joint meetingagenda

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JOINT MEETINGAGENDADecember 19, 2018 - 6:00 P.M.Siuslaw Valley Fire and Rescue

2625 Highway 101 North, Florence

Call to Order

Pledge of Allegiance

Roll Call / Establishment of Quorum

Approval of Minutes: 1. SVFR Action Item: Regular Board Meeting of November 20, 2018.2. WLAD Action Item: Regular Board Meeting of November 29, 2018.

Public Comment:This is the opportunity for the public to speak to the Board of Directors on any item not on the Agenda. The maximum time for public comment will be 30 minutes and three minutes will be allotted for each speaker.

Presentation: Jeff Griffin, CEO of WHA, Overview of SVFR and WLAD Insurance

Review of Monthly Financials1. SVFR Action Item: Ratify bills paid during the past month totaling $243,379.00.2. WLAD Action Item: Approve Transaction List for November 2018.

Old Business (SVFR & WLAD):1. Review and Approve Fire & EMS Chief Job Description, Salary Range, and

Hiring Process/Timeline.2. Review and Approve IGA Revision.

Staff Reports:1. Chief Report 2. Operations Division Chief Report 3. Office Manager Report

New Business (SVFR & WLAD): 1. Approve Family and Medical Leave Policy2. Approve Credit Card Policy and Cardholder Agreement

SIUSLAW VALLEY FIRE AND RESCUEWESTERN LANE AMBULANCE DISTRICT

BOARD OF DIRECTORS

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New Business (WLAD only): 3. Approve Resolution 2018-05 to Authorize a new Credit Card Account

New Business (SVFR only): 4. Approve Resolution 2018-07 to Surplus Vehicle5. Approve SDAO Safety & Security Grant6. Approve HGAC Co-Op Purchasing Agreement

Director Comments This is an opportunity for Directors to comment on topics not on the Agenda.

Correspondence:

Future Agenda Business: 1. The next SVFR Board Meeting will be Wednesday, January 16, 2019 at 6:00pm.2. The next WLAD Board Meeting will be Thursday, January 17, 2019 at 12:00pm.

Executive Session: If Needed

Adjournment

____________SVFR Approved ____________WLAD Approved

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WESTERN LANE AMBULANCE DISTRICTREGULAR BOARD MEETING

2625 Highway 101, Florence, OR 97439November 29, 2018

DIRECTORS PRESENT: Mike Webb, Rick Yecny, Cindy Russell, Dick Childs, and Larry Farnsworth (remoted in via Facetime from 12:00 to 12:30 pm).

STAFF PRESENT: Interim Chief Steve Abel, Operations Chief Matt House, Office Manager Dina McClure, and Admin Assistant Holly Lais.

President Yecny called the meeting to order at 12:00 pm.

APPROVAL OF MINUTES:Director Childs made a motion to approve the Regular Board Meeting Minutes for October 25, 2018. Director Farnsworth seconded the motion. Roll Call, motion passed unanimously.

PUBLIC COMMENTS: N/A

SWEARING-IN: The swearing-in ceremony of Tom Kozlowski was presented after the Operations Division Chief’s Report. The Oath of Office was read aloud by Chief Abel, and the Pinning of the Badge was done by Mrs. Kozlowski. The Board welcomed Kozlowski as a full-time Paramedic to the WLAD team.

FINANCIAL REVIEW: Financial Statements for October 2018: Director Yecny questioned the category of the new Clearing Account and asked when Three Rivers

Casino is billed for their annual payment. McClure said she would get the answers. Director Webb made a motion to approve the Transaction List. Director Russell seconded the

motion. Roll Call, motion passed unanimously.

OLD BUSINESS: N/A

STAFF REPORTS:

Chief’s Report: Chief Abel reviewed the salary schedule and job description for the new chief position, noting

that they were submitted to our attorney for review. Abel hopes the Board will be ready by the December 19th Joint meeting to move forward so he can advertise the position.

Chief Abel’s report included his work with Dispatch. Abel noted that they are making progress to provide services but would like to see improvements. These include clarity of addresses, the nature of the calls, and priority-based dispatching. Abel would like to have the notes that dispatch receives during the initial call to help fire and medical personnel before arriving on scene. Abel is working to get EnRoute Pro and move away from Active911. EnRoute Pro can share information like maps and mutual aid and save the department money since it is free. Director Childs commented that in the seven years he has been with the department, he has seen problems with the PSAP and is concerned that there may be resistance or lack of corporation from Dispatch to follow through.

Chief Abel reported that he is working to renumber all the vehicles and obtain microphones for Joint Board meetings.

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Chief Abel said that SVFR and WLAD had a busy weekend with overlapping calls and pointed out that the ambulance crew located the water source for the 1st and Arago Street fire.

EMS Operations Chief Report: EMS Ops Chief Matt House presented to the Board the call statistics for October. House

discussed the internal lateral hiring process for the paramedic position and MIH, and the remodel project, which is 90% complete and is focused on the bathroom/shower. Overall, House described October as a “routine month.”

Director Webb asked McClure for information on the Operations Levy. Webb would like more information on it and when it expires. House said he would help provide the information.

Director Yecny would like to see a resource directory in OnBoard to include the IGA and Job Descriptions.

Director Yecney inquired about the training report. House elaborated that the EMT program is a three-prong approach: 1. Develop the EMS system 2. Continue improving the relationship with Fire 3. Mutual Aid is up-to-date with communities like SHDW. House’s goal is to develop the system by having more employees become full-time, increase part-time employees and have more EMT’s. House noted that SHDW had one EMT last year, and this year they have four qualified EMT’s.

Office Manager’s Report: McClure reported that she has taken on more HR responsibilities and has been working with

LCOG to develop an HR checklist. The LCOG membership includes 12 hours of free consultation. She has a meeting scheduled to discuss computer and technical issues like contract renewals and subscriptions.

McClure said the Seismic Grant is getting close to being wrapped up and the SDAO Annual Conference in February is coming up. She asked the directors who would like to attend.

SDAO Best Practices 5-items discount has been completed, which will save the district 10% on insurance.

NEW BUSINESS: Director Yecny gave the Board an update on the IGA Committee’s progress on the new Chief

recruiting process. Yecny gave an overview of the job description and salary. Yecny hopes to move forward with the recruitment plan and advertise in the Daily Dispatch after the Boards approval at the next joint meeting. Yecny said the soonest a new Chief/ Director position could be filled is May and that SVFR/ WLAD are looking for the “right” person, realizing the process could take longer.

DIRECTOR COMMENTS: Director Russell enjoyed the parade, Director Webb complimented Operations, and Director Yecny congratulated Chris Martin on getting hired as a full time Paramedic.

FUTURE AGENDA BUSINESS: The next regularly scheduled board meeting will be a Joint Meeting with SVFR Wednesday, December 19th, 2018, at 6:00 pm.

President Yecny called for a motion to adjourn the Board Meeting at 1:00 pm. Director Russell made a motion to adjourn, and Director Childs seconded the motion.

Respectfully submitted,Holly Lais, Recording Secretary

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Western LaneMONTH END SUMMARY

Transaction Date 11/1/2018

Transaction Date 11/30/2018

Company Code Western Lane

Balance Forward 916,166.55

Charges by Level of Service 378,567.88

Batch # ALS 1 E ALS 1 NE ALS 2 BLS E BLS NE SCT Total

AUG18 0.00 0.00

JUL18 0.00 0.00

NOV18 183,283.28 71,993.24 11,416.04 94,150.28 9,608.72 8,116.32 378,567.88

Total 183,283.28 71,993.24 11,416.04 94,150.28 9,608.72 8,116.32 378,567.88

Payments - ALL -137,931.82

Payments - EFT

AmountPayer Ref #Trans Date

11/1/2018 -4,024.40Trillium Community Health Plan 0900025574

11/1/2018 -394.21XO AARP Medicare Supplemental 1388131381

11/1/2018 -3,240.73Medicare B Oregon 889202745

11/2/2018 -354.51AARP Medicare Complete Plus 1388650383

11/2/2018 -649.01XO MODA 2018110210100348

11/5/2018 -94.76XO Aetna Senior Supplement Ins 0065005378

11/5/2018 -1,511.41Regence MedAdvantage 0152447902

11/5/2018 -194.07XO Regence Federal 0260564567

11/5/2018 -2,460.76VA Regional Payment Center 0528404

11/5/2018 0.00Trillium Community Health Plan 0900015043


11/6/2018 -770.24XO Oregon Medicaid 400825290




11/9/2018 -1,588.72MODA 2018110910400749


11/11/2018 -1,085.50Pacific Source MedAdvantage 201811111080055400

11/12/2018 -5,668.95Blue Cross Blue Shield Oregon 0152460157


11/13/2018 0.00AARP Medicare Complete Plus 1390624790

11/13/2018 -709.60MODA MedAdvantage 2018111310700395


11/14/2018 -893.18Oregon Medicaid 400827538



11/15/2018 -317.26UHC West/Secure Horizons 1391454671

11/15/2018 -1,097.79United Healthcare 1TR25589776

11/15/2018 -94.76XO Equitable Life & Casualty 391426907

11/16/2018 -179.65XO Equitable Life & Casualty 391721185

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11/18/2018 -3,195.16Pacific Source Health Plan 201811181090043600


11/19/2018 -1,828.70Regence MedAdvantage 0152464708

11/19/2018 -187.74Regence MedAdvantage 0152469718


11/20/2018 -458.82XO Oregon Medicaid 400829718



11/22/2018 -1,084.99Railroad Medicare 804203310

11/23/2018 -105.71XO MODA 2018112310500645

11/23/2018 -3,493.00Oxford United Healthcare 6339395

11/25/2018 -545.81Pacific Source MedAdvantage 201811251070049600

11/26/2018 -445.68UHC West/Secure Horizons 0008496058






11/28/2018 -685.75United Healthcare 1TR26033874

11/28/2018 0.00Blue Cross Blue Shield Oregon 8912250543




-82,116.27EFT TOTAL

Payments - Credit Card

AmountTrans Date

(VISA, MC, AMX, Disc)

