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HomeMy WebLinkAboutItem 02 Eugene Springfield Fire Governance UpdateAGENDA ITEM SUMMARY Meeting Date: Meeting Type: Staff Contact/Dept.: 6/20/2022 Work Session Niel Laudati, CMO AIC Chief Scott Cockrum Staff Phone No: (541) 726-3780 Estimated Time: 20 Minutes SPRINGFIELD Council Goals: Strengthen Public Safety CITY COUNCIL by Leveraging Partnerships and Resources ITEM TITLE: EUGENE -SPRINGFIELD FIRE GOVERNANCE UPDATE ACTION The purpose of this work session a to provide a brief informational overview REQUESTED: of the Eugene -Springfield Fire Governance Review Panel process. ISSUE Eugene Springfield Fire (ESF) has been operating as a functionally STATEMENT: consolidated Fire Department under an Oregon Revised Statute Chapter (ORS 190) intergovernmental agreement since May 24, 2010. This agreement is between the City of Eugene and the City of Springfield. The agreement does not create a separate legal entity, consequently the Fire Department operates as a cooperative model rather than a true consolidated model. Between May 2010 and May 2017, four amendments were made to the original ORS 190 agreement. Each amendment further combined employee's, emergency operations, fire marshal services, training, logistics, sharing of equipment, but not administrative functions. In February, 2022, the two cities formed a Governance Review Panel (GRP) as the first step of a three phased approach to exploring and assessing the strengths and challenges of the current structure, financial evaluation review, and assessment of governance structure options and pathways to improving efficiency in delivery of services. The GRP is nearing completion of phase one (Exploratory Phase). The purpose of this work session a to provide a brief informational overview of the GRP process. ATTACHMENTS: Attachment 1 Attachment 2 Attachment 3 Attachment 4 Attachment 5 Attachment 6 — CMO Council Briefing Memo — Functional Consolidation Timeline — SWOT - GRP Update Presentation Slides — Resource list — Governance Structure Model DISCUSSION/ Staff will be available to answer questions. FINANCIAL IMPACT: MEMORANDUM City of Springfield Date: 6/20/2022 To: Nancy Newton, City Manager COUNCIL From: Niel Laudati, Assistant City Manager BRIEFING Scott Cockrum, Interim Fire Chief Subject: Eugene -Springfield Fire Governance Update MEMORANDUM ISSUE: Eugene Springfield Fire (ESF) has been operating as a functionally consolidated Fire Department under an Oregon Revised Statute Chapter (ORS 190) intergovernmental agreement since May 24, 2010. This agreement is between the City of Eugene and the City of Springfield. The agreement does not create a separate legal entity, consequently the Fire Department operates as a cooperative model rather than a true consolidated model. The original stated objective of the consolidation was to improve financial and operation efficiencies to best serve the needs of the growing Eugene/Springfield metropolitan area. Between May 2010 and May 2017, four amendments were made to the original ORS 190 agreement. Each amendment further combined employee's, emergency operations, fire marshal services, training, logistics, sharing of equipment, but not administrative functions. In February, 2022, the two cities formed a Governance Review Panel (GRP) as the first step of a three phased approach to exploring and assessing the strengths and challenges of the current structure, financial evaluation review, and assessment of governance structure options and pathways to improving efficiency in delivery of services. The GRP is nearing completion of phase one (Exploratory Phase). The purpose of this work session a to provide a brief informational overview of the GRP process. COUNCIL GOALS/ MANDATE: Strengthen Public Safety by Leveraging Partnerships and Resources BACKGROUND In 2007, discussions about a more reliable regional fire service between the City of Eugene and the City of Springfield fire departments began. Staff identified that resources in both cities were becoming more reliant on one another for a growing response need. Changes began in dispatch protocol, and boundary drops responses between cities was being enhanced. With these changes, fire department staff identified there were some negative interoperability and safety consequences with the current response relationship and more could be done. In June 2007, the Cities implemented the 3 -Battalion Integrated Response System that effectively eliminated jurisdictional boundaries for the purposes of emergency fire, rescue, fire -response