The cost calculation methodology shall include the cost of any proportional share of
any long-term debt repayment obligations, maintenance and repairs, and other costs as
determined by the BOARD.
SECTION 5. LIABILITY
The AUTHORITY shall assume responsibility for any and all loss, litigation, liability,
injury, damage, claim, demand, and tort or workers compensation incidents that occur on or after
the date personnel or contracts are transferred to the AUTHORITY. The MEMBERS shall retain
responsibility and liability for any and all such incidents that occur prior to the transfer and shall
retain all risk management reserves that have been set aside for such prior incidents. The
AUTHORITY may contract with an individual Member Agency of MEMBERS to receive risk
management services on such terms as agreed to by the AUTHORITY and the Member Agency.
SECTION 6. FUNDING OF OPERATIONS
6.1 Fiscal Year. For financial recordkeeping and operations, the fiscal year of the
AUTHORITY shall begin each July 1, and complete the following June 30.
6.2 General Budget. Within sixty (60) days after the first meeting of the BOARD, a
preliminary general budget for the initial fiscal year shall be adopted by majority vote of the
BOARD. The initial budget and each succeeding budget shall include, but not be limited to, the
following:
(1) The general administrative expenses, operating expenses, and necessary
reserves of the AUTHORITY to be incurred during the period covered by the budget.
(2) The allocation of costs to the MEMBERS in the amounts necessary to
cover the budget adopted by the BOARD.
12
ATTACHMENT B
(3) Thereafter, at or prior to the last meeting of the BOARD for each fiscal
year, a general budget shall be adopted for the ensuing fiscal year or years by a vote of at
least a majority of the BOARD.
(4) All expenditures within the designations and limitations of the approved
general budget shall be made on the authorization of a majority vote of the BOARD.
6.3 Operation Costs. Operation costs of the AUTHORITY shall be allocated between
MEMBERS and any outside entities in accordance with a cost-sharing formula adopted by the
BOARD. The cost- sharing formula shall be set forth annually as part of the approved annual
budget.
6.4 Cost Allocation Formula. Contributions by MEMBERS to the AUTHORITY will
be evaluated annually as part of the budget cycle to provide the ability to adjust service levels as
determined by a majority vote of the BOARD. MEMBERS shall pay a portion of the costs
incurred by the AUTHORITY in providing the services described in this Agreement. The
BOARD, in adopting a budget, shall determine each MEMBER's contribution for the fiscal year.
The contribution of each MEMBER agency shall be determined by the percentage of number of
annual dispatch service calls attributable to each MEMBER agency, divided by the total annual
dispatch services calls to all MEMBER agencies during the calendar year preceding the Fiscal
Year for which the MEMBER' fair share percentage is being calculated, offset by any applicable
revenue received from any contracting entities. Once determined for any budget cycle year,
MEMBER contributions shall remain unchanged until the next budget cycle. The use of an
alternative method for determining MEMBER contributions requires a two-thirds (2/3) vote of
the BOARD.
6.5 Revenue and Tax Sharing_ Agreements. Any agreements related to funding of
emergency and non -emergency dispatch services and related operations existing prior to the
Effective Date shall, to the greatest extent practicable, be transferred to the AUTHORITY or
integrated into this Agreement, if applicable.
6.6 Alternative Funding Sources. Each MEMBER shall support opportunities for
development of alternate funding sources.
13
ATTACHMENT B
6.7 Determination of Level of Technology Funding. The governing body of each
MEMBER shall determine the kind and level of technology to enable that MEMBER to receive
emergency and non -emergency dispatch services from the AUTHORITY and shall provide
funding for the AUTHORITY to provide that service.
6.8 Approval of Bonded Indebtedness. By a two-thirds (2/3) vote of the BOARD, the
AUTHORITY may authorize the issuance of any long-term bonded indebtedness. Any
MEMBER that withdraws from the AUTHORITY pursuant to Section 2 above shall, after
ceasing to be a MEMBER, be responsible for payment of its proportional share of any bonded
indebtedness approved by the AUTHORITY while it was a Member.
SECTION 7. ACCOUNTING AND AUDITS
7.1 Maintenance of Books. Full books and accounts shall be maintained for the
AUTHORITY in accordance with practices established by, or consistent with, those utilized by
the Controller of the State of California for like public entities. In particular, the
AUTHORITY's Finance Director - Treasurer/Controller shall comply strictly with requirements
governing joint powers agencies pursuant to the Act.
7.2 Audit. The records and accounts of the AUTHORITY shall be audited annually
by an independent certified public accountant and copies of the audited financial reports, with
the opinion of the independent certified public accountant, shall be filed with the County
Auditor, the State Controller, and each MEMBER within six (6) months of the end of the fiscal
year under examination.
SECTION 8. INDEMNIFICATION AND INSURANCE
8.1 No Vicarious Liability. Pursuant to Government Code section 820.9, as
may be amended, members of the Board of Directors for the AUTHORITY are not vicariously
liable for injuries caused by the act or omission of the AUTHORITY or any of its MEMBERS.
Nothing in this section exonerates an official from liability for injury caused by that individual's
own wrongful conduct. Nothing in this section affects the immunity of any other public official.
8.2 Indemnification of MEMBERS. Except as provided in Section 8.7 below, from
and after the Effective Date, the AUTHORITY shall defend, indemnify, and hold harmless the
14
ATTACHMENT B
MEMBERS and its officers, employees, agents, and representatives with respect to any loss,
damage, injury, claim, demand, litigation, or liability and all expenses and costs relating thereto
(including attorneys' fees) arising out of or in any way related to the performance of services
pursuant to this Agreement.
8.3 Indemnification for Services Transferred. Except as provided in Section 8.7
below, from and after the Effective Date, the AUTHORITY shall defend, indemnify, and hold
harmless the MEMBERS and its officers, employees, agents, and representatives with respect to
any loss, damage, injury, claim, demand, litigation, or liability and all expenses and costs relating
thereto (including attorneys' fees) arising out of or in any way related to any contract or
agreement assumed by or otherwise transferred to AUTHORITY.
