FDAC Board Member Onboarding Manual

FIRE DISTRICTS ASSOCIATION OF CALIFORNIA

BOARD MEMBER ONBOARDING MANUAL - 2025 -

Fire Districts Association of California Table of Contents 1. Introduction……………………………………………………………………………………………………...…Page 3 o About the Fire Districts Association of California (FDAC) o Purpose of the Onboarding Manual 2. Board of Directors & Leadership...…………………………………………………………………….…Page 4 o List of Board Members & Contact Information o FDAC Zone Map o Officer Terms & Responsibilities 3. Duties & Responsibilities of Board Members……………………………………………………...Page 9 o Job Descriptions of Key Positions o Knowledge & Oversight o Communication & Representation o Limitations of Authority 4. FDAC Bylaws & Governance…………………………………………………………………………......Page 16 o Membership Categories & Application Process o Board of Directors’ Powers & Meetings o Executive Board Roles & Responsibilities o Committee Formation & Administration 5. Strategic Plan & Goals…………………………………………………………………………….………...Page 30 o Vision & Mission Statement o Key Strategic Priorities o Legislative & Fiscal Stability Goals o Education & Membership Growth 6. Financial Policies & Reimbursement…………………………………………………………….….Page 52 o Expense Reports & Reimbursement Process o Budget Overview & Fiscal Policies 7. Organizational Policies & Procedures……………………………………………………………...Page 54 o Meeting Protocols o Member Voting & Elections o Code of Conduct & Ethics

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Fire Districts Association of California

Duties and Responsibilities of Board Members •

Maintain regular attendance at Board meetings and Annual Conference.

•

Participate as a member of the Board appointed committees.

•

To become familiar with the Fire Protection District Act of 1987.

•

To become familiar with the Association’s philosophies, mission services, programs, assets, and resources.

•

Knowledge of how the Association is funded and budget oversight.

•

Knowledge of Association policies.

•

Study and ratify Association budgets, contracts, and labor agreements.

•

Comply with policies dealing with conducting Board meetings.

•

Agendize issues of concern, within the scope of the Board, for a Board meeting.

•

To be an independent voice representing the membership of the Association.

•

Practice open and timely two-way communication.

Limitations of authority: •

Individual Board members do not have the authority to encumber or commit Association funds or enter any contract or arrangement without the express consent of the Board.

•

Individual Board members do not have the authority to direct, assign, order or otherwise supervise Association staff without the express consent of the Board.

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Fire Districts Association of California Board of Directors 2024/2025

President Eric Walder, Chief Waterloo Morada Fire District

Treasurer Richard Pearce, Chief Tiburon Fire Protection District

1st Vice President Don Butz, Chief Lakeside Fire Protection District

Immediate Past President Jim Comisky, Director South Lake Fire Protection District

2nd Vice President Jeff Willis, Chief Big Bear Fire Department

Executive Director Catherine Smith, CEO SmithMoore and Associates *All officer terms are for two years (2023 – 2025).

Zone Directors *All officer terms are for two years.

Northern Zone 1 2023-25 Richard Pearce, Chief Tiburon Fire Protection District 1679 Tiburon Boulevard Tiburon, CA 94920-2511 415.435.7208 office rpearce@tiburonfire.org

Northern Zone 1 2024-26 Geoff Belyea, Chief American Canyon Fire Protection District 911 Donaldson Way E American Canyon, CA 94503 707.653.3007 office gbelyea@amcanfire.com

Northern Zone 2 2024-26 Kyle Heggstrom, Chief Linda Fire Protection District 1286 Scales Avenue, Marysville, CA 95901 530.743.1553 office KyleH@lindafire.org

Northern Zone 2 2023-25 Jeff Gilbert, Chief Williams Fire Protection District 810 E Street, Williams, CA 95987 530.473.2269 office c300@williamsfire.net

Northern Zone 3 2023-25 Eric Walder, Chief Waterloo Morada Fire District 6925 E. Foppiano Lane Stockton, CA 95212 209.931.3107 office ewalder@wmfire.org