EMS, hazardous materials and ambulance transport. In 2009 Emergency Services Consulting International (ESCI) was hired to evaluate both agencies and provide recommendations, options and opportunities that may create financial efficiencies, improve operations, and create an enhanced response system. The ESCI study determined a merger was both feasible and advisable for the two cities and identified consolidating the two city fire departments would create a more efficient fire department Attachment 1, Page 1 of 3 MEMORANDUM Page 2 management structure by reducing duplications, improve interoperability, and create a more sustainable and resilient emergency service. Simultaneous to the evaluation, the effects of the recession were beginning to severely impact the budgets of both cities, making financial efficiencies a priority. The ESCI report identified several consolidation options. They included either city contracting for services with the another; creating a Governmental Entity (wastewater management model); creating a Special District, or for a short term, functionally consolidating agencies through an ORS 190 until one of the other options became more suitable for the climate. After deliberation between the cities, the functional consolidation was implemented. In July 2010, at the direction of elected officials, the cities took preliminary steps toward a functional consolidation of the Eugene and Springfield fire departments. The goal was to improve service effectiveness as well as produce cost efficiencies by moving towards a metro fire service model. The functional consolidation was not a full merger of the two departments but is a series of incremental (and reversible) steps toward a full merger, assuming those steps proved successful. There have been many achievements since 2010 including, but not limited to: a) consolidating labor agreement among both cities and International Association of Fire Fighters, Local 851; b) implementing a new schedule for the line along with a new rostering system; c) sharing logistics for distribution of materials and supplies including the roll out of medication vending machines in the fall of 2020; and d) co -locating all of administrative services staff to the Emergency Services Center. Despite those achievements, some challenges remain while the organization is still in the functional consolidation phase. For more details related to the Eugene -Springfield Functional Consolidation please refer to Attachment A. Last fall, the City Managers of Eugene and Springfield committed to a substantive exploration of department structure and services, financial overview, governance evaluation. In January 2022, a three phased framework was established for completing a thorough evaluation. • Phase I: Exploration / Education / Information - The purpose of this phase is to learn as much about the strengths, challenges, and limitations of the current department structure. • Phase II: Plan Development, Consideration of options, and potential direction/decision. • Phase III: Implementation of direction/decision. In February 2022, the Governance Review Panel was established for Phase I. The panel includes two elected officials and the city manager from each city. Brenda Wilson, Executive Director of Lane Council of Governments (LCOG), is the process facilitator. The GRP began meeting in March 2022. The ESF staff members provided in-depth information related to all aspects of department services and discussed the benefits and challenges related to the limitations of the existing structure. Brenda Wilson, and Chief Cockrum provided an overview of the existing Functional Consolidation IGA and explored four alternative governance models. The overview of governance models included financial considerations, and legal and process considerations (Attachment B). Brenda Wilson and ESF staff began meeting with the GRP in March 2022. Below is an overview of topics discussed. Meeting 1: Governance Review Panel process, scope of work and timeline and overview of the Eugene -Springfield Fire Department History. Meeting 2: ESF Staff presentations: Fire Operations and EMS & Logistics. Attachment 1, Page 2 of 3 MEMORANDUM Page 3 Meeting 3: ESF Staff presentations: Administration and Finance, Human Resources, and an overview of the existing current Functional Consolidation IGA. Meeting 4: Exploration of alternative governance models (Part 1) - Modification of the Current Functional Consolidation Agreement, Fully Contracting for Services, Intergovernmental Entity (IGE). Meeting 5: Exploration of Alternative Governance