8.4 Indemnification for Transfer of Assets. Except as provided in Section 8.7 below,
from and after the date of transfer, the AUTHORITY shall defend, indemnify, and hold harmless
the MEMBERS and its officers, employees, agents, and representatives with respect to any loss,
damage, injury, claim, demand, litigation, or liability and all expenses and costs relating thereto
(including attorneys' fees) arising out of or in any way related to any MEMBER asset transferred
to the AUTHORITY, including but not limited to real property, personal property, equipment,
and apparatus.
8.5 Worker's Compensation. As to any employees of the AUTHORITY, including
any employees transferred to the AUTHORITY, AUTHORITY shall maintain during the term of
this Agreement workers compensation insurance as required by law.
8.6 General Liability Insurance. AUTHORITY shall maintain general
comprehensive liability insurance in the minimum limit of $5,000,000 combined single limit per
occurrence and annual aggregate. MEMBERS shall be named as an additional insured on the
general comprehensive liability policy. Alternatively, the AUTHORITY may self -insure in a
minimum amount of $5,000,000.
8.7 Indemnification by MEMBERS to AUTHORITY. From and after the Effective
Date, MEMBERS shall defend, indemnify, and hold harmless the AUTHORITY, the
AUTHORITY Directors, officers, employees, agents, and representatives, each individual
15
ATTACHMENT B
MEMBER, and its respective officers, employees, agents, and representatives with respect to any
loss, damage, injury, claim, demand, litigation, or liability and all expenses and costs relating
thereto (including attorneys' fees) arising out of the MEMBER's actions or omissions prior to
the Effective Date of this Agreement that related to the provision of emergency and non-
emergency dispatch services and related operations. The MEMBERS agree, pursuant to
Government Code sections 895.4 and 6508. 1, that MEMBERS shall indemnify and contribute to
satisfaction of such judgment against AUTHORITY, the AUTHORITY Directors, officers,
employees, agents, and representatives upon any liability arising out of the performance of this
Agreement in proportion to that MEMBER's contribution to the AUTHORITY budget in the
fiscal year in which an incident causing such liability occurs. The MEMBERS further agree that
the provisions of Article 4 (commencing with section 825), Chapter 4, Part 2, Division 3.6,
Title 1 of the Government Code shall apply to issues related to indemnification of MEMBERS or
AUTHORITY Directors, officers, employees, agents, and representatives.
8.8 No Waiver of Defenses. Notwithstanding Section 8.7 above, the MEMBERS
agree that no immunity or defense available to the MEMBERS under State or Federal law or
regulation shall be waived with respect to any third party claim.
SECTION 9. CONFLICT OF INTEREST CODE
The AUTHORITY, to the extent required by law, shall adopt a Conflict of Interest Code.
SECTION 10. BREACH
If default shall be made by any MEMBER or the AUTHORITY in any covenant
contained in this Agreement or the Operating Agreement, such default shall not excuse the
MEMBER or the AUTHORITY from fulfilling its obligations under this Agreement and all
MEMBERS shall continue to be liable for the payment of contributions and the performance of
all conditions herein contained. MEMBERS hereby declare that this Agreement is entered into
for the benefit of the AUTHORITY created hereby and grant to the AUTHORITY the right to
enforce by whatever lawful means the AUTHORITY deems appropriate all of the obligations of
each of the parties hereunder. Each and all of the remedies given to the AUTHORITY hereunder
16
ATTACHMENT B
or by any law now or hereafter enacted are cumulative and exercise of one right or remedy shall
not impair the right of the AUTHORITY to any or all other remedies.
SECTION 11. MISCELLANEOUS PROVISIONS
11.1 Agreement Not Exclusive. This Agreement shall not be exclusive and shall not
be deemed to amend or alter the terms of other agreements between MEMBERS, except as the
terms of this Agreement shall conflict therewith, in which case the terms of this Agreement shall
prevail.
11.2 Severability. Should any part, term, or provision of this Agreement be decided by
the courts to be illegal or in conflict with any law of the State of California, or otherwise be
rendered unenforceable or ineffectual, the validity of the remaining parts, terms, or provisions
hereof shall not be affected thereby.
11.3 Successors and Assi ng ment. This Agreement shall be binding upon and shall
inure to the benefit of the successors of the MEMBERS. Except to the extent expressly provided
herein, MEMBERS may not assign any right or obligation hereunder without the prior written
consent of the BOARD.
11.4 Amendment of Agreement. This Agreement may be amended and the
AUTHORITY may be terminated or its powers may be changed, restricted, or eliminated by
supplemental agreement executed by MEMBERS at any time.
11.5 Form of Approvals. Whenever an approval is required in this Agreement, unless
the context specifies otherwise, it shall be given by resolution duly adopted by the respective
governing body of each member agency and in the case of the AUTHORITY, by resolution duly
adopted by the BOARD. Whenever in this Agreement any consent or approval is required, the
same shall not be unreasonably withheld.
11.6 Notices. Notices to MEMBERS shall be sufficient if delivered to the City Clerk
of each MEMBER.
HI
17
11.7 Section Headings. All section headings contained herein are for convenience of
reference only and are not intended to define or limit the scope of any provision of this
Agreement.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
and attested by their proper officers thereunto duly authorized, and their official seals to be
hereto affixed, as of the day and year first above written.