Northern Zone 3 2024-26 Brian Helmick, Deputy Fire Chief Contra Costa County FPD 4005 Port Chicago Highway, Suite 250 Concord, CA 94520 925.941.3300 office bhelm@cccfpd.org

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Southern Zone 4 2023-25 Robert Silano, Director Menlo Park Fire Protection District 170 Middlefield Rd. Menlo Park, CA 94025 650.688.8400 office roberts@MenloFire.org

Southern Zone 4 2023-25 Michael Hushaw, Director Central Fire District of Santa Cruz County 930 17th Avenue Santa Cruz, CA 95062 831.479.6842 office michael.hushaw@centralfiresc.org

Southern Zone 5 2023-25 Tim Henry, Chief Murphys FPD 15850 W. Kearney Blvd., Kerman CA 93630 559.878.4530 office

Southern Zone 5 2024-26 Steve Kovacs, Chief Murphys Fire Protection District 37 Jones Street Murphys, CA 95247 209.728.3864 office skovacs240@gmail.com

Tim.Henry@NorthCentralFire.org

Southern Zone 6 2024-26 Don Butz, Chief Lakeside Fire Protection District 8035 Winter Gardens Blvd El Cajon, CA 92021 619.390.2350 office

Southern Zone 6 2023-25 Jeff Willis, Chief Big Bear Fire Department 301 W. Big Bear Blvd. PO Box 3028 Big Bear City, CA 92314 909.585.2362 office jeff.willis@bbccsd.org

dbutz@lakesidefire.org

At-Large Directors 2023 - 25 Steve Leighton, Chief North Tahoe Fire Protection District 222 Fairway Dr. Tahoe City, CA 96145 530.583.6913 office leighton@ntfire.net

2023 - 25 Chris Tubbs, Chief Southern Marin Fire District & Mill Valley Fire Department 28 Liberty Ship Way, Ste 2800 Sausalito, CA 94965 415.388.8182 office ctubbs@smfd.org

2023 - 25 Willie Sapeta, Chief Lake County Fire Protection District 14815 Olympic Dr. Clearlake, CA 95422 707.994.2170 office WSapeta@lakecountyfire.com

2024 - 26 Jim Comisky, Director South Lake County Fire Protection District 21095 Hwy 175 Middletown, CA 95461 707.987.3089 office jcomisky@southlakecountyfire.o rg

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Committees and Representatives Education Committee Steve Hall, Chief (ret.), Central Fire Protection District of Santa Cruz County (Chair) Steve M. Kovacs, Assistant Fire Chief Murphys Fire Protection District (VC) Eric Walder, Fire Chief, Waterloo Morada Fire District Jim Comisky, Fire Chief (ret.), South Lake County Fire Protection District Ted Peterson, Deputy Chief, Southern Marin Fire District Sean Grinnell, Division Chief, Sonoma County Fire Protection District Don Butz, Fire Chief, Lakeside Fire Protection District Andy Lawler, Fire Chief, San Miguel Fire & Rescue Chris Tubbs, Fire Chief, Southern Marin Fire District Brian Helmick, Deputy Fire Chief, Contra Costa County Fire Protection District FDAC Legislative Committee Brian Helmick, Contra Costa County Fire Protection District (Leg Director) Geoff Belyea, American Canyon Fire Protection District (Deputy Leg Director) Eric Walder, Waterloo Morada Fire District (Voting) Tim Henry, North Central Fire Protection District (Voting) Steve Leighton, North Tahoe Fire Protection District (Voting) Kyle Heggstrom, Linda Fire Protection District (Alt.) Alternate Vacant FDAC Representative to FRMS Steve M. Kovacs, Assistant Fire Chief, Murphys Fire Protection District FDAC Representative to FAIRA Don Butz, Fire Chief, Lakeside Fire Protection District FDAC Representative to CSDA Brian Helmick, Deputy Fire Chief, Contra Costa County Fire Protection District FDAC Representative to CalChiefs Eric Walder, Fire Chief, Waterloo Morada Fire District FDAC Representative to CSFA Don Butz, Fire Chief, Lakeside Fire Protection District FDAC Representatives to State Board of Fire Services Don Butz, Fire Chief, Lakeside Fire Protection District FDAC Representative to STEAC Kyle Heggstrom, Fire Chief, Linda Fire Protection District Western Fire Chiefs Association Maurice Johnson, Fire Chief (ret.), El Dorado Hills Fire Department FDAC Representative to FIRESCOPE Jeff Gilbert, Fire Chief, Williams Fire Protection District