Models (Part 2) - Special District, Regional Fire Authority, and Termination of the Current Functional Consolidation Agreement. The GRP had discussion about the strengths, weaknesses, opportunities and threats related to the existing Functional Consolidation structure and what needs to be considered and evaluated in planning for the future of the department in supporting the metro area. Attachment C provides a summary GRP input. The next meeting of the GRP will focus on the financial analysis of ESF and available governance options. The cities have contracted with Moss Adams to provide a financial analysis that informs the current financial structure, proportional cost sharing methodologies, actual costs, long-term modeling for future consolidation, and 10 year financial sustainability assumptions. This review is scheduled to be completed by the end of June. All meetings have been noticed as public meetings and were streamed, recorded and available on the City Websites. In addition, ESF Department established a website with links to all meeting materials, minutes and recordings. This is information is available at htt2s://www.eugene-or.gov/4924/Governance-Review-Panel (Attachment D). PREVIOUS COUNCIL DECISION May 27, 2020, Budget Committee Recommend that City Council hold a work session on the GEMT funding, ATF, overall funding of the fire department, and update on the Eugene Springfield Fire merger progress. October 26, 2011, Work Session Informational work session on Eugene -Springfield Fire Service Merger Update. January 20, 2010, Work Session Move to functional consolidation with follow-up reports indicating effectiveness (no motions, work session only). December 7, 2009, JEO Eugene and Springfield City Councils Ambulance Transport Funding RECOMMENDED ACTION: This is an informational update, no action is requested. Attachment 1, Page 3 of 3 EUGENE SPRINGFIELD SPRINGFIELD . 0 FIRE kOREGON 4 APWL-N, len �Z� • - - LCOG LANE COUNCIL OF GOVERNMENTS Eugene -Springfield Fire Functional Consolidation Timeline PURPOSE This document provides a timeline of the Eugene -Springfield Fire Functional Consolidation. EUGENE -SPRINGFIELD FIRE FUNCTIONAL CONSOLIDATION TIMELINE June 2007 Eugene and Springfield The 3 -Battalion System is initiated. The 3 -Battalion System disregards the geopolitical boundary between the jurisdictions, instead employing dispatch protocols ensuring that the nearest appropriate response resources are sent to the location of an emergency, no matter whether they are Eugene units, Springfield units or a combination. 2008-2009 Eugene and Springfield Ambulance Transport System Joint Elected Officials (JEO) Task Force conducts public engagement including nine community forums and an online survey regarding the governance structure and funding stability for ambulance service providers in central Lane County (Eugene Fire & EMS Department, Springfield Fire & Life Safety Department, and Lane Rural Fire/Rescue District) 2009 Eugene and Springfield Emergency Services Consulting International (ESCI) issues report titled "Eugene Fire & EMS and Springfield Fire & Life Safety, Oregon Cooperative Services - Feasibility Study" December 1, Eugene and Springfield Fire Operations IGA goes into effect. The IGA 2009 focuses on shared apparatus and equipment usage between both cities. Attachment 2, Page 1 of 5 EUGENE SPRINGFIELD SPRINGFIELD FIRE OREGON 4-4 P^\-6 • w - LCOG LANE COUNCIL OF GOVERNMENTS December 7, Eugene and Springfield JEO meeting is held. Eugene and Springfield Fire 2009 Chiefs both recommend functional consolidation as an incremental first step towards a full merger. January 20, Eugene Eugene City Council discusses a functional 2010 consolidation during a work session. April 26, 2010 Springfield Springfield City Council receives an update on the proposed consolidation. May 17, 2010 Springfield Springfield approves the initial IGA for a functional consolidation. May 24, 2010 Eugene and Springfield The first functional consolidation IGA goes into effect. The IGA reiterates the 2009 Fire Operations agreement and consolidates administrative and support functions. It specifically calls out that the IGA will not alter the position of any firefighter. July 14, 2010 Eugene and Springfield First Amendment to the functional consolidation IGA. The amendment added that Workers' Compensation process and coverage would fall under city of employment. December, Eugene and Springfield Decision making process to continue the IGA or 2010 stop. December 7, Eugene and Springfield JEO meeting is held to authorize limited functional 2010 consolidation. May 13, 2011 Eugene and Springfield Date of the shared Fire Chief position is extended and the Fire Operations IGA is amended to extend contract duration. September 9, Eugene and Springfield Consolidated Recruitment IGA goes into effect. 