ATTEST:
At
Clerk of the Board
APPROVED AS TO FORM:
General Counsel
ATTEST:
By:
Jennifer M. Ferraiolo, City Clerk
APPROVED AS TO FORM:
Janice Magdich
City Attorney, City of Lodi
A'T'TEST:
City Clerk
APPROVED AS TO FORM:
City Attorney, City of Manteca
ATTEST:
By:
Bonnie Paige, City Clerk
APPROVED AS TO FORM:
Susana Alcala Wood
Assistant City Attorney
LATHROP-MANTECA FIRE DISTRICT
A Fire Protection District
By:
Fire Chief
CITY OF LODI
A Municipal Corporation
By:
Steve Schwabauer
City Manager
CITY OF MANTECA
A Municipal Corporation
City Manager
CITY OF STOCKTON
A Municipal Corporation
By:
Kurt Wilson
City Manager
18
RESOLUTION NO. 2015-115
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE
CITY OF LODI'S PARTICIPATION IN THE JOINT EXERCISE OF
POWERS AGREEMENT CREATING THE SAN JOAQUIN COUNTY
REGIONAL FIRE DISPATCH AUTHORITY AND AUTHORIZING THE
CITY MANAGER TO EXECUTE THE AGREEMENT
WHEREAS, the City of Lodi Fire Department is a public agency located in the County of
San Joaquin, State of California; and
WHEREAS, as a public agency defined under Government Code section 6500, et seq.,
is authorized and empowered to contract with other public agencies for the joint exercise of
powers common to each agency; and
WHEREAS, the City of Lodi operates and maintains a Fire Department that includes
emergency and non -emergency dispatch services; and
WHEREAS, the City has considered the Joint Exercise of Powers Agreement creating
the San Joaquin County Regional Fire Dispatch Authority ("SJCRFDA"), a copy of which is
attached hereto as Exhibit A and made a part of this Resolution; and
WHEREAS, the City of Lodi finds it is in the best interest of the City to participate in said
Agreement creating the SJCRFDA and become a member thereto.
NOW, THEREFORE, BE IT RESOLVED by the Lodi City Council that:
It is in the best interest of the City of Lodi to become a party to the Joint Exercise
of Powers Agreement creating the San Joaquin County Regional Fire Dispatch
Authority.
2. The Joint Powers Agreement creating SJCRFDA is hereby approved.
3. The City Manager is hereby authorized and directed to sign the Joint Powers
Agreement creating SJCRFDA.
4. The City Manager is hereby authorized to take such other actions as is
necessary and appropriate to carry out the purpose and intent of this Resolution.
Dated: July 15, 2015
I hereby certify that Resolution No. 2015-115 was passed and adopted by the Lodi City
Council in a regular meeting held July 15, 2015, by the following vote:
AYES: COUNCIL MEMBERS — Chandler, Kuehne, Mounce, Nakanishi, and
Mayor Johnson
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
J6NIFER4. FERRAIOLO
City Clerk
2015-115
Exhibit A
JOINT EXERCISE OF POWER AGREEMENT
BETWEEN THE LATHROP-MANTECA FIRE DISTRICT, THE CITY OF LODI,
THE CITY OF MANTECA, AND THE CITY OF STOCKTON
CREATING THE
SAN JOAQUIN COUNTY REGIONAL FIRE DISPATCH AUTHORITY
Revised 6/03/15 C:\USERS\AARMENDA\APPDATA\LOCAL\TEMP\XPGRPWISE\SAW FIRE DISPATCH JPA (6-3-15)_1.DOCX
JOINT EXERCISE OF POWERS AGREEMENT
This Agreement dated July , 2015, is made and entered into by and among the
LATHROP-MANTECA FIRE PROTECTION DISTRICT, a duly organized fire protection
district under the Fire Protection District Law of 1987 ("LATHROP-MANTECA"), the CITY
OF LODI, a general law City and municipal corporation in the State of California ("LODI"), the
CITY OF MANTECA, a general law City and municipal corporation in the State of California
("MANTECA"), and the CITY OF STOCKTON, a charter City and municipal corporation in the
State of California ("STOCKTON") (collectively referred to as "MEMBERS"), to be effective as
of July 1, 2015.
RECITALS
1. LATHROP-MANTECA, LODI, MANTECA, and STOCKTON are each
authorized by state law or charter to create and maintain a fire department that includes
emergency and non -emergency dispatch services.
2. The MEMBERS have determined that creation of a joint power entity to
administer emergency and non -emergency dispatch services, including related operations,
achieves the needs of each entity for policy input and cost control.
3. The MEMBERS are each a public agency as defined by Government Code
section 6500 et seq. and are each authorized and empowered to contract for the joint exercise of
powers common to each agency.
4. By this Agreement, the MEMBERS now wish to jointly exercise their powers to
provide for regional emergency and non -emergency dispatch services and related services,
including but not limited to creation, development, ownership and operation of programs,
facilities, and funds therefore through the establishment of the SAN JOAQUIN COUNTY
REGIONAL FIRE DISPATCH JOINT POWERS AUTHORITY (the "AUTHORITY').
NOW, THEREFORE, in consideration of the mutual promises and agreements herein
contained, the MEMBERS agree as follows:
1
SECTION 1. POWERS AND PURPOSES
1.1 Authority Created. The AUTHORITY is formed by this Agreement pursuant to
the provisions of Article 1, Chapter 5, Division 7, Title 1 (commencing with section 6500) of the
Government Code of the State of California (the "Act"). The AUTHORITY shall be a public
entity separate from the parties hereto and its debts, liabilities, and obligations shall not be the
debts, liabilities, and obligations of its MEMBERS. The AUTHORITY shall, within 30 days
after the Effective Date, cause a notice of this Agreement, and amended notices as necessary, to
be prepared and filed with the Office of the Secretary of State, as required by Government Code
section 6503.5.
1.2 Purpose of the Agreement; Common Powers to be Exercised. Each agency that is
a party to this Agreement individually has the statutory authority to provide emergency and non-
emergency dispatch and related services, as well as provide facilities and personnel for such
services. In accordance with the Act, the purpose of this Agreement is to jointly exercise the
foregoing common powers in the manner set forth in this Agreement.
1.3 Powers. Pursuant to and to the extent required by the Act, the AUTHORITY shall
be restricted in the exercise of its powers in the same manner as is each of its MEMBERS. The
AUTHORITY shall have the common powers of the MEMBERS, and is authorized, in its own
name, to do all acts necessary or convenient for the exercise of such powers, and all other acts
authorized by statute, including, but not limited to any or all of the following:
(a) To exercise the common powers of its MEMBERS in providing
emergency and non -emergency dispatch services, including related
operational services, and any service to contracting entities and those
powers that may be conferred upon it by subsequently enacted legislation.
(b) To make and enter into contracts, including contracts with its MEMBERS;
provided, however, the AUTHORITY may not enter into real property
development agreements pursuant to Government Code section 65865.