11/1/2018 -25.00

11/6/2018 -225.00

11/7/2018 -125.00

11/8/2018 -858.46

11/14/2018 -570.00

11/19/2018 -85.00

11/20/2018 -1,140.00

11/21/2018 -404.65

11/28/2018 -216.55

11/30/2018 -50.00

-3,699.66CREDIT CARD TOTAL

Payments - Bank Deposit

AmountTrans Date

(Cash, Chk Ins, Chk Pvt, Coll Pmt, MO)

11/6/2018 -5,828.80

11/13/2018 -6,645.07

11/20/2018 -17,425.13

11/27/2018 -20,572.45

-50,471.45BANK DEPOSIT TOTAL

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Payments - Paid at FD

Date Pd at FD, Ins Total

11/9/2018 -255.40 -255.40

11/13/2018 -90.96 -90.96

11/16/2018 -420.62 -420.62

11/21/2018 -877.46 -877.46

Total -1,644.44 -1,644.44

Payments by Level of Service

Date ALS 1 E ALS 1 NE ALS 2 BLS E BLS NE SCT Total

11/1/2018 -3,339.37 -25.00 -3,598.90 -721.07 -7,684.34

11/2/2018 -635.50 -180.10 -89.39 -98.53 0.00 -1,003.52

11/5/2018 -5,655.86 -704.80 -1,412.31 -7,772.97

11/6/2018 -3,806.42 -1,701.99 -156.06 -703.09 -456.48 -6,824.04

11/7/2018 -1,017.58 -1,151.12 -900.58 0.00 -3,069.28

11/8/2018 -858.46 -706.55 -350.40 -1,915.41

11/9/2018 -3,561.46 -884.01 -610.88 -970.38 -209.97 -6,236.70

11/11/2018 -1,085.50 -1,085.50

11/12/2018 -572.31 -3,229.78 -1,804.94 -61.92 -5,668.95

11/13/2018 -7,471.76 -1,507.21 -2,696.73 0.00 -11,675.70

11/14/2018 -1,088.86 0.00 -374.32 0.00 -1,463.18

11/15/2018 -1,911.72 -180.24 -1,389.45 -59.47 -3,540.88

11/16/2018 -420.62 -179.65 0.00 0.00 0.00 -600.27

11/18/2018 -3,195.16 -3,195.16

11/19/2018 -1,203.79 -1,586.81 -1,681.82 -1,809.90 -6,282.32

11/20/2018 -9,647.65 -4,270.59 -4,230.49 -2,018.71 -20,167.44

11/21/2018 -1,006.79 -1,588.66 -528.81 0.00 -1,152.13 -4,276.39

11/22/2018 -706.55 -378.44 -1,084.99

11/23/2018 -3,493.00 -105.71 -3,598.71

11/25/2018 -545.81 0.00 -545.81

11/26/2018 -1,386.62 -927.33 -2,313.95

11/27/2018 -4,566.52 -7,747.00 0.00 -7,470.37 -788.56 -20,572.45

11/28/2018 -4,179.54 1,945.19 -573.64 -4.40 -2,812.39

11/29/2018 -1,280.61 -934.26 -2,815.50 -5,030.37

11/30/2018 -4,594.89 -1,414.27 0.00 -1,887.63 -464.52 -1,149.79 -9,511.10

Total -63,330.64 -27,838.18 -791.94 -33,259.53 -7,594.11 -5,117.42 -137,931.82

Transaction Adjustments by Level of Service -336,223.92

ALS 1 E ALS 1 NE ALS 2 BLS E BLS NE SCT Total

Bankruptcy -75.00 -75.00

Fire Med Adjustment -10,105.15 -1,771.14 -171.49 -4,194.68 -295.00 -16,537.46

Small Balance -1.12 -1.12 -0.16 -2.40

Uncollectible -343.37 -343.37

W/O Fee Schedule -129,745.80 -65,967.27 -1,205.69 -85,296.26 -18,652.84 -6,474.15 -307,342.01

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ALS 1 E ALS 1 NE ALS 2 BLS E BLS NE SCT Total

W/O to collections -9,335.88 -44.90 -1,810.58 -679.04 -11,870.40

Waiver per FD -53.28 -53.28

Total -149,187.95 -67,858.31 -1,377.18 -91,646.01 -19,680.32 -6,474.15 -336,223.92

Ending Balance 820,578.69

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Western Lane

ANNUAL COLLECTION STATISTICS

12/14/2018

Company Western Lane

Date Of Service 11/1/2017

Date Of Service 11/30/2018

Invoices 0

Month Charges Pending %Tickets

Western LaneProvider

Payments % Disallowed % Uncollected %FireMed %

Nov 17 386,489.08 -1,035.71 0 % 180 -120,557.60 31 % -246,506.53 64 % -13,067.91 3 %-7,392.75 2 %

Dec 17 398,669.24 -479.44 0 % 202 -126,207.80 32 % -244,835.81 61 % -13,133.80 3 %-14,971.27 4 %

Jan 18 407,007.88 3,378.47 1 % 200 -116,396.64 29 % -261,562.13 64 % -16,935.82 4 %-8,734.82 2 %

Feb 18 420,952.68 7,651.75 2 % 202 -117,784.47 28 % -268,285.99 64 % -12,501.45 3 %-14,729.02 3 %

Mar 18 445,817.84 7,284.96 2 % 224 -126,231.52 28 % -280,286.98 63 % -16,636.91 4 %-15,377.47 3 %

Apr 18 373,231.12 9,609.31 3 % 179 -116,023.26 31 % -221,737.27 59 % -16,909.05 5 %-8,952.23 2 %

May 18 417,322.28 31,223.19 7 % 197 -104,690.27 25 % -245,750.19 59 % -27,754.77 7 %-7,903.86 2 %

Jun 18 508,276.28 48,208.04 9 % 242 -152,847.37 30 % -289,721.23 57 % -5,197.03 1 %-12,302.61 2 %

Jul 18 494,672.04 66,014.38 13 % 229 -144,791.24 29 % -269,381.11 54 % -6,940.16 1 %-7,545.15 2 %

Aug 18 477,180.52 63,736.22 13 % 226 -138,595.47 29 % -265,563.71 56 % -0.16 0 %-9,284.96 2 %

Sep 18 440,350.60 100,921.33 23 % 211 -100,574.81 23 % -231,426.29 53 % -1,513.89 0 %-5,914.28 1 %

Oct 18 402,415.22 115,184.44 29 % 191 -79,591.93 20 % -201,037.68 50 % 0.00 0 %-6,601.17 2 %

Nov 18 378,567.88 207,195.58 55 % 184 -52,285.94 14 % -118,611.36 31 % 0.00 0 %-475.00 0 %

5,550,952.66 658,892.52

All amounts shown relate directly to each month's charges. They will not reconcile to monthly deposit reports

2,667 -1,496,578.32 -120,184.59 -3,144,706.28 -130,590.95 658,892.52

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AGENDA ITEMSIUSLAW VALLEY FIRE & RESCUE

WESTERN LANE AMBULANCE

SUBJECT/ITEM: Review and Approve Fire & EMS Chief Job Description, Salary Range, and Hiring Process/Timeline

FOR AGENDA OF: December 19, 2018

DIVISION OF ORIGIN: Interim Fire Chief

ACTION REQUESTED: Approve and Authorize the Interim Fire Chief to Proceed with the Recruitment and Assessment Center Process

BUDGET IMPACT

EXPENDITUREREQUIRED:

AMOUNTBUDGETED:

APPROPRIATIONREQUIRED:

$3,000 0

Summary: The Boards have previously charged me with the task of recruiting and implementing the testing process for our new Chief. Through several IGA Advisory Group meetings, we have developed a recommended Job Description for the Fire & EMS Chief; a recommended Salary Range, and are currently on track with the originally proposed timeline and process. We also need to decide on the review process of applications to be considered to continue on through the testing process.

Background and Statement of the Issue:

If approved, I expect advertising costs to be under $500 with ‘Daily Dispatch’ being the primary advertising tool [expected to be $405] with some mailing expenses.

The remaining costs being associated with the Assessment Center testing process.

Recommended Action:

Discuss and either modify or approve the Job Description and Salary Range so that the recruitment process may begin; and authorize the Interim Fire Chief to initiate the recruitment and testing process as previously described. Also, with regard to the application review process, it is recommended that the Boards authorize the two Board Presidents and Interim Fire Chief to review applications to select the top candidates to continue through the testing process.

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Final DRAFT for Board Review 12/12/2018 1

SVFR/WLA ADMINISTRATIVE IGA SECTION NUMBER:

OPERATIONS AND PROCEDURES MANUAL EFFECTIVE DATE:

TBA

DIVISION TITLE: JOB DESCRIPTIONS REVISION DATE:

SECTION TITLE: FIRE & EMS CHIEF

CLASSIFICATION: Full-Time, FLSA-Exempt, Salaried, Non-Union

PRIMARY PURPOSE Functions as the Chief Executive Officer and Budget Officer of the Siuslaw Valley Fire District and is responsible for the overall administration of the Fire District. May also provide Executive Officer and/or Budget Officer services or administrative services for other districts or emergency response organizations, as directed by the Board of Directors. Responsible for budgeting, planning, coordination, and implementation of all policies established by the Board of Directors; coordinates the operation of the District with other local fire protection and EMS agencies and other governmental agencies; performs other duties and tasks as directed by the Board of Directors. Ensures operational readiness for response to fire, rescue, and medical emergencies; may function as a Duty Officer and take command at emergency scenes. Currently, the Fire Board has directed this position to provide certain administrative services for the Western Lane Ambulance District through an Intergovernmental Agreement which specifies the scope and duration of such services.