2011 The IGA combines Eugene and Springfield recruitment processes for line personnel. Successful candidates would be selected per City based on eligibility list of alternating assignments. September 9, Eugene and Springfield Second Amendment to the functional consolidation 2011 IGA. The amendment updated disciplinary action language for functionally consolidated administrative staff. Administrative staff would go through the process per city of employment but disciplinary actions can be issued by shared staff (Fire Chief, Deputy Chiefs, Battalion Chiefs). 2 Attachment 2, Page 2 of 5 EUGENE SPRINGFIELD FIRE i RINGFIELD OREGON October 26, Eugene 2011 November 1, Eugene and Springfield 2011 February 27, Eugene 2012 March 8, 2012 Eugene May 14, 2012 Eugene and Springfield October 2, 2012 Eugene and Springfield December 1, Eugene and Springfield 2012 December 6, Eugene and Springfield 2012 • Y LCOG LANE COUNCIL OF GOVERNMENTS Eugene Fire Chief Groves provides an update of the functional consolidation to Eugene City Council. First amendment to the Fire Operations IGA. The amendment revised 2009 Fire Operations agreement so that apparatus and equipment can be assigned by designated Deputy Chief of Operations. The ESCI "Eugene Fire & EMS and Springfield Fire & Life Safety, Oregon Cooperative Services Feasibility Study" is sent to Eugene City Council. Eugene Fire Chief Groves provides a Memo to the Eugene Mayor and City Council. The Memo provides a proposed governance model of expanding the IGA so that the two departments function more like one department and an ultimate goal of creating one organization. Third amendment to the functional consolidation IGA. The amendment updated the list of administrative positions that are part of functional consolidation and how one position is funded. Operations IGA is executed. Exchange of Services IGA is executed. This IGA allows for logistics services (parts and supplies, seamstress, equipment repairs) to be shared between both cities. Functional Consolidation IGA is amended and restated. This reiterated the 2009 Fire Operations agreement and consolidated administrative and support functions. Cities agreed to participate in joint bargaining for IAFF contract. It included the following for liability/Indemnification: - Cities are responsible for negligent actions of its employees. - Each city promises to defend, indemnify, hold harmless, and release the other from any loss, claim or liability arising from or out of negligent, tortuous action(s) or inaction(s) of its employees, officers, and officials. Such liability shall be 3 Attachment 2, Page 3 of 5 EUGENE SPRINGFIELD FIRE December 14, 2012 i RINGFIELD kOREGON 4-4 P^\-6 • w - LCOG LANE COUNCIL OF GOVERNMENTS apportioned among the parties or other at fault persons or entities. Eugene and Springfield An Administrative Consolidation Plan for Purchasing is developed. The Plan establishes June 21, 2013 Eugene and Springfield October 20, Eugene and Springfield 2012 August 6, 2014 Eugene and Springfield purchasing guidelines and cost sharing. First amendment to the Exchange of Services IGA. The amendment extended contract duration and created a cost share for a logistics position. First Amended and Restated Functional Classification IGA. This updated the signing authority. Exchange of Services second amendment. This expanded services to include ordering, purchasing, and equipment repairs; and to position cost reimbursements. September 8, Eugene Eugene City Council issues a proclamation that 2014 September 8th is Eugene -Springfield Fire Day. September 5, Eugene and Springfield Second Amended and Restated Functional 2014 Classification IGA. This reiterated the 2009 Fire Operations agreement and consolidated administrative and support functions. It added "IAFF Represented Employees" section: - Recruitment and selection - Work assignment - Employees follow administrative procedures manual per city of employment. - Promotions and movement to other city. - Workers' Comp process follows city of employment. - "If city receives a tort claims notice or is sued based on an action (or failure to act) of an employee in an IAFF position located in that city, then that city is responsible for responding to, defending and paying that claim or judgment. For example, if a Springfield employee is filling a Eugene IAFF position and a tort claim is received related to the actions of that employee, then Eugene shall be responsible for the defense and payment of the claim." 