0
(c) To assume any existing applicable contracts of its MEMBERS relating to
the provision of emergency and non -emergency dispatch services,
including related operational services.
(d) To determine compensation and working conditions and negotiate
contracts with employees and employee organizations of the
AUTHORITY, if any.
(e) To employ such agents, employees, and other persons as it deems
necessary to accomplish its purpose and to receive, accept, and utilize the
services of personnel offered by any of the MEMBERS, or their
representatives or agents.
(f) To lease, acquire, hold, and dispose of real and personal property.
(g) To invest AUTHORITY reserve funds.
(h) To incur debt, liabilities, or obligations, provided that all long-term
bonded indebtedness, Certificates of Participation, or other long-term debt
financing require the prior consent of the MEMBERS as set out in
Section 6.8 hereof.
(i) To sue and be sued in its own name.
(j) To apply for grants, loans, or other assistance from persons, firms,
corporations, or governmental entities.
(k) To use any and all financing mechanisms available to the AUTHORITY,
subject to the provisions of Section 6 of this Agreement.
(1) To prepare and support legislation related to the purposes of the
Agreement.
(m) To lease, acquire, construct, operate, maintain, repair, and manage new or
existing facilities as well as to close or discontinue the use of such
facilities.
(n) To levy and collect payments and fees for services.
3
(o) To impose new special taxes or assessments as authorized by law and in
coordination with the underlying jurisdiction.
(p) To provide related services as authorized by law.
(q) To contract for the services of attorneys, consultants, and other services as
needed.
(r) To purchase insurance or to self -insure and to contract for risk
management services.
(s) To adopt rules, regulations, policies, bylaws, and procedures governing
operation of the AUTHORITY, including the determination of
compensation of any Directors and employees of the AUTHORITY.
(t) To exercise the power of eminent domain.
(u) To receive, accept, expend, or disburse monies (by contract or otherwise)
for purposes consistent with the provisions and purposes specified herein,
and maintain at all times a complete and accurate system of accounting for
said monies.
(v) To contract with outside parties, the operating and administrative services
of the AUTHORITY.
(w) Notwithstanding the foregoing, the AUTHORITY shall have any
additional powers conferred under the Act or under applicable law, insofar
as such additional powers may be necessary to accomplish the purposes
set forth herein.
SECTION 2. TERM AND TERMINATION
2.1 Effective Date. This Agreement shall become effective as of July 1, 2015, or
such later date agreed to in writing by MEMBERS.
2.2 Term. This Agreement shall continue in full force and effect without a specific
term until it is terminated or rescinded upon the mutual written agreement of the original
MEMBERS to this Agreement. The AUTHORITY may by a majority vote of the MEMBERS to
2
terminate this Agreement, or termination will occur automatically if only one member agency is
left in the AUTHORITY.
2.3 Membership Term; Notice of Withdrawal. Original MEMBERS specifically agree
to remain members of AUTHORITY for a minimum of ten (10) years after the effective date of
the AUTHORITY. Subsequent members approved by the BOARD must specifically agree to
remain members of AUTHORITY for a minimum of ten (10) years after joining the
AUTHORITY. Any individual member agency can terminate membership in this Agreement
after completing the 10th year of membership by providing notice to all other member agencies
by resolution of intent to withdraw adopted by the governing board of the withdrawing parry.
The notice of intent to withdraw shall be given at least one (1) year before the start of the fiscal
year in which it shall be effective, but in no circumstance will termination be effective until
10 years after becoming a member of AUTHORITY. The advance notice is intended to give
MEMBERS sufficient time to make appropriate arrangements to provide emergency and non-
emergency dispatch services. Upon the effective date of withdrawal, the withdrawing agency
shall cease to be bound by this Agreement, except for any long-term financing obligations placed
upon the withdrawing parry under this Agreement.
2.4 Authority Approval. This Agreement may be terminated upon the consent of the
AUTHORITY and the consent of each of the governing bodies of the original member agencies
to terminate this Agreement. Any such termination shall provide that the effective termination
date shall not occur unless MEMBERS have sufficient time to make appropriate arrangements to
independently provide emergency and non -emergency dispatch services, but in no case more
than 10 years after approval of termination by the governing bodies of the original member
agencies.
2.5 Satisfaction of Obligations. Notwithstanding any other provision in this
Agreement, in no event shall the exercise of the powers herein granted be terminated until all
indebtedness, claims and liabilities incurred, including liability on Certificates of Participation or
bonds, are fully and completely satisfied, or provision for the complete satisfaction of such
obligations are made and approved by the AUTHORITY and MEMBERS.
5
2.6 Distribution of Surplus PropgAL. Pursuant to the Act, upon termination of this
Agreement, any surplus property owned or held by the AUTHORITY shall be distributed pro
rata to the Federal, State, local agency, or member agency that provided the property. The
parties shall use good faith efforts and fair dealing in processing and dividing any surplus
property that cannot be attributed to any single member agency.
2.7 Distribution of Surplus Funds. Pursuant to the Act, any surplus money on hand
after termination of the Agreement shall be returned to the funding source from which funds
were furnished, or to the member agency making the contribution. The parties shall use good
faith efforts and fair dealing in processing and dividing any surplus funds that cannot be
attributed to any single member agency, keeping in mind the position of the parties before they
entered into this Agreement.
SECTION 3. ORGANIZATION
3.1 Membership. The MEMBERS of AUTHORITY shall be the original parties to
this Agreement that have not withdrawn from the AUTHORITY and those Public Agency
Members who have met the minimum criteria as established by the Board and are approved to be
added as MEMBERS of AUTHORITY by a majority vote of the MEMBERS (the "Original
Member Agency"). In addition, any city or public entity may join the AUTHORITY as non-
voting members after execution of this Agreement on terms and conditions approved by the
AUTHORITY.
3.2 Board Structure. The AUTHORITY shall be governed by a Board of Directors
("BOARD") consisting of not more than one representative from each Original Member Agency
or as set forth in the bylaws adopted by the BOARD. Each Director shall have one vote.