SUPERVISION RECEIVED This position reports to and receives policy direction from the Siuslaw Valley Fire & Rescue Board of Directors. Through the Intergovernmental Agreement with Western Lane Ambulance District, the position may also receive general guidance from an Intergovernmental Advisory Committee established between SVFR and WLAD; however the SVFR Board of Directors is solely responsible for employing, supervising, and taking any employment actions regarding this position

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SUPERVISION EXCERSISED Exercises direct or indirect supervision of all SVFR department staff and volunteers and any other staff as designated by the SVFR Board.

ESSENTIAL FUNCTIONS/MAJOR RESPONSIBLITIES The essential functions of the Fire and EMS Chief of SVFR include, but are not limited to, the below duties and responsibilities that are listed in no particular order of importance or significance. The Fire and EMS Chief may also be required to provide similar duties to other fire agencies or emergency response agencies, as directed by the Board:

1. Chief Administrative Officer in charge of oversight of all Fire District Operations: Fiscal, Human Resources, Fire Prevention/Public Education, Fire Suppression, Training, and Emergency Medical Services. Responsible for the development and presentation of short and long-range planning for continued stable operations of the Fire District.

2. Analyzes emergency service problems, develops plans and techniques to

provide exceptional service to the District. Ensures the operational readiness

of the District, including personnel, apparatus, and equipment readiness.

Develops and manages a comprehensive and reliable volunteer

firefighter/EMS/support personnel response program, which may include

resident volunteers, shift volunteers, and community/respond-from-home

volunteers.

3. Coordinates with local, state, and regional emergency service and allied

agencies. Recommends to the Board of Directors and upon approval, maintains

effective automatic aid and mutual aid agreements with allied agencies.

Maintains effective working relationships with allied agencies and community

partners.

4. Develops, interprets, and directs the implementation of Standard Operating

Procedures, Policies, Directives, Protocols, and Department Rules and

Regulations as adopted by the Board of Directors. Reviews policies and

procedures on a regular basis to ensure that they remain relevant, legal and

consistent with Fire and EMS best practices. Coordinates with the District’s

Medical Director in reviewing and implementing protocols and a Quality

Assurance program. Ensures that personnel maintain required levels of

continuing education and certifications.

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5. Responsible for developing short- and long-range District goals and capital

improvement or replacement schedules. Develops and maintains a ‘Standard

of Cover’. Evaluates and provides analysis of various District services and

community needs relating to fire protection, fire prevention and emergency

medical services.

6. Serves as the Budget Officer and/or Investment Officer for the District in

planning, developing, and projecting District budgets. Administers the budget

in a manner which brings value to the District[s] and in compliance with

applicable laws and Board[s] policy and direction. Projects and communicates

at least monthly: budget status and any obstacles/shortfalls with regard to

the budget and makes recommendations to the Board of Directors.

7. Identifies potential grant and alternative funding opportunities; makes

application for grants or alternative funding opportunities that meet the needs

of the District.

8. Acts as the communications link and maintains information and statistics as

directed by the Board of directors and prepares reports as required. Ensures

that Board of Directors and Committee meeting agendas and related

documents are prepared and distributed on a timely basis. Attends Board of

Directors meetings and workshops.

9. Represents the District’s interests and acts as the public relations

representative for the District to the general public, political subdivisions, and

civic and private groups and agencies. Acts as the Public Information Officer

providing information relating to incidents or other District news for the media

and other organizations.

10. Ability to perform those physical requirements necessary for essential functions including, but not limited to, regular sitting, standing, and general mobility; Possesses excellent communication, including internal and external communications.

11. Identifies operational and administrative needs; organizes projects and programs, delegates work assignments and responsibilities. Directs and manages tasks. Uses District software to prepare correspondence, reports and spreadsheets.

12. Ensures that required records and reports are created and submitted to appropriate agencies as required. Ensures the maintenance of files and records relating to the function of the District. Responsible for ensuring required records retention and appropriate responses to Public Records requests.

13. Performs all aspects of this position with minimal instruction; frequently utilizes personal judgement. Refines existing work methods, develops new techniques, concepts or programs within established limits including District

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policies and all State/Federal/County guidelines, rules, and statutes. Maintains effective and harmonious working relationships with personnel and agencies within and external to our organization.

14. Performs human resource duties including the hiring, disciplining, promoting, or termination of all staff, including career or volunteer, within the policies adopted by the Board of Directors and Collective Bargaining Agreement. Administers performance reviews and administers wage and benefits packages as adopted by the Board of Directors and within the adopted budget. Participates in labor negotiations.

15. Plans, directs, and reviews activities of personnel performing fire & life safety inspections, prevention activities, and public education. Oversees the enforcement of applicable fire codes and ordinances Ensures coordination with the State Fire Marshal, City and County Planning and Building Officials other agencies in the enforcement of applicable prevention and life-safety laws and codes. Coordinates with Emergency Management agencies and organizations and serves as District representative with such agencies. Responsible for the District’s Emergency Operations Plans.

16. Oversees the revisions, development, of District fire codes and ordinances

17. Ensures, directs, conducts, or assists in the investigation of fires when necessary to determine cause, origin, and circumstances relating to the cause of such fires. Ensures cooperation with other agencies assisting in fire cause investigations.

18. Oversees the preparation of specifications for emergency apparatus and equipment.

19. Serves as the representative for WLEOG. Participates as a District representative in local, county, regional and state meetings and planning groups relating to fire and life safety issues.

20. Directs firefighting and supervises subordinate officers in the development and operations of fire training, fire prevention programs, disaster planning, and administrative procedures. Responds to emergency incidents as required to either directly deliver services or assume command or other ICS position as needed; supervises the use of personnel and equipment..

21. Tracks and monitors Federal/State/County/Regional activities that may impact District policy, procedures or programs.

22. Ensure the District’s compliance with Federal and State OSHA rules and regulations.

23. Coordinates with Emergency Management agencies and organizations and serves as District representative with such agencies. Responsible for the District’s Emergency Operations Plans.

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24. Attends conferences, specialized schools, seminars and other functions as necessary to keep abreast of new developments in subjects relating to the operation and functions of the Fire District.

25. In his /her absence delegates authority to the appropriate operational entity to ensure a clear chain of command is maintained.

26. Performs other duties and functions as the Board of Directors may require or direct,

27. Direct and operate and ambulance service with well trained and certified personnel.

NOTE: The intent of this listing of ‘typical’ essential functions is to describe the principal functions of the job. The description shall not, however, be construed as a complete listing of all miscellaneous, incidental, or substantially similar duties which may be assigned during normal operations.

MINIMUM QUALIFICATIONS

1. Associates degree in Fire Science, Emergency Medical Services, Business or Public Administration, or related field and/or satisfactory equivalency from a nationally or regionally accredited college or university; supplemented with Upper Division coursework in Fiscal and Personnel Management

2. Minimum of 10-years of progressive structural Fire Service experience including 3 years of management experience at or above that of Battalion Chief or comparable rank in a Fire or EMS or other related emergency service field. Minimum of 5-years of full-time paid Fire or EMS service experience.

3. NFPA, Oregon, or IFSAC Firefighter 2; HazMat Operations, and Fire Officer 1 or equivalent.

4. Completion of ICS 100, 200, 300, 400, 700 courses

5. Valid Oregon Driver’s License [or ability to obtain within 30-days of employment] and insurable by the Fire District insurance carrier.

6. Ability to communicate in English, both orally and in writing; as well as to effectively perform public speaking.

7. Thorough knowledge of fire prevention codes and practices, public education, fireground operations, fire cause investigations, emergency medical services, human resources, labor law and negotiations, budget preparation and management, open meeting laws, community relations, apparatus maintenance, firefighter and EMS safety, training programs, and recruitment and retention of volunteers.

8. Display a high level of leadership, communication, and motivational skills.

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9. After a conditional offer of employment, successfully pass a District background check and medical physical. Must be bondable and insurable through the District’s insurance agent for fiscal responsibilities.

10. The Fire & EMS Chief is required to reside within the geographic boundaries of the Siuslaw Valley Fire District within 6-months of appointment and shall remain so during the tenure as Fire & EMS Chief.

11. Any combination of training, education and experience that demonstrates the equivalent requirements may be considered at the discretion of the District.

PREFERRED QUALIFICATIONS

1. Bachelor’s or Master’s in Public Administration (or fire or medical related field) from a nationally or regionally accredited college or university.

2. NFPA, Oregon, or IFSAC Fire Officer 2, 3, or 4 certification or equivalent.

3. NFPA, Oregon, or IFSAC HazMat Incident Commander certification or equivalent.

4. Graduate of the National Fire Academy Executive Fire Officer Program.

5. Oregon and/or National Certified EMT or Paramedic.

6. Knowledge of principles, practices, and procedures of managing an Ambulance Service Area, as well as extensive knowledge of Federal, State, and County regulatory ordinances. Management experience with an ambulance transport agency.

WORK ENVIRONMENT

Regular work hours are eight-hour days, five days a week; however, evening and weekend meetings are common. Occasionally required to maintain unpaid ‘on-call’ status while off-duty. Travel is primarily local or regional during the business day, although some out-of-area travel and overnight may be expected. Work activities vary widely and include office and administrative work, response to alarms, attendance at meetings; presenting information to groups or conducting training sessions, daily driving of passenger vehicles or fire and rescue apparatus. Response to alarms may occur at any time. The employee may be exposed to wet or humid conditions, fumes, smoke, toxic or caustic chemicals, extreme cold or extreme heat and vibration. The individual may be exposed to blood or other potentially infectious materials during the course of duties. The person in this position must be able wear and utilize various types of respirators, including Self-Contained Breathing Apparatus.

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PHYSICAL DEMANDS The physical demands here are representative of those that must be met by an employee able to perform the essential functions of the job.