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FDAC Staff Organizational Chart and Email List

Catherine Smith, Executive Director

casmith@fdac.org

916.996.4345 mobile

Carmen Berry, Deputy Director

cberry@fdac.org

916.267.5772 mobile

Audie Whitt, Communications Director

awhitt@fdac.org

Melissa Feltz, Account Coordinator

mfeltz@fdac.org

Krunal Sagar, Accountant

ksagar@fdac.org

Anton Cervantes, Administrative Assistant acervantes@fdac.org Brett Moore, Policy Assistant

bmoore@fdac.org

FDAC ~ 808 R Street, Ste. 209 Sacramento, CA 95811 ~ 916. 231.2941 ~ info@fdac.org

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Job Description - President The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of the FDAC create an Executive Board. The position of President is a member of the Executive Board and the Board of Directors.

The responsibilities of the position of President are focused on the leadership and support of the Association in conducting the business and policies of the Association and providing leadership to the Board of Directors.

Job duties: • • • • • • • • • • • • • •

Perform all the duties of the office of the President.

Unless otherwise assigned, represent the FDAC on: o California Fire Service Leadership Alliance o California Legislative Priority Committee Embody, embrace, and exemplify the FDAC Vision, Mission, and Values Provide leadership of the Executive Board Liaison closely with the Executive Director and management staff Liaison with CFCA Participate in the development and delivery of performance evaluations for the Executive Director Attend meetings and conferences as the FDAC representative.

Attend, participate, and provide leadership at the annual conference and strategic planning workshop(s) Liaison with stakeholders and elected officials Perform such other duties as may be required of the office by action of the members at the annual conference or by policy direction of the Board of Directors Works to build and strengthen relationships with key stakeholders.

Makes Appointments as outlined in the Bylaws.

Produces / Manages Presidents Message and official communications.

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Job Description - 1st Vice President The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of FDAC established an Executive Board. The position of 1st Vice President is a member of the Executive Board and the Board of Directors.

The responsibilities of the position of 1st Vice President are focused on the support of the Association President in conducting the business and policies of the Association, being prepared to assume the role of President, and providing leadership to the Board of Directors.

Job duties: • • • • • • • • • • •

Perform all the duties of the office of the President in the absence or inability of the President to perform his/her duties.

Perform all duties as assigned by the President.

Embody, embrace, and exemplify the FDAC Vision, Mission, and Values Assist and support the President in conducting the business and policies of the Association.

Provide leadership on the Executive Board Liaison closely with the Executive Director Participate in the development and delivery of performance evaluations for the Executive Director Attend meetings and conferences as directed by the President, in response to Association needs, and in representation of FDAC members.

Attend, participate, and provide leadership at the annual conference and strategic planning workshop(s) Liaison with stakeholders and elected officials Perform such other duties as may be required of the office by action of the members at the annual conference or by policy direction of the Board of Directors

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Job Description - 2nd Vice President The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of FDAC established an Executive Board. The position of 2nd Vice President is a member of the Executive Board.

The responsibilities of the position of 2nd Vice President are focused on the support of the Association President in conducting the business and policies of the Association, being prepared to assume the role of President, and providing leadership to the Board of Directors.

Job duties: • • • • • • • • • • •

Perform all the duties of the office of the President or 1st Vice president in the absence or inability of the either officers to perform his/her duties.

Perform all duties as assigned by the President.