3.3 Appointment of Directors by Member Agencies.
The BOARD members shall be appointed as follows:
(a) Each Original Member Agency, by resolution of its governing body, shall
appoint the Fire Chief or designated Fire Department alternate Director to
serve on the AUTHORITY's BOARD. Each Original Member Agency
shall also appoint by resolution of its governing body an alternate to act in
2
each Director's absence. Each Director and alternate shall serve at the
pleasure of his or her appointing body and may be removed at any time,
with or without cause, at the sole discretion of that appointing body. Any
vacancy shall be filled in the same manner as the original appointment of a
Director and/or alternate.
(b) The term of office for Directors shall be July 1 of each year from the
Effective Date of the AUTHORITY in the year of its formation, to and
including the following June 30 of the following year and from July 1 to
and including the following June 30 for every year thereafter. A Director
can serve multiple terms at the discretion of the appointing body pursuant
to their respective adopted policies.
(c) The Directors and their alternates shall not receive any compensation for
serving as such. However, with approval of the BOARD, a Director or
alternate may be reimbursed for reasonable expenses incurred in the
conduct of the business of the AUTHORITY.
(d) Pursuant to Government Code section 6505, the BOARD is designated as
the administrator of this Agreement and the AUTHORITY's affairs, and
shall perform its duties and responsibilities in accordance with all
provisions of this Agreement.
3.4 Principal Office. The principal office of the AUTHORITY shall be the Fire
Department Headquarters of the City of Stockton or as may be otherwise designated by the
AUTHORITY from time to time.
3.5 Regular Meetings. The BOARD shall hold at least one meeting annually and
may hold additional meetings as determined by the BOARD and as may be established by its
bylaws. All meetings of the BOARD shall be called, noticed, held, and conducted subject to the
provisions of the Ralph M. Brown Act (Chapter 9 of Part 1 of Division 2 of Title 5 of the
Government Code of the State of California (§§ 54950-54961)) or any successor legislation
hereinafter enacted.
7
3.6 Minutes. The appointed clerk of the AUTHORITY shall cause minutes of all
meetings of the BOARD to be kept and shall, as soon as possible after each meeting, cause a
copy of the minutes to be forwarded to each Director of the BOARD and to the respective
governing bodies of each of the member agencies.
3.7 Quorum. A majority of the Directors of the BOARD shall constitute a quorum
for the transaction of business, except that less than a quorum may adjourn meetings from time
to time.
3.8 Officers. The BOARD shall elect from among its Directors a chair and vice -
chair and thereafter at the first meeting in each fiscal year, the BOARD shall elect or re-elect a
chair and vice -chair. In the event that the chair or vice -chair ceases to be a Director, the resulting
vacancy shall be filled in the same manner at the next regular meeting of the BOARD held after
such vacancy occurs. In the absence or inability of the chair to act, the vice -chair shall act as
chair. The BOARD may also appoint a clerk of the AUTHORITY and such other officers as it
deems necessary pursuant to Section 3.12 below.
3.9 Rules. The BOARD may adopt from time to time such bylaws, rules, and
regulations for the conduct of its affairs that are not in conflict with this Agreement, as it may
deem necessary.
3.10 Committees. The BOARD may establish standing or ad hoc committees or
subcommittees composed of BOARD members, staff, and/or the public to make
recommendations on specific matters.
3.11 Emplo, employee Relations. The BOARD shall as necessary adopt by
majority vote Employer -Employee Relations Procedures and Personnel Rules and Regulations
applicable to the AUTHORITY for any employees of the AUTHORITY.
3.12 Officers; Duties; Bonds. As determined by the BOARD, the Officers of the
AUTHORITY shall be the Executive Director, General Counsel, Clerk, and Finance Director-
Treasurer/Controller.
N.
(a) An Executive Director may be appointed by the BOARD and shall be an
at -will employee that serves at the pleasure of the BOARD. If appointed,
the Executive Director shall:
(1) Direct all subordinate officers and employees;
(2) Appoint and remove all employees of AUTHORITY, if any;
(3) Attend all meetings of the BOARD unless excused therefrom;
(4) Prepare and submit to the BOARD the annual budget for the
AUTHORITY;
(5) Promulgate administrative and personnel rules and regulations as
necessary for the conduct of the operations of AUTHORITY; and
(6) Perform such other duties and exercise such other powers as
directed by the BOARD.
(b) The AUTHORITY shall appoint a Clerk of the BOARD.
(c) AUTHORITY shall appoint a Finance Director - Treasurer/Controller who
shall serve as the depositary of the AUTHORITY to have custody of all
the money of the AUTHORITY, from whatever source, and, as such, shall
have the powers, duties, and responsibilities specified in the Act, and shall
be designated as the public officer or person who has charge of, handles,
or has access to any property of the AUTHORITY, and such officer shall
file an official bond in the amount of $25,000 as required by the Act;
provided, that such bond shall not be required if the AUTHORITY does
not possess or own property or funds with an aggregate value of greater
than $500.
(d) The AUTHORITY shall appoint a General Counsel to serve as primary
General Counsel to the AUTHORITY.
(e) The BOARD may contract with any member agency of MEMBERS to
provide necessary administrative and support services to the
AUTHORITY as appropriate. Any administrative duties also may rotate
I
from year to year. The AUTHORITY shall reimburse MEMBERS, or its
Officers, for services provided under this section in accordance with the
normal and usual rates and/or contractual provisions used by that member
agency or its Officers.
(f) Unless and until changed by resolution of the BOARD, the fiscal year of
the AUTHORITY shall be the period from July 1 of each year to and
including the following June 30, except for the first fiscal year which shall
be the period from the effective date of this Agreement up to and
including June 30, 2016.
SECTION 4. TRANSFER OF DISPATCH OPERATIONS; CONTRIBUTIONS AND
ADVANCES; CONTRACTING SERVICES
4.1 Transition Team; List of Assets and Liabilities. The MEMBERS shall designate a
transition team to plan for and implement the transfer of emergency and non -emergency dispatch
services to AUTHORITY. The transition team shall also plan for and implement the transfer of
assets and liabilities from the MEMBERS to the AUTHORITY which is necessary to achieve the
purposes of this Agreement. An up-to-date list of all personnel, employment agreements, assets
(including but not limited to real property, equipment, reserves, contracts, and deposits), and all
known liabilities shall be prepared by the transition team and submitted to the BOARD.