While performing duties of this job, the employee is frequently required to sit; talk; hear; stand; walk; use hands and fingers to feel, handle or operate objects, tools or controls; reach with hands and arms. The employee is occasionally required to climb, balance, stoop, kneel, crouch, crawl, taste and smell. The employee may occasionally work from heights such as roofs or ladders.

The employee must be able to frequently lift or move up to 25 pounds and occasionally lift or move up to 130 pounds. Specific vision abilities required by this job include close vision, distance vision, peripheral vision, depth perception, and the ability to adjust focus.

The employee needs to be able to drive vehicles, including fire and rescue apparatus in all types of weather, and under normal and emergency response conditions.

SUCCESSFUL TRAITS The District’s Board of Directors desires an applicant who possesses the knowledge and experience of the modern practices, principles and procedures of operating a Fire District with only general direction given by the Board. They must possess the political and personal skills necessary to guide the Board and District through the development and execution of a comprehensive Strategic Plan. The desirable candidate must possess a strong understanding and experience with budgeting practices, Human Resources, and Labor/Management relations. This position operates independently with minimal office support and must have computer skills to navigate word processing, data basing, and basic spreadsheet software. Performance of functions has significant financial, reputational, and operational impact upon the District that requires the incumbent to use a high degree of judgment and tact in the execution of the essential functions. Requires some travel, both inside and outside the District, as he or she represents the District in community, political, and other EMS related activities. Involves limited exposure to hazards and extreme conditions but may require such exposure in the event of major disaster operations supervision or routine involvement in emergency operations at the command level. May involve periodic working under a high degree of stress and may require the periodic working of long hours in the performance of essential functions.

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The Fire & EMS Chief is responsible for all operations and activities of the District and any other organization with whom the District has agreed to provide administrative services... Involves a high degree of regular contact with others, both inside and outside of both organizations as he or she works independently on a wide variety of complex duties and responsibilities, with only general direction given by the Board of Directors.

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1

SVFR/WLA ADMINISTRATIVE IGA SECTION NUMBER:

OPERATIONS AND PROCEDURES MANUAL EFFECTIVE DATE:

TBA

DIVISION TITLE: JOB DESCRIPTIONS REVISION DATE:

SECTION TITLE: FIRE & EMS CHIEF

CLASSIFICATION: Full-Time, FLSA-Exempt, Salaried, Non-Union

PRIMARY PURPOSE Functions as the Chief Executive Officer and Budget Officer of the Siuslaw Valley Fire District and is responsible for the overall administration of the Fire District. May also provide Executive Officer and/or Budget Officer services or administrative services for other dDistricts or emergency response organizations, as directed by the Board of Directors. Responsible for budgeting, planning, coordination, and implementation of all policies established by the Board of Directors; coordinates the operation of the District with other local fire protection and EMS agencies and other governmental agencies; performs other duties and tasks as directed by the Board of Directors. Ensures operational readiness for response to fire, rescue, and medical emergencies; may function as a Duty Officer and take command at emergency scenes. Currently, the Fire Board has directed this position to provide Director certain administrative services for the Western Lane Ambulance District through an Intergovernmental Agreement which specifies the scope and duration of such services. SUPERVISION RECEIVED This position reports to and receives policy direction from the Siuslaw Valley Fire & Rescue Board of Directors. Through the Intergovernmental Agreement with Western Lane Ambulance District, the position may also receives general guidance through from an Intergovernmental Advisory Committee established between SVFR and WLAD; however the SVFR Board of Directors is solely responsible for employing, supervising, and taking any employment actions regarding this position. SUPERVISION EXCERSISED

Commented [SA1]: SVFR is the actual employing agency

at this time, and the relationship with WLAD is through the

IGA. Previous position description development for 2

agencies- legal review recommended language to indicate

the relationship via IGA. IF a 3rd entity were formed, then

the position would report to a joint Board

Commented [SA2]: If, through some arrangement that the

Chief is actually employed by both agencies, the duties

would specifically include Western Lane Ambulance District

Commented [SA3]: At this point in time, it appears that

the only ‘legal’ employment relationship is with SVFR.

Commented [SA4]: In the event the IGA is dissolved, this

position is employed by SVFR

Commented [SA5]: Normally this would be specified in

the IGA

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Exercises direct or indirect supervision of all SVFR department staff and volunteers and any other staff as designated by the SVFR Board.. ESSENTIAL FUNCTIONS/MAJOR RESPONSIBLITIES The essential functions of the Fire and EMS Chief of SVFR include, but are not limited to, the following below duties and responsibilities that are listed in no particular order of importance or significance. The Fire and EMS Chief may also be required to provide similar duties to other fire agencies or emergency response agencies, as directed by the Board:

1. . Chief Administrative Officer in charge of oversight of all Fire District Operations: Fiscal, Human Resources, Fire Prevention/Public Education, Fire Suppression, Training, and Emergency Medical Services. Responsible for the development and presentation of short and long-range planning for continued stable operations of the Fire District.

2. Analyzes emergency service problems, develops plans and

techniques to provide exceptional service to the District. Ensures the

operational readiness of the District[s], including personnel,

apparatus, and equipment readiness. Develops and manages a

comprehensive and reliable volunteer firefighter/EMS/support

personnel response program, which may include resident volunteers,

shift volunteers, and community/respond-from-home volunteers.

3. Coordinates with local, state, and regional emergency service and

allied agencies. Recommends to the Board of Directors and upon

approval, maintains effective automatic aid and mutual aid

agreements with allied agencies. Maintains effective working

relationships with allied agencies and community partners.

4. . Develops, interprets, and directs the implementation of Standard

Operating Procedures, Policies, Directives, Protocols, and

Department Rules and Regulations as adopted by the Board of

Directors. Reviews policies and procedures on a regular basis to

ensure that they remain relevant, legal and consistent with Fire and

Commented [SA6]: If truly combined IGA, would include

‘Fire District and Ambulance District’ operations

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EMS best practices. Coordinates with the District’s Medical Director

in reviewing and implementing protocols and a Quality Assurance

program. Ensures that personnel maintain required levels of

continuing education and certifications.

5. Responsible for developing short and long range District goals and

capital improvement or replacement schedules. Develops and

maintains a ‘Standard of Cover’. Evaluates and provides analysis of

various District services and community needs relating to fire

protection, fire prevention and emergency medical services.

6. Serves as the Budget Officer and/or Investment Officer for the

District[s] in planning, developing, and projecting District budgets.

Administers the budget in a manner which brings value to the

District[s] and in compliance with applicable laws and Board[s] policy

and direction. Projects and communicates at least monthly: budget

status and any obstacles/shortfalls with regard to the budget and

makes recommendations to the Board[s] of Directors.

7. . Identifies potential grant and alternative funding opportunities;

makes application for grants or alternative funding opportunities that

meet the needs of the District[s].

8. Acts as the communications link and maintains information and

statistics as directed by the Board[s] of directors and prepares reports

as required. Ensures that Board[s] of Directors and Committee

meeting agendas and related documents are prepared and

distributed on a timely basis. Attends Board of Directors meetings

and workshops.

9. . Represents the District’s’ interests and acts as the public

relations representative for the District[s] to the general public,

political subdivisions, and civic and private groups and

agencies. Acts as the Public Information Officer providing

information relating to incidents or other District news for the

media and other organizations.

10. Ability to perform those physical requirements necessary for essential functions including, but not limited to, regular sitting,

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standing, and general mobility; Possesses excellent communication, including internal and external communications.

11. Identifies operational and administrative needs; organizes projects and programs, delegates workd assignments and responsibilities. Directs and manages tasks. Uses District software to prepare correspondence, reports and spreadsheets.

12. . Ensures that required records and reports are created and submitted to appropriate agencies as required. Ensures the maintenance of files and records relating to the function of the District. Responsible for ensuring required records retention and appropriate responses to Public Records requests.

13. Performs all aspects of this position with minimal instruction; frequently utilizes personal judgement. Refines existing work methods, develops new techniques, concepts or programs within established limits including District policies and all State/Federal/County guidelines, rules, and statutes. Maintains effective and harmonious working relationships with personnel and agencies within and external to our organization.

14. . Performs human resource duties including the hiring, disciplining, promoting, or termination of all staff, including career or volunteer, within the policies adopted by the Board of Directors and Collective Bargaining Agreement. Administers performance reviews and administers wage and benefits packages as adopted by the Board of Directors and within the adopted budget. Participates in labor negotiations.

15. Plans, directs, and reviews activities of personnel performing fire & life safety inspections, prevention activities, and public education. Oversees the enforcement of applicable fire codes and ordinances Ensures coordination with the State Fire Marshal, City and County Planning and Building Officials other agencies in the enforcement of applicable prevention and life-safety laws and codes. Coordinates with Emergency Management agencies and organizations and serves as District representative with such agencies. Responsible for the District’s Emergency Operations Plans.

Commented [SA7]: This would be included in ‘education,

certifications, experience’ section

Commented [SA8]: Skills would be included in

‘education, certifications, experience’ sections

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16. Oversees the revisions, development, of District fire codes and ordinances

17. . Ensures, directs, conducts, or assists in the investigation of fires when necessary to determine cause, origin, and circumstances relating to the cause of such fires. Ensures cooperation with other agencies assisting in fire cause investigations.

18. Oversees the preparation of specifications for emergency apparatus and equipment.

19. Serves as the representative for both Districts for WLEOG. ParticpatesParticipates as a District representative in local, county, regional and state meetings and planning groups relating to fire and life safety issues.

20. Directs firefighting and supervises subordinate officers in the development and operations of fire training, fire prevention programs, disaster planning, and administrative procedures Responds to emergency incidents as required to either directly deliver services or assume command or other ICS position as needed; supervises the use of personnel and equipment..

21. . Tracks and monitors Federal/State/County/Regional activities that may impact District policy, procedures or programs.