Embody, embrace, and exemplify the FDAC Vision, Mission, and Values Assist and support the President in conducting the business and policies of the Association.

Provide leadership on the Executive Board Liaison closely with the Executive Director Participate in the development and delivery of performance evaluations for the Executive Director Attend meetings and conferences as directed by the President, in response to Association needs, and in representation of FDAC members.

Attend, participate, and provide leadership at the annual conference and strategic planning workshop(s) Liaison with stakeholders and elected officials Perform such other duties as may be required of the office by action of the members at the annual conference or by policy direction of the Board of Directors

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Job Description - Secretary-Treasurer The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of FDAC established an Executive Board. The position of Secretary-Treasurer is a member of the Executive Board and the Board of Directors.

The responsibilities of the position of Secretary-Treasurer are focused on the support of the Association President in conducting the business and policies of the Association.

Job duties: • • • • • • • • • • •

Responsible for oversight of FDAC’s funds and records To coordinate and monitor the management firm in the administrative and fiscal operations of FDAC. Ensures the establishment and implantation of proper accounting procedures of FDAC funds and the performance of the annual audit by a certified public accountant.

Perform all duties as assigned by the Executive Board Perform oversight of FDAC meeting records Embody, embrace, and exemplify the FDAC Vision, Mission, and Values Liaison closely with the Executive Director Attend meetings and conferences as directed by the President, in response to Association needs, and in representation of FDAC members.

Attend, participate, and provide leadership at the annual conference and strategic planning workshop(s) Liaison with stakeholders and elected officials Perform such other duties as may be required of the office by action of the members at the annual conference or by policy direction of the Board of Directors

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Job description – Legislative Director The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of FDAC established an Executive Board. To accomplish this mission FDAC has a Legislative Director whose primary responsibility is to collaborate with elected officials, consultants, other associations, and staff for the review of legislation and react to those affecting the fire and prehospital emergency medical services in a non-partisan, coordinated and approved manner.

The responsibility of the Legislative Director is to develop appropriate legislation as approved and/or directed by the membership, identify supportive legislators, and take steps necessary for successful introduction and passage. Allow for the endorsement of initiatives, referendums, and candidates in state-wide elections, following the requirements in FDAC By Laws and policies.

The Legislative Director shall be a member of the Executive Board. The current President of FDAC shall nominate for approval by the Board of Directors a Legislative Director for a term of two (2) years in alignment with the legislative session.

Job duties: • The Legislative Director is required to attend the monthly Executive Board meetings, which are held on the first Tuesday of the month. Most of these meetings are held remotely.

• The Legislative Director is required to chair or attend the monthly Legislative Task Force meetings, which are held on the third Friday of the month. Most of these meetings are held remotely.

• The Legislative Director will meet regularly with advocates, consultants, sections, and members to review possible legislation, the state budget, and other areas of concern addressed by the state legislature.

• The Legislative Director shall disseminate information and solicit input from the Executive Board and FDAC’s legislative consultant. This includes recommendations of legislative bill to support, opposition, support if amended, or oppose unless amended.

• The Legislative Director is expected to serve as a liaison to the CFCA, CSDA, Cal Cities, and other partners when it comes to legislation.

• The Legislative Director is expected to attend the FDAC annual conference, business meeting and report on activities.

• The Legislative Director is expected to provide written reports to the Executive Director on legislative bills that the board might act on.

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• •

The Legislative Director is encouraged to mentor and invest in succession planning to ensure upon their departure, an effective replacement can be recommended.

The Legislative Director may be assigned additional duties as required.

Job description – Deputy Legislative Director

The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission, the bylaws of FDAC established an Executive Board.

The responsibility of the Deputy Legislative Director is to assist the Legislative Director in developing appropriate legislation as approved and/or directed by the membership, identify supportive legislators, and take steps necessary for successful introduction and passage. Allow for the endorsement of initiatives, referendums, and candidates in statewide elections, following the requirements in FDAC By Laws and policies in a nonpartisan, coordinated and approved manner.