4 Attachment 2, Page 4 of 5 EUGENE SPRINGFIELD SPRINGFIELD . 0 10, Y1 - FIRE kOREGON 4 APWL-N, len �Z� • 0 - LCOG LANE COUNCIL OF GOVERNMENTS January 26, Eugene and Springfield Third Amended and Restated Functional 2016 Classification IGA. This reiterated the 2009 Fire Operations agreement and consolidated administrative and support functions. - Expanded Collective Bargaining. - Expanded Facilities and Equipment. - Combined 2012 Exchange of Services (Logistics) agreement to IGA. Revised shared personnel position list. May 1, 2017 Eugene and Springfield Fourth Amended and Restated Functional Consolidation IGA. This reiterated the 2009 Fire Operations agreement and consolidated administrative and support functions. - Updated liability to include vehicles and equipment. 5 Attachment 2, Page 5 of 5 EUGENE SPRINGFIELD SPRINGFIELD FIRE OREGON STRENGTHS • Team effort/vision to provide better service while controlling costs • Functional Consolidation solved some issues of separate departments • Original success of merger due to alignment of Chiefs at the time; current alignment/positive relationship between Councils and City Managers • Services are streamlined and efficient with a structure that can take us into the future • Stakeholders are committed to transparency and efficiency with public dollars OPPORTUNITIES • Make good/thoughtful decision about governance that addresses problems efficiently without moving too fast to just get it done • Make people and employees safer by being more coordinated • Evaluate what is a sustainable structure moving forward for next 30 years • Ask hard questions now • Discussion of authentic and long-term efficiencies • Greater understanding of financial information, legal analysis, risks/benefits of each option for decision making • Keep fairness and equity (staff, community members) in mind • Cost savings and operational efficiencies gained • Single reporting structure and single budget • Give employees more confidence about future Department(s) • Take care of employees/give employees what they need • Parity between cities • See ourselves as one large metro area • Strategic plan and long-term sustainability • Everyone satisfied with the outcome • Service that functions at its best • Clear guidance for cities, more clarity on roles and responsibilities • Vision for the department(s) WEAKNESSES • Lack of clarity/certainty/direction • ESF dependent on everything working the right way (precarious) • Persistent issues relating to current Functional Consolidation • Administration, human resources and operations are strained, complex • Employees do not have confidence about future Department(s) • Need to simplify system and structure (two budgets, employee pay and benefits, technology, etc.) • Employees have different structures, benefits, etc. • Difficulty recruiting and retaining staff • ESF is not benefitting from economies of scale • Employees need to have equity and feel part of a team THREATS • Supply chain issues preventing economies of scale • How ESF operates is precarious due to complexities • Differences of opinions between the jurisdictions and their councils (success depends on alignments) • Public perception — believe that merger is complete • This process could take decades • Cities have different definitions of level of service and service expectations, see this process differently, trust issues • Territorial and adversarial • Egos • Getting bogged down in how we got here, finger pointing, pre- conceived notions • Opposing views/different ideas on Governance • Perceptions may not be grounded in facts • Can't be a political issue — need to do what's right for the community and Department(s) • If it's too expensive and one city can't afford it services to the public may be impacted in the future • Some people may think a district was promised in the past Attachment 3, Page 1 of 1 9Oki 1►Eel 2 I0 N 0, Eugene F EUGENE SPRINGFIELD 1 FIRE / Our Mission: To serve our communities by preserving life, protecting property, and the environment through prevention, education, emergency medical services, rescue, and fire suppression services. Fire Departments across the county provide fire suppression and emergency medical response. As cities and communities have grown and grown together, their emergency services needs, and costs have increased at a fast pace, outpacing many jurisdictions overall priorities. Attachment 