22. Ensure the District’s compliance with Federal and State OSHA rules and regulations.

23. Coordinates with Emergency Management agencies and organizations and serves as District representative with such agencies. Responsible for the District’s Emergency Operations Plans.

24. Attends conferences, specialized schools, seminars and other functions as necessary to keep abreast of new developments in subjects relating to the operation and functions of the Fire [and Ambulance?] District[s].

25. In his /her absence delegates authority to the appropriate operational entity to ensure a clear chain of command is maintained.

Commented [SA9]: To be included in ‘education,

certifications, experience’ sections

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26. Performs other duties and functions as the Board of Directors may require or direct,

27. Direct and operate and ambulance service with well trained and certified personnel.

NOTE: The intent of this listing of ‘typical’ essential functions is to describe the principal functions of the job. The description shall not, however, be construed as a complete listing of all miscellaneous, incidental, or substantially similar duties which may be assigned during normal operations. MINIMUM QUALIFICATIONS

1. Associates degree in Fire Science, Emergency Medical Services, Business or Public Administration, or related field and/or satisfactory equivalency from a nationally or regionally accredited college or university; supplemented with Upper Division coursework in Fiscal and Personnel Management

2. Minimum of 10-years of progressive structural Fire Service experience including 3 years of management experience at or above that of Battalion Chief or comparable rank in a Fire or EMS or other related emergency service field. Minimum of 5-years of full-time paid Fire or EMS service experience.

3. NFPA, Oregon, or IFSAC Firefighter 2; HazMat Operations, and Fire Officer 1 or equivalent.

4. Completion of ICS 100, 200, 300, 400, 700 courses

5. Valid Oregon Driver’s License [or ability to obtain within 30-days of employment] and insurable by the Fire District insurance carrier.

6. Ability to communicate in English, both orally and in writing; as well as to effectively perform public speaking.

Commented [CM10]: Chief: I don’t see any physical

requirements here. Do you require the chief to respond and

meet NFPA fitness standards?

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7. Thorough knowledge of fire prevention codes and practices, public education, fireground operations, fire cause investigations, emergency medical services, human resources, labor law and negotiations, budget preparation and management, open meeting laws, community relations, apparatus maintenance, firefighter and EMS safety, training programs, and recruitment and retention of volunteers.

8. Display a high level of leadership, communication, and motivational skills.

9. After a conditional offer of employment, Ssuccessfully pass a District background check and medical physical. Must be bondable and insurable through the District’s insurance agent for fiscal responsibilities.

10. The Fire & EMS Chief is required to reside within the geographic boundaries of the Siuslaw Valley Fire District within 6-months of appointment and shall remain so during the tenure as Fire & EMS Chief.

11. Any combination of training, education and experience that demonstrates the equivalent requirements may be considered at the discretion of the District.

PREFERRED QUALIFICATIONS

1. Bachelor’s or Master’s in Public Administration (or fire or medical related field) from a nationally or regionally accredited college or university.

2. NFPA, Oregon, or IFSAC Fire Officer 2, 3, or 4 certification or equivalent.

3. NFPA, Oregon, or IFSAC HazMat Incident Commander certification or equivalent.

4. Graduate of the National Fire Academy Executive Fire Officer Program.

5. Oregon and/or National Certified EMT or Paramedic.

6. Knowledge of principles, practices, and procedures of managing an Ambulance Service Area, as well as extensive knowledge of Federal,

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State, and County regulatory ordinances. Management experience with an ambulance transport agency

SUCCESSFUL TRAITS The District’s Board of Directors desires an applicant who possesses the knowledge and experience of the modern practices, principles and procedures of operating an Ambulance or Emergency ServiceFire District with only general direction given by the Board. They must possess the political and personal skills necessary to guide the Board and District through the development and execution of a comprehensive Strategic Plan. The desirable candidate must possess a strong understanding and experience with budgeting practices, Human Resources, and Labor/Management relations. This position operates independently with minimal office support and must have computer skills to navigate word processing, data basing, and basic spreadsheet software. Performance of functions has significant financial, reputational, and operational impact upon the District that requires the incumbent to use a high degree of judgment and tact in the execution of the essential functions. Requires some travel, both inside and outside the District, as he or she represents the District in community, political, and other EMS related activities. Involves limited exposure to hazards and extreme conditions, but may require such exposure in the event of major disaster operations supervision or routine involvement in emergency operations at the command level. May involve periodic working under a high degree of stress and may require the periodic working of long hours in the performance of essential functions. The Fire Chief / Director is responsible for all operations and activities of both the District and any other organization with whom the District has agreed to provide administrative services..s. Involves a high degree of regular contact with others, both inside and outside of both organizations as he or she works independently on a wide variety of complex duties and responsibilities, with only general direction given by the Board of Directors.

Commented [SA11]: This can be moved to ‘Minimum’

qualifications if desired…

Commented [CM12]: Again, I recommend that you add

the physical requirements, such as lifting, working under

stress for long hours, etc.

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memo

Siuslaw Valley Fire & Rescue / Western Lane Ambulance

To: IGA Advisory Committee

From: Steve Abel

CC:

Date: November 14, 2018

Re: DRAFT Fire Chief Salary Discussion

At our 11/07/2018 Advisory Committee Meeting, I was asked to DRAFT potential salary

information and recommendation for the Committee’s discussion and consideration.

In developing pay information, it’s important to look at ‘horizontal’ wages within a region- to

determine what is ‘fair’ in the local marketplace, especially when utilizing tax dollars. It’s just as

important to look at ‘vertical’ pay ranges- what Fire Chiefs are currently paid within a

recruitment area, and for similar sized organizations. We want to be fiscally responsible with

the taxpayer’s dollars, and also attract qualified candidates for the position. If we ‘miss the

mark’ and advertise a ‘below market’ pay range and fail to attract qualified candidates, the

second recruitment can be more difficult.

Recently Sheridan Fire District and Astoria Fire Department were not able to attract a pool of

qualified candidates. Sheridan and West Valley Fire Districts now considering an IGA to hire a

joint Chief and have increased the pay ranges. I’m told that this time they have received at least

a dozen applicants with 4-5 strong candidates. Astoria has an Interim Fire Chief and they are

evaluating their recruitment strategies. The Interim Fire Chief has told me that he feels one of

the deterrents was/is the salary range.

Another consideration is the IGA. The salary for a Fire-EMS Chief for both SVFR and WLAD

would typically be higher than for one organization alone. In looking at comparable

organizations, I looked at those that include ambulance transport as well as full-time staff and

budget responsibilities. Surprising to me was that we are a bit smaller than Lane Fire Authority

[Veneta] [in FTE’s and budget], but have more FTE’s and budget than South Lane County Fire &

Rescue [Cottage Grove].

I also took a cursory look at cost of living in Florence. A quick look shows that housing costs are

lower than Oregon averages… but those averages also include Metro areas. It appears that

Florence has a healthy housing market, and a reasonable 3 bedroom/2 bath home could be

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purchased for the area of $350,000. I only include this, as Cannon Beach offers their new Fire

Chief an additional $500 monthly housing allowance to encourage him to live within the District.

For comparisons, our current Fire Chief salary schedule started at $90,000, with Step 2 at

$97,520. Two CPI increases brought Chief Langborg’s salary to $103,988. This appears to be low

when compared to other Fire Chiefs with similar responsibilities.

The IGA Advisory Committee and Boards may also want to consider ‘compression’ of salary

between the Fire Division Chief and Fire Chief. The Fire Division Chief at step-4 is at $97,314;

compared to $103,988 for a Chief responsible for 2 agencies [about 6.5% difference].

I looked at Director Green’s 4/12/18 memo regarding comparable salaries showing a low of

$81,518, mid-point of $140,687, max of $192,238, and weighted average of $141,327. The mid,

max, and weighted average appear high to me.

I asked Chief Ney of Lane Fire Authority and Chief Wooten of South Lane County Fire for

information regarding their salaries, in that they both manage fire districts that also have an

Ambulance Service Area and manage ambulance transports. As a comparison:

SVFR/WLAD have 26.5 paid employees and 11 part-time; combined budget of a bit over

$8m.

LFA Chief: $140,000 [but contributes his 6% PERS contribution. The organization has 33

full time employees and a budget of $10m.

South Lane County Fire Chief: $133k. The organization has 25 full-time employees and a

budget of $7.8m.

Chief Wooten from South Lane County Fire & Rescue responded to my request regarding an

appropriate salary for SVFR-WLAD, he commented that $115k should attract good candidates.

In regards to his salary [$133k] he commented: ‘when I did the comps this was well within

market.’

I’m offering a few salary ranges below for the Board’s consideration. Both assume that the Chief

has responsibility for both organizations, and each has 5-pay steps with a 5% increase between

each step.

A: $98,000 $102,000 $108,045 $113,447 $119,120

B: $100,000 $105,000 $110,250 $115,763 $121,551

C: $102,000 $107,100 $112,455 $118,078 $123,982

I can develop additional ranges if desired.

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memo

Siuslaw Valley Fire & Rescue / Western Lane Ambulance

To: IGA Advisory Committee

From: Steve Abel

CC:

Date: November 26, 2018

Re: UPDATED Fire & EMS Chief Salary Discussion

At the 11/15/2018 IGA Advisory Committee meeting, I was asked to update the DRAFT salary

range to include the DRAFT range “C” [$102,000 to $123,982] which included 5-steps with a 5%

increase between steps to 7-steps with a 3.5% increase in the first 3 steps, then to 5% increases

in the remainder of steps. The Committee suggested a salary cap of between $130,000 and

$135,000. The following is a table reflecting those steps:

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7

Proposed 7-Steps

$102,000 $105,570 $109,265 $113,089 $118,743 $124,680 $130,914

Original 5-Steps

$102,000 $107,000 $112,455 $118,078 $123,982

In the original discussions, the Committee looked at the contract salaries of the Fire Chiefs of

Lane Fire Authority [[$140,000 less the 6% PERS Contribution] and South Lane County Fire

[$133,000].