4.2 Transfer of Assets and Liabilities. The transition team will prepare a plan for
transition of assets, liabilities, and services for approval by the BOARD. Before the transfer of
any assets, the AUTHORITY and the MEMBER shall come to an agreement concerning the
transfer, use, maintenance, and return of any assets, including transition to a joint asset.
4.3 Personnel. The MEMBERS agree that human resources, administrative, and
operational services may be provided through an Operating Agreement with the understanding
that the AUTHORITY may provide its own such service at a future date. Pursuant to
Government Code section 53291, the AUTHORITY may prescribe the qualifications and
conditions under which employees of MEMBERS will become employees of the AUTHORITY.
The AUTHORITY shall comply with the provisions of Government Code section 53292 to the
extent applicable to the AUTHORITY.
10
4.4 Public Funds, Personnel, Equipment, or Property. Contributions or advances of
public funds and of personnel, equipment, or property may be made to the AUTHORITY by any
MEMBERS for any of the purposes of this Agreement. Payment of public funds may be made to
defray the cost of any such contribution. Any such advances shall be made subject to repayment,
and shall be repaid, in the manner agreed upon by MEMBERS and the AUTHORITY at the time
of making such advance.
4.5 Assets, Transition Plan; FCC License. All MEMBERS' assets included in the
Transition Plan for transfer to AUTHORITY, including but not limited to real property and
personal property and equipment and apparatus, shall transfer to the AUTHORITY in their "as
is" condition as of the date specified in the Transition Plan. MEMBERS agree to execute any
and all documents necessary to affect the transfer of assets and liabilities to the AUTHORITY in
accordance with the approved Transition Plan. The Transition Plan shall also address the
use/ownership of FCC Radio frequency licenses until such time as the AUTHORITY and
Member Agencies, and any contracting entities as applicable, agree to transfer said frequencies
to the AUTHORITY. Once transferred, the frequencies are not eligible to be severed from the
AUTHORITY.
4.6 Contracts. All existing agreements and contracts involving emergency and
non -emergency dispatch services by MEMBERS or its personnel shall be assigned to the
AUTHORITY as of the date specified in the approved Transition Plan, with any service or
obligation to be provided or performed thereafter by the AUTHORITY as identified in the
Transition Plan. A list of all such contracts shall be developed during the transition period. The
AUTHORITY agrees to assume all of the obligations, duties, and liabilities of the MEMBERS
under said agreements and contracts.
4.7 Capital Expenditures; Equipment; Facilities. Capital improvements shall be
funded and insured as provided in the cost-sharing formula adopted by the BOARD and the
MEMBERS.
4.8 Contracting With Outside Entities. As part of its operation, outside entities may
contract with the AUTHORITY for the provision of emergency and non -emergency services. As
11
part of its annual budget process, the AUTHORITY shall determine the service charge amounts
owing from contracting entities. This amount shall be referred to as the "Service Charge." The
Service Charge shall consist of the annual cost for operational services consistent with the cost
calculation methodology in place on the Effective Date of the Operating Agreement, or such
later date as a contracting entity contracts with the AUTHORITY for service and will include the
annual percentage charge in the cost of emergency and non -emergency dispatch system
operations. The cost calculation methodology shall include the cost of any proportional share of
any long-term debt repayment obligations, maintenance and repairs, and other costs as
determined by the BOARD.
SECTION 5. LIABILITY
The AUTHORITY shall assume responsibility for any and all loss, litigation, liability,
injury, damage, claim, demand, and tort or workers compensation incidents that occur on or after
the date personnel or contracts are transferred to the AUTHORITY. The MEMBERS shall retain
responsibility and liability for any and all such incidents that occur prior to the transfer and shall
retain all risk management reserves that have been set aside for such prior incidents. The
AUTHORITY may contract with an individual Member Agency of MEMBERS to receive risk
management services on such terms as agreed to by the AUTHORITY and the Member Agency.
SECTION 6. FUNDING OF OPERATIONS
6.1 Fiscal Year. For financial recordkeeping and operations, the fiscal year of the
AUTHORITY shall begin each July 1, and complete the following June 30.
6.2 General Budget. Within sixty (60) days after the first meeting of the BOARD, a
preliminary general budget for the initial fiscal year shall be adopted by majority vote of the
BOARD. The initial budget and each succeeding budget shall include, but not be limited to, the
following:
(1) The general administrative expenses, operating expenses, and necessary
reserves of the AUTHORITY to be incurred during the period covered by the budget.
(2) The allocation of costs to the MEMBERS in the amounts necessary to
cover the budget adopted by the BOARD.
12
(3) Thereafter, at or prior to the last meeting of the BOARD for each fiscal
year, a general budget shall be adopted for the ensuing fiscal year or years by a vote of at
least a majority of the BOARD.
(4) All expenditures within the designations and limitations of the approved
general budget shall be made on the authorization of a majority vote of the BOARD.
6.3 Operation Costs. Operation costs of the AUTHORITY shall be allocated between
MEMBERS and any outside entities in accordance with a cost-sharing formula adopted by the
BOARD. The cost- sharing formula shall be set forth annually as part of the approved annual
budget.
6.4 Cost Allocation Formula. Contributions by MEMBERS to the AUTHORITY will
be evaluated annually as part of the budget cycle to provide the ability to adjust service levels as
determined by a majority vote of the BOARD. MEMBERS shall pay a portion of the costs
incurred by the AUTHORITY in providing the services described in this Agreement. The
BOARD, in adopting a budget, shall determine each MEMBER's contribution for the fiscal year.