4, Page 2 of 14 In 2010, the City of Eugene and the City of Springfield Functionally Consolidated with the goal of finding efficiencies and to provide a high level of services to both communities. Many of those goals were achieved. �J EVALUATION OF ESF STRUCTURE /GOVERNANCE Phase I - Education & Information Phase II - Plan Development, Options & Decision Phase III — Implementation M Facilitator Brenda Wilson, Executive Director LCOG Lane Council of Governments LANE COUNCIL OF GOVERNMENTS Subject Matter Expert Scott Cockrum, Interim Fire Chief QUI_ VEE-HONOR- Eugene Springfield Fire Staff SPRINGFIELD OREGON City of Springfield Kori Rodley, City Councilor Steve Moe, City Councilor Nancy Newton, City Manager City of Eugene Aft, Mike Clark, City Councilor Randy Groves, City Councilor 1WSarah Medary, City Manager Attachment 4, Page 4 of 14 4 Home, Govern ment � Departments, Fi rea nd E mergency Med ira 1 Services � Governance Review Panel Governance Review Panel The City of Eugene Fire & EMS and the City of Springfield Fire & Life Safety departments merged to farm Eugene Springfield Fire (ESF) in 2010.This partnership has proven to be beneficial to both communities over the last decade. The Eugene Springfield Fire Governance Review Panel was established to evaluate and identify the next steps for the governance of the two departments. This workcontrnues efforts to create the most efficient and effective system forfi re and life safetyservices within our community. Goals The Eugene Springfield Fire Governance Review Panel was established to • raise awareness of the current model and remaining considerations for rmproved efficiencies • share progress and bur Id confidence -in process • keep key audiences informed on process/decisions/outcomes Members Steve Mae Cityof Springfield City Cc ncilor Kari Radley_ Mike Clark City of 5 pri ngfie Id City of Eugene CityCounci for City Councilor Attachment 4, Page 5 of 14 Randy Groves City of Eugene CityCouncilor 5 ■ An operational structure and plan that provides sustainable funding and service levels and meets the growing needs of the Eugene/Springfield metro community ■ Efficient operations and streamlined decision processes ■ Address concerns and needs of both cities and stakeholders ■ Path forward to address concerns that can be supported by both cities 6 Attachment 4, Page 6 of 14 ■ To facilitate a broad, neutral evaluation of governance options for Eugene and Springfield's fire departments. ■ To produce a greater and clearer understanding of the social, operational, legal, financial, and political considerations of any alternative. ■ To educate all stakeholders of the ESF services in a clear and consistent manner about the current operations and options for alternatives. ■ To give decision makers a firmer foundation for critical decisions on the matter. Attachment 4, Page 7 of 14 GOVERNANCE REVIEW PANEL 2022 March 3 March 17 March 31 Governance Review Panel • Operations • Administrative Services Goals • EMS • Human Resources • ESF Overview • Logistics Existing Agreement between Eugene & Springfield April 14 April 28 - • Governance Options (Part • Governance Options (Part 2) • Modification of Current • Special District IGA • Regional Fire Authority ' • • Fully Contracted Services • Termination of Current • Intergovernmental Entity IGA Unified operations in a Created Functional 3 -Battalion System, 190 Consolidation IGA, for Enhanced Auto Aid, Operated as an Integrated CAD change, Common Response, consolidated SOP Training, EMS 'D +e 7 OA -r Pz'jW Joint Elected Officials meet regarding Functional Consolidation and Ambulance Transport System Shared Logistics Services Ambulance Billing personnel merged operations 0-* 07 MOU: with IAFF Local 1395 allowing merging fire prevention, fire investigation 2012 Battalion Chiefs began to operate in different battalions Attachment 4, Page 9 of 14 IAFF Labor Agreements merged 0-7 ' 'r Operations personnel fully merged 9 Successes across all divisions: Operations, Strategic Services, Fire Prevention, and Administration Shared Strengths Standardization and Improved Safety Efficiencies 0 Improved interoperability and increased depth • Consistency in operational tactics and strategies • Single training, recruitment, and hiring process of resources • Standardization of training and EMS services • Shared EMS CQI,Training and Medical Director • CAD response files to reflect closest unit • Standardized Equipment • Shared ambulance transport system • Unified Logistics, Safety sections • Less redundant administrative support Attachment 4, Page 10 of 14 