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SUBJECT/ITEM: Review and Approve IGA Revision


DIVISION OF ORIGIN: Interim Fire Chief

ACTION REQUESTED: Approve and Authorize the WLAD and SVFR Board Presidents to sign the revised IGA

BUDGET IMPACT


AMOUNTBUDGETED:


Summary: The IGA Advisory Committee has recommended updating our current Intergovernmental Agreement in sharing Fire & EMS Chief and Officer Manager services to a 3-year agreement with an 18-month termination clause.


As we move forward with the recruitment and hiring process, it is felt by the IGA Advisory Committee that the recommended changes to the current IGA would bring a sense of stability to interested candidates, and also reflects the amount of time that may be required for each agency to prepare budgets and infrastructure changes should either Board opt to terminate the agreement.

Recommended Action:

Discuss authorize the WLAD and SVFR Board Presidents to sign the recommended updated IGA.

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INTERGOVERNMENTAL CONTRACTPURCHASE OF SERVICES

BETWEEN: Western Lane Ambulance District (WLAD), a unit ofLocal government of the State of Oregon

AND: Siuslaw Valley Fire and Rescue (SVFR) , a unit ofLocal government of the State of Oregon.

EFFECTIVE DATE: January 1, 2019

RECITALS

ORS 190.010 provides that units of local government may enter into agreements for the performance of any and all functions and activities that any party to the agreement, its officers, or agents have the authority to perform.

WLAD desires to enter into a contract with SVFR to purchase the services described in this contract and SVFR is willing to provide such services on the terms and conditions set forth herein and in the following exhibits:

Exhibit A – Fire & EMS Chief Job Description

Exhibit B – Administrative Division Chief / Office Manager Job Description

AGREEMENT

Services to be Provided. SVFR agrees to provide the following services (the “Work”):

The statement description of work is contained in the attached Exhibit A and Exhibit B

Time for Completion

SVFR shall commence performance of the work on January 1, 2019 and shall complete performance of the work on December 31, 2021. This agreement shall be automatically renewed at the beginning of each fiscal year.

Consideration and Payment Terms

The consideration which WLAD shall pay SVFR half (1/2) of the annual salary plus benefits paid by SVFR for the person in the position of Fire & EMS Chief and the person in the position of Administrative Division Chief / Office Manager. WLAD shall make monthly payments, based on monthly invoices from SVFR. WLAD’s payment shall be made within 30 days after receipt of the SVFR statement.

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Termination

Either Party may terminate this Agreement by giving 18-months written advanced notice of its intent to terminate. If either party exercises its right to terminate this Agreement prior to the end of the contract period stated in the time for completion, all remaining amounts due and payable shall be paid to SVFR within 30 days of invoice.

Contract Administration

Each party designates the following as its representative for the purposes of administrating this contract:

SVFR: Board President2625 Highway 101Florence, OR 97439

WLAD: Board President 2625 Highway 101Florence, OR 97439

Mutual IndemnificationConditioned upon the terms and limitations of the Oregon Constitution and the Oregon Tort Claims Act, the parties mutually agree, to the fullest extent permitted by law, to indemnify and hold harmless from any damage, liability or cost (including reasonable attorney fees and costs of defense) to the extent caused by the indemnifying party, its employees’, officers, or agents’ intentional or negligent acts or errors or omissions within the scope of their duties and in the performance of this Agreement.

AssignmentSVFR shall not assign this contract, in whole or in part, or any right or obligation hereunder, without WLAD’s prior written approval.

Compliance with LawsSVFR shall comply with all applicable federal, state, and local laws, rules, ordinances, and regulations at all times and in the performance of the work.

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Ownership of Work ProductWork performed under this contract for a specific party shall be the exclusive property of the respective party. Work performed for the mutual benefit of both parties shall be the property of both WLAD and SVFR.

NoticesAny notices permitted or required by this contract shall be deemed given when personally delivered or three days after deposit in the United States mail, postage fully prepaid, certified, return receipt requested and addresses to the representative designated in Termination. Either party may change its address by notice given to the other in accordance with this paragraph.

ArbitrationAny controversy regarding the terms and conditions of the agreement shall be submitted to arbitration. Any party may request arbitration by written notice to the other. If the parties cannot agree on a single arbitrator within 15 days from the giving of notice, each party shall within five days select a person to represent that party and the two arbitrators shall immediately select a third impartial person. If the two arbitrators cannot agree with 15 days on the third impartial person, then either party may petition the Presiding Judge of the Lane County Circuit Court to select the third arbitrator. The panel shall conduct the arbitration in accordance with the provisions of ORS Chapter 33, or the corresponding provisions of any such future law. The arbitrator(s) shall assess all or part of the cost of the arbitration, including attorney fees, to any or all parties.

IntegrationThis contract embodies the entire agreement of the parties. There are no promises, terms, conditions, or obligations other than those contained herein. This contract shall supersede all prior communications, representations or agreements, either oral, or written between the parties. This contract shall not be amended except in writing, signed by both parties.

InterpretationThis contract shall be governed by and interpreted in accordance with the laws of the State of Oregon.

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4

WESTERN LANE AMBULANCE DISTRICT:

(Print Name)

(Signature)

(Print Title)

Date:

Siuslaw Valley Fire Rescue:

(Print Name)

(Signature)

(Print Title)

Date:

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Exhibit A – Chief / Director Job DescriptionTo be updated upon approval of revised Job Description for Fire & EMS Chief

Exhibit B – Administrative Division Chief / Office Manager Job Description

SIUSLAW VALLEY FIRE AND RESCUE SECTION NUMBER: 437.05

OPERATIONS AND PROCEDURES MANUAL EFFECTIVE DATE: 8/17/2016

DIVISION TITLE: PERSONNEL

REVISION DATE:

SECTION TITLE: JOB DESCRIPTIONS REVIEWED DATE:

Classification: AdministrationPosition Title: Administrative Division Chief / Office ManagerReports to: Fire ChiefPay Class: Salary Exempt

Job Summary: Under the direction of the Fire Chief, directs, manages, supervises, and coordinates all finance and human resource related activities of the fire district and assists with complex administrative support to the Fire Chief.

Representative Duties: The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or duties set forth below to address business and changing business practices.

A. Provides staff assistance to Fire Chief.

B. Serves as the liaison for assigned Division to other divisions, departments and outside agencies, negotiates and resolves sensitive and controversial issues.

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C. Attends and participates in professional groups meetings; stays abreast of new trends and innovations in the disciplines of budget administration and human resources, and management.

D. Responds to and resolves difficult and sensitive citizen inquiries and complaints.

E. Assumes responsibility for assigned services and activities of the Administrative Division within the fire department including budgeting, payroll, purchasing, accounting, personnel, and administrative support service.

F. Coordinates the organization, staffing, and operational activities for the Administrative Division.

G. Serves as the Board's Recording Secretary. Prepares agenda packets for board meetings, including the coordination and review of agenda materials, finalizing agendas and overseeing distribution of the packets. Attends Board of Directors meetings and is responsible for the minutes and preserves all records of the Board of Directors.

H. Participates in the development and implementation of goals, objectives, policies, and priorities; recommends and implements resulting policies and procedures; oversees the maintenance of the department's Policy and Procedure Manual.

I. Identifies opportunities for improving service delivery methods and procedures; identifies resources needs, reviews with appropriate management staff and implements improvements.

J. Directs, coordinates, and reviews the work plan for assigned administrative services and activities; assigns work activities and projects; monitors work flow; evaluates work products, methods, and procedures; meets with staff to identify and resolve problems.

K. Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training;

L. Works with employees to correct deficiencies; implements discipline and termination procedures.

M.Participates in the development and administration of the district budget; forecasts funds needed for staffing, equipment, materials, and supplies; monitors, reviews and approves purchase requisitions, accounts payable, and expenditures; recommends adjustments as necessary; prepares and updates budget report for the Board of Directors and the Fire Chief.

N. Serves as the District Human Resources Manager; oversees and participates in personnel administration functions including recruitment and retention, testing, interviewing, and hiring of new employees, and volunteer firefighters.

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O. Performs other related duties.

Qualifications:

The following generally describes the knowledge and ability required to enter the job and/or to be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge Of:

a. Principals, practices, and methods of governmental administration.b. Modem methods and techniques of fire department administration.c. Service delivery issues related to fire and emergency medical services

(desired).d. Principles of business letter writing and basic report preparation.e. Principles of grant preparation and sources of funding.f. Principles and practices of program development and administration.g. Office procedures, methods, and equipment including computers

and applicable software applications, such as word processing, spreadsheets, and databases.

h. Principles and practices of municipal budget preparation and administration.i. Principles and practices of customer service.j. Principles of supervision, training, and performance evaluations.k. Pertinent federal, state, and local laws, codes, and regulations.

Ability To:

Oversee and participate in the management and administration of the district budget

Supervise, direct, and coordinate the work of lower level staff. Participate in the development and administration of division goals, objectives

and procedures. Research, analyze, and evaluate new service delivery methods and techniques. Prepare and administer division budgets. Prepare clear and concise administrative and financial reports. Analyze problems, identify alternate solutions, project consequences of

proposed actions and implement recommendations in support of goals. Interpret and apply federal, state, and local policies, laws and regulations. Prepare clear Board of Directors agenda items. Operate office equipment, including computers and supporting word

processing, spreadsheet, and database applications. Adapt to changing technologies and learn functionality of new equipment and

systems. Clearly and concisely, both orally and in writing.

Establish and maintain effective working relationship with those contacted in the course of work.

Education and Experience:

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An associate's degree or higher from an accredited college in an applicable discipline is desired. Any combination of experience and education which provides the applicant with the level of required knowledge and abilities may be considered. The ideal candidate will possess a minimum of seven to ten years' experience in a senior management role.