The contribution of each MEMBER agency shall be determined by the percentage of number of
annual dispatch service calls attributable to each MEMBER agency, divided by the total annual
dispatch services calls to all MEMBER agencies during the calendar year preceding the Fiscal
Year for which the MEMBER' fair share percentage is being calculated, offset by any applicable
revenue received from any contracting entities. Once determined for any budget cycle year,
MEMBER contributions shall remain unchanged until the next budget cycle. The use of an
alternative method for determining MEMBER contributions requires a two-thirds (2/3) vote of
the BOARD.
6.5 Revenue and Tax Sharing_ Agreements. Any agreements related to funding of
emergency and non -emergency dispatch services and related operations existing prior to the
Effective Date shall, to the greatest extent practicable, be transferred to the AUTHORITY or
integrated into this Agreement, if applicable.
6.6 Alternative Funding Sources. Each MEMBER shall support opportunities for
development of alternate funding sources.
13
6.7 Determination of Level of Technology Funding. The governing body of each
MEMBER shall determine the kind and level of technology to enable that MEMBER to receive
emergency and non -emergency dispatch services from the AUTHORITY and shall provide
funding for the AUTHORITY to provide that service.
6.8 Approval of Bonded Indebtedness. By a two-thirds (2/3) vote of the BOARD, the
AUTHORITY may authorize the issuance of any long-term bonded indebtedness. Any
MEMBER that withdraws from the AUTHORITY pursuant to Section 2 above shall, after
ceasing to be a MEMBER, be responsible for payment of its proportional share of any bonded
indebtedness approved by the AUTHORITY while it was a Member.
SECTION 7. ACCOUNTING AND AUDITS
7.1 Maintenance of Books. Full books and accounts shall be maintained for the
AUTHORITY in accordance with practices established by, or consistent with, those utilized by
the Controller of the State of California for like public entities. In particular, the
AUTHORITY's Finance Director - Treasurer/Controller shall comply strictly with requirements
governing joint powers agencies pursuant to the Act.
7.2 Audit. The records and accounts of the AUTHORITY shall be audited annually
by an independent certified public accountant and copies of the audited financial reports, with
the opinion of the independent certified public accountant, shall be filed with the County
Auditor, the State Controller, and each MEMBER within six (6) months of the end of the fiscal
year under examination.
SECTION 8. INDEMNIFICATION AND INSURANCE
8.1 No Vicarious Liability. Pursuant to Government Code section 820.9, as
may be amended, members of the Board of Directors for the AUTHORITY are not vicariously
liable for injuries caused by the act or omission of the AUTHORITY or any of its MEMBERS.
Nothing in this section exonerates an official from liability for injury caused by that individual's
own wrongful conduct. Nothing in this section affects the immunity of any other public official.
8.2 Indemnification of MEMBERS. Except as provided in Section 8.7 below, from
and after the Effective Date, the AUTHORITY shall defend, indemnify, and hold harmless the
14
MEMBERS and its officers, employees, agents, and representatives with respect to any loss,
damage, injury, claim, demand, litigation, or liability and all expenses and costs relating thereto
(including attorneys' fees) arising out of or in any way related to the performance of services
pursuant to this Agreement.
8.3 Indemnification for Services Transferred. Except as provided in Section 8.7
below, from and after the Effective Date, the AUTHORITY shall defend, indemnify, and hold
harmless the MEMBERS and its officers, employees, agents, and representatives with respect to
any loss, damage, injury, claim, demand, litigation, or liability and all expenses and costs relating
thereto (including attorneys' fees) arising out of or in any way related to any contract or
agreement assumed by or otherwise transferred to AUTHORITY.
8.4 Indemnification for Transfer of Assets. Except as provided in Section 8.7 below,
from and after the date of transfer, the AUTHORITY shall defend, indemnify, and hold harmless
the MEMBERS and its officers, employees, agents, and representatives with respect to any loss,
damage, injury, claim, demand, litigation, or liability and all expenses and costs relating thereto
(including attorneys' fees) arising out of or in any way related to any MEMBER asset transferred
to the AUTHORITY, including but not limited to real property, personal property, equipment,
and apparatus.
8.5 Worker's Compensation. As to any employees of the AUTHORITY, including
any employees transferred to the AUTHORITY, AUTHORITY shall maintain during the term of
this Agreement workers compensation insurance as required by law.
8.6 General Liability Insurance. AUTHORITY shall maintain general
comprehensive liability insurance in the minimum limit of $5,000,000 combined single limit per
occurrence and annual aggregate. MEMBERS shall be named as an additional insured on the
general comprehensive liability policy. Alternatively, the AUTHORITY may self -insure in a
minimum amount of $5,000,000.
8.7 Indemnification by MEMBERS to AUTHORITY. From and after the Effective
Date, MEMBERS shall defend, indemnify, and hold harmless the AUTHORITY, the
AUTHORITY Directors, officers, employees, agents, and representatives, each individual
15
MEMBER, and its respective officers, employees, agents, and representatives with respect to any
loss, damage, injury, claim, demand, litigation, or liability and all expenses and costs relating
thereto (including attorneys' fees) arising out of the MEMBER's actions or omissions prior to
the Effective Date of this Agreement that related to the provision of emergency and non-
emergency dispatch services and related operations. The MEMBERS agree, pursuant to
Government Code sections 895.4 and 6508. 1, that MEMBERS shall indemnify and contribute to
satisfaction of such judgment against AUTHORITY, the AUTHORITY Directors, officers,
employees, agents, and representatives upon any liability arising out of the performance of this
Agreement in proportion to that MEMBER's contribution to the AUTHORITY budget in the
fiscal year in which an incident causing such liability occurs. The MEMBERS further agree that
the provisions of Article 4 (commencing with section 825), Chapter 4, Part 2, Division 3.6,
Title 1 of the Government Code shall apply to issues related to indemnification of MEMBERS or
AUTHORITY Directors, officers, employees, agents, and representatives.
8.8 No Waiver of Defenses. Notwithstanding Section 8.7 above, the MEMBERS
agree that no immunity or defense available to the MEMBERS under State or Federal law or
regulation shall be waived with respect to any third party claim.
SECTION 9. CONFLICT OF INTEREST CODE
The AUTHORITY, to the extent required by law, shall adopt a Conflict of Interest Code.