response regardless of jurisdiction • Automatic surge capacity • Efficient use of reserve apparatus • Centralized decision-making- covid response, cad/sop changes 10 Current governance model presents challenges across different areas What is the Foundation to the future? Employee Equity Two employers IT Access Issues • Multiple systems • Different formats between cities Contract and purchasing processes Attachment 4, Page 11 of 14 I F'Fire Marshal's` permit fee's outdoor burning regs different HR Policy Pay Disparity • Benefits • Insurance • Employee Resources Standardization of Service Labor agreements • 4 contracts that need to be negotiated with two sperate cities Difference s • Internal recruitment between processes create ) inequities if moving to payroll new city of employmen systems IT Access Issues • Multiple systems • Different formats between cities Contract and purchasing processes Attachment 4, Page 11 of 14 I F'Fire Marshal's` permit fee's outdoor burning regs different HR Policy Pay Disparity • Benefits • Insurance • Employee Resources Standardization of Service Existing IGA ■ ORS 190 IGA Established 2010 ■ Functional Consolidation ■ 4 Updates Overview of Alternatives r Modify the current IGA. ■ Contract for services. ■ Move to an Intergovernmental Entity model (like Wastewater Management) ■ Create a special district or annexing to an existing one. Create a Regional Fire Authority (RFA) Terminate the current IGA Attachment 4, Page 12 of 14 12 Moss Adams Financial Assessment Developing costing and forecasting models Next GRP Meeting June 30 Attachment 4, Page 13 of 14 Follow-up Return to City Council with updates QUESTIONS OR COMMENTS? Al TAM. All Upcoming Meetings & Archived Meeting Materials March 3, Virtual Zoom Meeting 1 Agenda March 3, 2022 Meeting Recording 2022 Meeting March 3, 2022 Meeting Summary 2:30 pm - 4:30 Recording ESF Overview Presentation pm available ESF Overview Video March 17, Virtual Zoom Meeting 2 Agenda 2022 Meeting 2:30 pm - 4:30 Recording pm available March 17. 2022 Meeting Recordin March 17, 2022 Meeting Summary ESF Operations Presentation ESF Operations Video ESF EMS & Logistics Presentation ESF EMS & Logistics Video Response to Meeting 1 Questions March 31, Virtual Zoom Meeting 3 Agenda March 31, 2022 Meeting Recording 2022 Meeting March 31, 2022 Meeting Summary 2:30 pm - 4:30 Recording ESF Administrative Services pm available Presentation ESF Human Resources Presentation ESF Existing Agreement Presentation April 14, 2022 Virtual Zoom Meeting 4 Agenda April 14, 2022 Meeting Recording 2:30 pm - 4:30 Meeting April 14, 2022 Meeting Summary pm Recording ESF Governance Options (Part 1) available Fact Sheet: Modification of Current IGA April 28, 2022 Virtual Zoom Meeting 5 Agenda 2:30 pm - 4:30 Meeting pm Recording available Fact Sheet: Fully Contracted Services Fact Sheet: Intergovernmental Entity IGE SWOT Analvsis of Governance C'nmmPntc Aaril 28.2022 Meetinc Recordin April 28, 2022 Meeting Summary ESF Governance Options(Part 2) Fact Sheet: Special District "What is a Special District?" - SDAO Fact Sheet: Regional Fire Authority Fact Sheet: Termination of Current IGA June 30, 2022 Virtual Zoom Will be available Will be available July 5, 2022 2:30 pm - 4:30 Meeting June 28, 2022 pm Link will be provided Attachment 5, Page 1 of 2 Additional Resources Reference Materials 1. ESCI 2009 Eugene Springfield Fire Feasibility Study_.pdf 2. ESCI 2009 Feasibility Study Summary 3. ESCI 2020 Community Risk Assessment.pdf 4. ESF Governance Review Panel Rules of Conduct.pdf Frequently Updated Information 1. ESF Governance Review Panel FAQs 4-12-2022 2. ESF Governance Review Panel Communications Plan 2-28-2022 3. ESF Governance Review Panel Work Plan 4-27-2022 Attachment 5, Page 2 of 2 GOVERNANCE STRUCTURES GOVERNANCE TYPE SUMMARY DESCRIPTION The IGA is a Functional Consolidation Agreement between Eugene and Springfield with the stated purpose of the cities' two separate fire departments operating as a single fire and EMS department with a single name ("Eugene Springfield Fire"), but it is not a legal entity/body. The Agreement sets out a list Modification of of Eugene and Springfield positions that comprise the functionally consolidated Current administration and support system, provides that the Fire Chief shall serve as the Intergovernmental Fire Chief for both Eugene and Springfield, and establishes that IAFF Agreement (IGA) represented employees can be assigned to work out of any fire station. All employees covered by the Agreement are employed by either Eugene or Springfield and are subject