The responsibilities of the position of Deputy Legislative Director are focused on the support of the Legislative Director in conducting the business and policies of the Association, being prepared to assume the role of Legislative Director.

Job duties: • • • •

• • •

May be required to attend the monthly Executive Board meetings. Most of these meetings are held remotely.

Required to chair, in the absence of the Legislative Director, attend the monthly Legislative Task Force meetings, which are held on the third Friday of the month.

Most of these meetings are held remotely.

Assist the Legislative Director with meeting regularly with advocates, consultants, sections, and members to review possible legislation, the state budget, and other areas of concern addressed by the state legislature.

Assist the Legislative Director shall disseminate information and solicit input from the Executive Board and Director. This includes recommendations of legislative bill to support, opposition, support if amended, or oppose unless amended.

Assist the Legislative Director as a liaison to the CFCA, CSDA, Cal Cities, and other partners when it comes to legislation.

Is expected to attend the FDAC annual conference, business meeting and report on activities.

Assist, the Legislative Director is expected to provide written reports to the Executive Director on legislative bills that the board might act on.

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•

May be assigned additional duties as required.

Job description – Zone Director

The Fire District’s Association of California (FDAC) was formed in 1972 to present a united position on fire protection issues and among other important items to take an active role in the legislative process affecting fire suppression, emergency medical and related services. To accomplish this mission the State of California has been divided into six (6) zones. Each zone has two (2) zone Directors with every effort to ensure one zone Director is filled by a Fire District Director Board Member and one by a Chief Officer of a Fire District. The term shall be two (2) years.

The responsibilities of the zone directors are to serve as a liaison between the areas fire chiefs (individual fire districts) and respective county or local fire district fire chief associations to the FDAC Board of Directors.

Job duties: • •

• • • • • •

Zone directors are expected to attend remote meetings with the Directors, generally held monthly.

Zone directors are expected to gather intelligence, issues or trends within their geographical area representing those fire agencies and reporting to the Directors this includes identifying areas of opportunity to increase value and services to existing and prospective members.

Zone directors are expected to ensure that all agencies within their geographic area are dues paying members of FDAC. Zone directors are expected to attend our annual conference business meeting and report on activities.

Zone directors are expected to provide a written report each year for our annual membership publication on activities within their geographic area.

Zone directors are expected to assist with FDAC conferences when they occur within their area, this may entail assistance with registration, logistics and transportation.

Zone directors are encouraged to mentor and invest in succession planning to ensure upon their departure, an effective replacement can be recommended.

Zone directors may be assigned additional duties as required.

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FIRE DISTRICTS ASSOCIATION OF CALIFORNIA BYLAWS ARTICLE I NAME, LOCATION, AREAS SERVED AND PURPOSE 1.1

NAME The name of the Association shall be the Fire Districts Association of California (FDAC).

1.2

PRINCIPAL OFFICE The principal office of the Association for the transaction of its business is located in the State of California.

1.3

AREA SERVED The area served by the Association shall be the State of California.

1.4

PURPOSE The purpose of this Association shall be: 1) to present a united position on fire protection issues; 2) to coordinate with other associations with similar views on fire protection including legislation; 3) to provide advisory services and any other services deemed appropriate by the Board of Directors that may benefit member agencies; 4) to keep member agencies informed on laws relating to fire suppression, emergency medical and other related services provided by member agencies; 5) to take an active role in the legislative process affecting public agencies providing fire suppression, emergency medical and related services.

ARTICLE II MEMBERS

2.1

CLASSES OF MEMBERSHIP Classes of membership in FDAC shall be limited to the following: A. Regular Members. Regular members shall include fire protection districts, special districts providing fire protection services and fire companies formed under the

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Health and Safety Code, Section 13825, et al. Regular Members have voting privileges and may hold seats on the Association Board of Directors and be appointed to serve on FDAC committees.