Requirements:

Candidate must sign a contract with the fire district agreeing to be a non-tobacco user. Candidate must have a current Oregon Driver's License. Successful candidate shall reside within the district boundaries of Siuslaw Valley Fire

and Rescue within six months of employment.

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Chief/Director’s ReportDecember 2018

Prepared by Interim Fire Chief Steve Abel

1

Chief-Director RecruitmentA significant amount of time this past month continues to be related to the Chief/Director recruitment. Meeting with the IGA Advisory Committee and our Attorney, we have developed an updated position description for the Boards consideration, and developed a 7-step salary schedule for consideration

DispatchI’ve been following up with regards to our Fire and EMS dispatch services from Florence PD. I received authorization from Florence PD Commander Pitcher to work directly with Florence IT department to add ‘EnRoute Pro’ capabilities to the dispatch system. To date, they have not been able to come to a resolution on this. We still want to add Priority Base Dispatching to the system, but due to the expense, we need to first determine if Florence PD can meet our dispatching needs.

Related, Lane County Sheriff’s Office is responsible for our radio tuning at Herman Peak- they visited the site with Chief Dickerson to conduct this maintenance. We eventually are going to need to do some antenna upgrades and replace a repeater. Nothing urgent at this point. Dash CamsWe have outfitted 4 vehicles with dash cams at a cost of about $60 each. They are for training purposes. Our duty chief has already recorded a vehicle that failed to yield [most likely didn’t see or hear our vehicle] at the intersection of Hwy 101 and Hwy 126.

Microphones and speakers for Joint Board meetingsMicrophones are in place for this meeting.

PERS PresentationCarol Samuels from Piper-Jaffrey has offered to present info to us at a Joint Boards meeting in March 2019.

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Chief/Director’s ReportDecember 2018

Prepared by Interim Fire Chief Steve Abel

2

WebsiteBoth agencies have been paying to have our websites managed… and we found that our contract with LCOG includes website maintenance. We are researching into the possible advantages of a combination/shared site.

NarcanMy thanks to Chief House and WLAD for working with SVFR staff to incorporate Narcan into our protocols.

Board Responsibilities WorkshopI’m working with Jeff Griffin regarding him bringing their Board Responsibilities workshop to Florence. WHA usually provides a dinner at about 6, followed by a [about] 1½ hour presentation. I’ve attended these before and find them to by dynamic and quite helpful to Board members and staff. And it provides a discount on our insurance.

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November 2018 Community Support Team (CST) Coordinator’s ReportPrepared by Lori Severance, LCSW

Community Support Team Program Update:

- The multi-agency Western Lane County Peer Support Program now has administrative approval and is officially up and running at SVFR, WLAD, Swisshome-Deadwood Fire, and Mapleton Fire Department. This program is a major accomplishment for our first responder community.

- The Mental Health Crisis Response in Western Lane County Committee met again, and will continue to meet monthly, to address the large number of mental health patients being transported to the Emergency Department for psychiatric care and transfer to inpatient psychiatric units. The CST Coordinator will continue to work with this committee as a mental health professional and as the SVFR representative.

- CST Monthly training schedule for 2019 has been established.

-The CST team attended the WLAD monthly staff meeting. New CST volunteers were introduced, and we addressed how the CST team can be of assistance to them both on medical calls as well as in the capacity of peer support.

- Peer Support Training is scheduled for this weekend, December 15-16. We have nine people enrolled in this class from four participating agencies, including two people from Central Oregon Coast Fire & Rescue in Yachats/Waldport.

-A process was established whereby the CST team will now be assigned Target Solutions each month that are directly related to our work with behavioral emergencies, drug/alcohol issues, diversity and cultural issues, grief responses, and other such topics.

Monthly CST hours: Crisis responses: 11 Total hours: 15

Community/Support Services: 2 Total hours: 2

Trainings: 2 Total hours: 10

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Western Lane Ambulance District

December 2018Division Chief of EMS Operations reportWestern Lane Ambulance District Board Meeting

OperationsThrough the end of November during the Calendar year, we have responded on a total 3295 EMS related calls. So far during this FY, we have responded to 1,507.

November EMS calls 2017 2018Imagetrend

Difference

911 Response, transports 140 161 +21

Transfers 34 23 -11

Specialty Care Transfer 2 6 +4

911 Response, no patient transport 80 81 +24

Total call volume 256 271 +15

MIH Visits -- 41 --

1. Reserve Medic unit at SVFR Main Station. A reserve Medic Unit Standard Operating Guideline was developed for better communication on how the apparatus will be used.

2. Remodeling station update: Working through problems with contractors to remodel the front bathroom.

3. Mobile integrated healthcare report.

4. Training report.

5. Fleet / Maintenance report.

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MOBILE INTEGRATED HEALTHCARE MONTHLY REPORT

Sum of callsMIH 23PAL 16911 (2)

Total calls 41

Gave out 4 pill boxes to people Did 8 Lab draws

Sum of Patients readmitted to hospital

Excel data

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Vehicle Maintenance Report November 2018

Medic 5 – Replaced battery.

Medic 9 – Switched to studded tires. Fixed leaking rear differential cover.

District Car – LOF. Replaced Rear wiper.

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Vehicle Report November 2018

Beginning Odometer Ending Odometer Miles Fuel MPGMedic 1 95477 95669 192 22.7 8Medic 2 32383 34317.4 1934.4 262.1 7Medic 3 9153 12926 3773 270 14Medic 5 168939 169871.8 932.8 111.2 8Medic 9 102298 103045 747 41.5 18Rescue 10 8678 8754 76 16 5Dist. Vehicle 51590 52432 842 61.6 14

Total: 8497.2 785.1

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Training Report December 2018

Target Solutions topics for December are

QRT for November was a combination of five skill stations. One station was airway management and ventilation, another station simulated situational awareness and scene safety, there was a KED to backboard scenario off of a quad, blindfolded backboarding, and last was cardiac arrest/CPR in full turnouts and SCBA. December will be CPR and first aid for the new recruits, and naloxone training for everyone.

There was a mandatory orientation meeting for the EMT class on 11/15 at LCC in Eugene. There were 15 students total, now down to 13. All 13 have been working diligently to finish their pre-course requirements. Class starts next month.

Medical Control Board meeting for December was cancelled.

Dakota Weitman has finished his EMT taskbook. Dustin Pearson and Don Quinn are nearly finished. Newly hired paramedic, MacKenzie Jeffcott has begun training on B shift. They will work very hard on getting her up to speed so that she can fill in for Ali and Rob during the baby train.

Darrek held Pediatric Advanced Life Support and Advanced Cardiac Life Support classes on 11/9 and 11/25 at WLAD

Rob and Ronnie are attending an EMS Education Day Tuesday, December 11th 9am-12pm at Bay Area Hospital. Topics to include STEMI recognition, Trauma update, emergency preparedness, and stroke recognition.

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Administrative Division ReportDecember 2018

Prepared by Dina McClure, Office Manager

Follow up from 11/20/18 SVFR meeting The additional check to Chief Langborg in October for $50 replaced a lost cell phone

stipend check from February. The money from the voided February check went back into the checking account.

The Transaction List report is now titled Transaction List by Date Issued.

Follow up from WLAD 11/29/18 meeting Three Rivers Casino is billed annually in March for $33,960.78. Information on the Local Option Levy will be presented at the January meeting. SDAO Best Practices insurance credit only applies to general/auto liability and property.

The credit amount for SVFR is $2,354 and the amount for WLAD is $1,652. Both districts also get longevity credits: $3,293 SVFR and $1,739 WLAD. Statements are in the board packet for review.

FINANCIALS: 63% of tax revenue was received in November for both districts. Financials are looking good. Expenses five months into the fiscal year should be at or

around 41.7%. Fine tuning the new chart of accounts is ongoing.

ADP/Payroll: We continue to experience small payroll errors with ADP. Holly is doing a good job

making sure the employees are not affected, however, the voided/manual checks, and miscellaneous deductions are getting complicated and are taking a lot of my time. I am working with my third customer service representative and it takes time for them to responded to my requests.

I submitted a form to change bank accounts for the SVFR payroll. ADP assumed the change was for both districts and WLAD’s payroll was deducted from the SVFR account as well. I caught it when it happened and with the help of Director Webb, got money transferred from WLAD to SVFR to cover it. ADP apologized for the error and it has been straightened out.

HR: Hiring packet checklists and forms for both districts are being updated. I am working with WHA to get WLAD employees on a pre-tax health insurance deduction

effective January 1.IT:

Please turn in your iPad following the Joint Board Meeting so IT can install iOS updates and reprogram user ID’s. Our goal is to eliminate the ongoing problems and I will return them to you as soon as possible.

I am getting quotes from Internet vendors to improve internet speed and Wi-Fi.

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EVENTS: Four board members from WLAD will attend the SDAO Annual Conference in February.

One board member from SVFR will attend. Chief House and I will be the only staff members attending. Lodging has been reserved.

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SUBJECT/ITEM: Family and Medical Leave Policy


DIVISION OF ORIGIN: Administration/Human Resources

ACTION REQUESTED: Approve Family and Medical Leave Policy

BUDGET IMPACT


AMOUNTBUDGETED:


N/A N/A N/A

Summary: To provide both districts with a Family and Medical Leave Policy in the event of a birth of a child or related incidents.


SVFR has policies for Sick Leave, Military Leave, and Administrative Leave. The Sick Leave Policy refers to birth of a child but does not have related content.

WLAD has policies for Sick Leave, Bereavement Leave, Uniformed Services Leave, and Unpaid Leave. No policies refer to a birth of a child or related incidents.

The Family and Medical Leave Policy presented in your packet comes from Special Districts Association of Oregon (SDAO). I have made minor revisions to accommodate district language. The policy is detailed and fills the gap in our current policies in the event an employee needs to take leave for the birth of a child.