SECTION 10. BREACH
If default shall be made by any MEMBER or the AUTHORITY in any covenant
contained in this Agreement or the Operating Agreement, such default shall not excuse the
MEMBER or the AUTHORITY from fulfilling its obligations under this Agreement and all
MEMBERS shall continue to be liable for the payment of contributions and the performance of
all conditions herein contained. MEMBERS hereby declare that this Agreement is entered into
for the benefit of the AUTHORITY created hereby and grant to the AUTHORITY the right to
enforce by whatever lawful means the AUTHORITY deems appropriate all of the obligations of
each of the parties hereunder. Each and all of the remedies given to the AUTHORITY hereunder
16
or by any law now or hereafter enacted are cumulative and exercise of one right or remedy shall
not impair the right of the AUTHORITY to any or all other remedies.
SECTION 11. MISCELLANEOUS PROVISIONS
11.1 Agreement Not Exclusive. This Agreement shall not be exclusive and shall not
be deemed to amend or alter the terms of other agreements between MEMBERS, except as the
terms of this Agreement shall conflict therewith, in which case the terms of this Agreement shall
prevail.
11.2 Severability. Should any part, term, or provision of this Agreement be decided by
the courts to be illegal or in conflict with any law of the State of California, or otherwise be
rendered unenforceable or ineffectual, the validity of the remaining parts, terms, or provisions
hereof shall not be affected thereby.
11.3 Successors and Assi ng ment. This Agreement shall be binding upon and shall
inure to the benefit of the successors of the MEMBERS. Except to the extent expressly provided
herein, MEMBERS may not assign any right or obligation hereunder without the prior written
consent of the BOARD.
11.4 Amendment of Agreement. This Agreement may be amended and the
AUTHORITY may be terminated or its powers may be changed, restricted, or eliminated by
supplemental agreement executed by MEMBERS at any time.
11.5 Form of Approvals. Whenever an approval is required in this Agreement, unless
the context specifies otherwise, it shall be given by resolution duly adopted by the respective
governing body of each member agency and in the case of the AUTHORITY, by resolution duly
adopted by the BOARD. Whenever in this Agreement any consent or approval is required, the
same shall not be unreasonably withheld.
11.6 Notices. Notices to MEMBERS shall be sufficient if delivered to the City Clerk
of each MEMBER.
HI
17
11.7 Section Headings. All section headings contained herein are for convenience of
reference only and are not intended to define or limit the scope of any provision of this
Agreement.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
and attested by their proper officers thereunto duly authorized, and their official seals to be
hereto affixed, as of the day and year first above written.
ATTEST:
BY:
Clerk of the Board
APPROVED AS TO FORM:
General Counsel
ATTEST:
By:
Jennifer M. Ferraiolo, City Clerk
APPROVED AS TO FORM:
Janice Magdich
City Attorney, City of Lodi
ATTEST:
By:
City Clerk
APPROVED AS TO FORM:
City Attorney, City of Manteca
ATTEST:
Bv:
Bonnie Paige, City Clerk
APPROVED AS TO FORM:
Susana Alcala Wood
Assistant City Attorney
LATHROP-MANTECA FIRE DISTRICT
A Fire Protection District
By:
Fire Chief
CITY OF LODI
A Municipal Corporation
By:
Steve Schwabauer
City Manager
CITY OF MANTECA
A Municipal Corporation
By:
City Manager
CITY OF STOCKTON
A Municipal Corporation
Bv:
Kurt Wilson
City Manager
Adopt a Resolution Authorizing City Manager to Execute
Joint Exercise of Power Agreement between City of Lodi,
City of Manteca, and City of Stockton Creating the San
Joaquin County Regional Fire Dispatch Authority
(SJCRFDA) Service
-Orr Bac rou nd�
RT
❖ The City of Stockton retained Management Partners Consulting in
2013 to review and pprovide recommendations for gaining possible
efficiencies in Fire p
Department Dispatch Services.
❖ A JPA review and formation group was formed with the fire
chiefs from the Lathrop -Manteca Fire District City of Lodi City of
Manteca, City of Stockton and City of Tracy.
❖ The results of the work performed by the group culminated in the
development of the Joint Exercise of Power Agreement between
all of the above agencies with the exception o�Cit of Trac at this
g p Y Y
time.
❖ It is currently recommending the formation group that the City of
Stockton provide contract services to the JPA for emer ency and
non-emergencyenc dispatch services under an Operationalerational
Agreement betweenthe JPA and the City.
:) Benefits
Benefits of forming a JPA and then develop a
governance structure that meets the needs of the
regional communications dispatch partnership
Each of these individual agency will be afforded
equal representation on the JPA Board of Directors.
These agencies desire fair representation in the
matters of policy and fiscal decisions.
The JPA will be a legal
separate from the City
member agencies.
public entity that is
of Stockton and all the
d�
Benefits
❖ The Fire Chief would be appointed as the City
Representative to the JPA Board.
❖ The all parties will be a committed to the JPA
for a minimum of a ten (10) year period.
❖ The JPA Board membership will be limited to
the four original agencies, with the option of
Tracy joining at a later date.
d�
Be n ef its
❖ The JPA, once formed would not be limited to
dispatch services alone, it could expand to
cover fire training and equipment purchases.
❖ The JPA would be more likely to receive State
and Federal grant funding.
❖ The JPA Board could engage additional fire
agencies for contract dispatch services.
•:• There are no additional costs associated with the
approval of the Joint Exercise of Powers
Agreement (JPA). All Cost per calls are currently
contracted.
❖ Any initial costs associated with the development
of the JPA and the Operations Agreement will be
shared by the member agencies as determined and
approved by the Board.
❖ All of Lodi cost are already incorporated in our
2015/16 Fiscal Budget.
d�
Recommendation
•:• It is recommended that the City Council move
to approve and adopt a resolution authorizing
the City Manager to enter into a Joint Exercise
of Powers Agreement between the City of Lodi,
City of Manteca and City of Stockton creating
the San Joaquin County Regional Fire Dispatch
Authority (SJCRFDA).
rt .ti
City of Lodi
Fire Department
Questions or Comments
PJ L