to their city -employer's personnel policies. The two cities retain all of powers as independent governments and adopt separate fire department budgets. Under this option, one city would contract with the other for services. Contracted services could include, but aren't limited to, Fire/EMS operations, Fire Marshal permitting and investigations, billing, training, and general administration. The City Councils determine the desired level of services and negotiate an agreement Fully Contracting based on the level of emergency and support services desired and contracted for, for Services taking into consideration Standards of Coverage and response standards. The agreement could create a single point of budget, purchasing, accounting, human resource, IT solutions, and employee equity. Depending on the scope of the contracted services, some or all of the employees of the contracting city could become employees for the city providing the service under the successor City's overnance and employment structure. An IGE is a public entity with specific and limited governmental powers and responsibilities, not unlike a city but with some notable differences. An IGE could be created by the City Councils through an agreement delegating certain governmental tasks and responsibilities to the newly created IGE. The IGE is governed by members who are appointed by the City Council(s). Generally, Oregon law treats an IGE as a public body; thus, most laws that affect Intergovernmental the founding governments also apply to the IGE and the services it provides. The Entity (IGE) Metropolitan Wastewater Commission (MWMC) is an example of an IGE with limited power, i.e., a single governance structure but no employees. All governance, financial, administrative (IS, HR, payroll, legal, etc.), personnel, facility, equipment, and liability details for the IGE would be set forth in an agreement between Eugene and Springfield. The term or duration of the agreement, which may be perpetual, and the rights of the parties to terminate the agreement are negotiated in the agreement. Attachment 6, Page 1 of 2 GOVERNANCE SUMMARY DESCRIPTION STRUCTURE Attachment 6, Page 2 of 2 Special districts are a form of local government. They are created by their constituents to meet specific service needs for their communities. Most perform a single function such as water delivery, fire protection, or cemetery maintenance. Special District: A Special District would become an independent agency with a separate governance and funding structure. A district's taxation falls under the Oregon constitutional limits for taxation. There are two considerations for ESF within the special districts option: 1) formation of a Rural (Regional) Fire Protection district, and 2) annexation to an existing fire district. A Rural Fire Protection District would become an independent organization with Formation its own board and taxing authority. An elected board made up of electors who are either landowners or residents governs the district. The board hires a fire chief to manage the affairs of the district. One or both of the cities of Eugene and Springfield could annex to an adjacent Annexation special district and responsibility for fire protection (including governance and funding) in the annexed area transfers to the that district. Employees, facilities, and equipment would also transfer to the district. RFAs, common in Washington, are not currently provided for under Oregon law. Under Washington law an RFA is an independent municipal special purpose district established by voters in a service area that provides funding for fire and Regional Fire emergency medical services. An RFA operates very similar to that of a fire Authority (RFA) district and would create a single fire service provider and could be funded by such mechanisms as a fire property tax levy and/or fire benefit charge. The RFA has a range of governance options, but regardless of the RFA Plan details, all governing board members are elected officials residing within the RFA boundaries. Firefighters and all other staff from the two cities would become employees of the RFA. Termination of Terminating the current Functional Consolidation Agreement would restore both Current Functional Eugene and Springfield with autonomy for their own separate fire departments, Consolidation including service and employees returning to previous boundaries and Fire Agreement Administration in each city. Cities could negotiate for services they would like to contract: training, EMS, logistics, fire prevention, etc. Attachment 6, Page 2 of 2