Recommended Action: Approve the Family and Medical Leave Policy.

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Family and Medical Leave Policy

Purpose

The district’s Family and Medical Leave policy allows you to take a leave of absence for your own serious health condition. Leave is also granted for the birth or adoption of a child, for the placement of a foster child, for the care of a child, grandchild, grandparent, spouse or same sex domestic partner, parent, or parent-in-law with a serious health condition, and for the care of a sick child. This policy is intended to comply with state laws regulating this practice.

Eligibility

You will be eligible to take a family and medical leave if you meet the following requirements:

1. You have been employed for at least 180 days (26 weeks) or more before the first day of the family and medical leave; and

2. You have worked an average of 25 or more hours per week as of the day before the request for family and medical leave is made. This average is calculated over the 180 days preceding the request for leave. For the purpose of taking leave for the birth, adoption, or placement of a child (parental leave), there is no hours-worked requirement. You are eligible to take family and medical leave in the following situations:

a. To care for an infant or a newly-placed adopted or foster child under the age of 18, or older than 18 if incapable of self-care due to mental or physical disability, within 12 months of the event (parental leave);

b. To care for a family member with a serious health condition or your own serious health condition (serious health condition leave). (NOTE: covers child, parent, parent-in-law, spouse, same-sex domestic partner, grandparent, and grandchild);

c. For a pregnancy disability or prenatal care (pregnancy disability leave) (NOTE: female employees who have used up their original 12 weeks for a serious health condition related to pregnancy are entitled to an additional 12 weeks of parental leave);

d. To care for a sick child who does not have a serious health condition but requires home care (Sick Child Leave). Medical certification of Sick Child Leave will be required after the third leave occurrence in each leave year. The District will reimburse, upon request, any out-of-pocket costs for medical certification.

3. To attend the funeral (or alternative) of the family member; make arrangements necessitated by the death of a family member; or to grieve the death of a family member, up to 2 weeks of leave is available in each such case (not to exceed 12 weeks per leave year), which will run concurrent with OFLA. The leave must be completed within 60 days after the date on which you receive notice of the death of your family member. (See Bereavement Leave for details that may apply to those employees not eligible for OFLA leave.)

Length of Leave

You may take up to 12 weeks of family and medical leave during a 12-month period. A week is defined as your normal work week schedule. The 12-month period will be measured forward from the date of leave. If medically necessary, family and medical leave may be taken on a reduced or intermittent schedule. Details of the proposed schedule should be attached to the “Request for Family Leave” form

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and should be verified by the certifying health care professional on the Health Care Provider Certification form.

Under OFLA, an employee who takes leave for a disability related to pregnancy may qualify for up to 12 additional weeks of leave for any OFLA qualifying event in the same leave year. Additionally, an employee who takes a full 12 weeks of Parental Leave may be eligible to take up to an additional 12 weeks of Sick Child Leave in the same year.

Request and Certification

Procedure In situations where the need for medical leave is known, you must give thirty (30) days written notice to take family and medical leave by filling out and turning in the Request for Family and Medical Leave form and the Health Care Provider Certification form.

We recognize that many times the need for family and medical leave can be caused by serious or emergency situations. We will make every attempt to work with you to ensure that you receive all benefits to which you are entitled; however, you are expected to call us and make every effort to communicate your situation. In an emergency situation where there is no opportunity to give notice, you must notify your supervisor of your intent to take immediate family and medical leave.

All requests for family and medical leaves must be verified by a health care professional by using the Health Care Provider Certification form, which needs to be returned within 15 days of a request for leave. Furthermore, if you are taking family and medical leave to care for a family member with a serious health condition, you will be asked to provide proof of your relationship to this person. Please check with your Human Resources representative to discuss how best to provide this proof.

In the case of adoption, a legal representative who can attest to the validity of the adoption must verify the request for family and medical leave. In the case of placement of a foster child, a representative of the agency making the placement can verify the request.

Any medical information provided on either a personal health condition or the health condition of a family member is kept confidential and only those with a valid business-related reason for knowing any details will have access to any of this information. If you have any questions about how this information will be handled, please contact your Human Resources representative.

In certain instances, we may need to directly contact your health care provider. When we feel such direct contact is necessary or beneficial, it will be done by a Human Resources representative. Those instances include:

1. Recertification if a serious health condition is continuing and open-ended; 2. When a request is made to extend a leave;3. Circumstances change from the current certification; for example, the pattern of necessary

absences changes;4. Information is received casting doubt on the employee’s stated reason for the leave or the

continuing validity of the certification.

When direct contact is made, our questions will focus on the need for the leave and the pattern of absence, not the specific medical condition. You are expected to assure your health care provider that

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he or she is to be responsive to our contact so that we can best and most efficiently make a determination regarding the status of continuing your leave.

Employees with a chronic or indefinite condition will be required to provide a new certification form at the beginning of their new leave year.

The Genetic Information Nondiscrimination Act of 2008 (GINA) prohibits employers and other entities covered by GINA Title II from requesting or requiring genetic information of employees or their family members. In order to comply with this law, we are asking that you not provide any genetic information when responding to this request for medical information. ‘Genetic information,’ as defined by GINA, includes an individual’s family medical history, the results of an individual’s or family member’s genetic tests, the fact that an individual or an individual’s family member sought or received genetic services, and genetic information of a fetus carried by an individual or an individual’s family member or an embryo lawfully held by an individual or family member receiving assistive reproductive services.

General Provisions

You may use any accrued vacation, sick leave, or other paid leave available to you during the family and medical leave. [Note: The employer can determine the order in which accrued leave is to be used.] When this is exhausted, the balance of the leave will be unpaid. You may be required to provide periodic status reports to the organization while on a family and medical leave. The employer will maintain benefit coverage for the employee during the length of the leave. The employee must continue their contribution.

Reinstatement

You are entitled to return to the same job with equivalent benefits, pay, and other terms and conditions of employment at the end of a family and medical leave. If your job has been eliminated but there is an available equivalent position, you will be restored to that job. You may be required to present a medical certification before being reinstated.

Other details regarding family and medical leave are available from your Human Resources representative.

NOTE: Oregon employers are required to pay for any expenses incurred by the employee to provide the Health Care Provider Form.

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SUBJECT/ITEM: Credit Card Policy and Cardholder Agreement


DIVISION OF ORIGIN: Administration Department

ACTION REQUESTED: Approve Credit Card Policy and Cardholder Agreement

BUDGET IMPACT


AMOUNTBUDGETED:


N/A N/A N/A

Summary: To create a policy and cardholder agreement for district issued credit cards.


SVFR has four staff issued VISA cards (Chief/Director, Ops Chief, Training Captain, and Office Manager) and three debit cards that are signed out by various staff when needed.

WLAD has three debit cards (EMS Ops Chief, and the other two are used by various staff when needed).

Kathy Taylor said having shared debit cards is not a good practice. She recommended that every employee who has purchasing authority should be issued a credit card with their name on it so they are personally responsible for their transactions. Doing this provides more control and minimizes non-authorized purchases. Having a policy and cardholder agreement sets the rules and expectations of having a district issued credit card. Each person will get a copy of the signed policy and agreement when the card is issued, and a copy will go in their personnel file.

Also attached is the letter requesting the order of new Mastercard’s and the list of employees who will have them.

Recommended Action: Approve Credit Card Policy and Cardholder Agreement.

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Western Lane Ambulance District2625 Highway 101

Florence, OR 97439-9702(541) 997-9614

Credit Card Policy and Cardholder Agreement

You have been issued a credit card on behalf of Western Lane Ambulance District. This card is to be used ONLY for district purchases and authorized expenses. You are responsible for all charges on this credit card. ATM and Cash Advances are prohibited, as well as the purchase of alcoholic beverages. If your issued credit card becomes lost or stolen, you must notify the Office Manager as soon as possible.

Credit cards are issued based on the credit of the district and are not determined by the credit worthiness of the cardholder. Credit checks are not run on cardholders, nor is there any impact on the cardholders’ credit status.

Receipts shall be submitted to the Administrative Assistant promptly for each item purchased. The receipts must include description of the purchase and account code. All receipts will be approved by the department supervisor.

Resolution for improper use of the credit card will be the responsibility of the Fire & EMS Chief. Improper use includes prohibited use of the card, personal use of the card, missing receipts, or loaning the card to another person without expressed permission from the Fire & EMS Chief or designee. The consequences for improper use include, but are not limited to revoking the card, personal reimbursement of unauthorized or prohibited purchases or cash withdrawals, and/or disciplinary action up to and including termination.

I have read the above and understand my responsibility when using a district issued credit card. I agree to allow Western Lane Ambulance District to withhold the full amount of any personal purchases from my paycheck(s).

Employee (Printed Name) Card Issued

Employee Signature Date Signed

Office Manager Date Signed

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Western Lane Ambulance District Resolution No. 2018-05

To Authorize a new Credit Card Account

WHEREAS, the district currently uses three debit cards where one is assigned to the EMS Operations Chief and the other two are shared between various WLAD staff members and IGA Admin; and,

WHEREAS, IGA Admin staff need to adequately fund the debit card account with cash for all transactions; and,

WHEREAS, if a fraudulent transaction were to occur with a debit card, cash is withdrawn instead of being able to dispute the transaction with a credit card company; and,

WHEREAS, it would improve internal controls, protect cash, and minimize staff time to establish a credit card account where all cards are issued directly to the WLAD staff who are authorized to make purchases,

THEREFORE, BE IT RESOLVED that Western Lane Ambulance District enters into an agreement with Oregon Pacific Bank to create a credit card account.

Adopted by the Western Lane Ambulance District Board of Directors this 19th day of December 2018.

By:_________________________ Rick Yecny, Board President

Attest: ______________________ Cindy Russell, Board Member

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joint meetingagenda

Documents