B. Commercial Members. Commercial members shall be those people, business entities or organizations that have evidenced interest in the purposes and goals of the Association and provide professional services and/or services, supplies, and equipment to member agencies of the Association. Commercial members have no voting privileges and are not eligible to serve on the Association Board of Directors but are eligible to serve on FDAC committees.

C. Life Members. Life membership may be granted to persons who have been active members of the Association, to be awarded by unanimous vote of the Board of Directors only to former members who have performed outstanding service to the Association. Life members shall have no voting privileges and are not eligible to serve on the Board of Directors of the Association except as the Immediate Past President when applicable. Life Members are eligible to serve on FDAC committees.

D. Individual Members. Individual membership may be granted to those directors or fire chiefs who have been, but are no longer, affiliated with a California fire protection entity and desire to remain active and participate in the activities of the Fire Districts Association of California in assisting to achieve its goals and objectives, subject to the payment of annual dues for Associate Membership. Individual Members have no voting privileges and are not eligible to serve on the Board of Directors of the Association. Individual members are eligible to serve on FDAC committees.

E. Associate Members. Associate Members include those public agencies with the statutory power to provide fire suppression services such as cities, counties, joint powers authorities, dependent districts and other public agencies that do not meet the definition of a Regular Member specified in section A. Associate Members shall have no voting privileges and are not eligible to serve on the Board of Directors of the Association. Associate Members are eligible to serve on FDAC committees.

2.2

MEMBERSHIP APPLICATION Application for membership to FDAC will be directed to staff, who will determine if the applicant’s interest and purpose is in common with FDAC. If the applicant meets the requirements of membership, the Board of Directors shall approve the new member by a majority vote of the Board. Acceptance to membership shall authorize participation in FDAC activities as specified in these Bylaws.

2.3

MEMBERSHIP VOTING

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Matters to be voted upon by the membership shall be determined by the Board of Directors in accordance with these Bylaws. Only those matters of which proper notice was given by FDAC may be voted upon.

A. Voting Designee. In accordance with these Bylaws Regular Members in good standing shall have voting privileges. The governing body of each Regular Member shall designate by resolution one representative from their respective district who shall have the authority to exercise the right of the Regular Member to vote. Such voting designee shall be a Board member or managerial employee of the Regular Member. Each Regular Member shall file such resolution with FDAC. B. Voting Authorization. Those Regular Members who have paid the required dues as set by the Board of Directors are members in good standing. Each Regular Member in good standing shall be entitled to cast one vote on all matters brought before the membership for vote at any annual or special membership meeting or any mail ballot of the membership.

2.4

MEMBERSHIP QUORUM Fifteen (15) of the total authorized number of Regular Agencies shall constitute a quorum for the transaction of any item of business by the members. If a quorum is present the affirmative vote of a majority of the members represented at the meeting entitled to vote and voting on any matter, shall be deemed an act of the members. Each member shall be entitled to one vote. No member shall have the right to vote by means of a proxy. Absentee ballots will not be accepted.

2.5

DUES The annual dues for each member agency of the Association shall be determined by the Board of Directors.

Members who fail to pay their dues within thirty (30) days from the time the same become due shall be notified by the Executive Director, and, if payment is not made within the next succeeding sixty (60) days said member shall not be considered a member in good standing and shall, without further notice and without hearing, be dropped from the membership roll and thereupon forfeit all rights and privileges of membership including forfeiture of the right to vote given to regular members. The Board of Directors may by rule prescribe procedures for extending the time for payment of dues and continuation of membership privileges upon request of a member and for good cause shown.

2.6

NUMBER OF MEMBERS The number of members of the Association is unlimited.

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2.7

DURATION OF MEMBERSHIP AND RESIGNATION Membership in the association may terminate by voluntary withdrawal as provided herein, or otherwise in pursuance of these Bylaws. All rights, privileges, and interest of a member in or to the Association shall cease on the termination of membership. Any member may withdraw from membership by giving written notice to the Board of Directors via first class mail in care of the Executive Director.

Withdrawals shall be effective upon fulfillment of all obligations to the date of withdrawal.

2.8

SUSPENSION AND EXPULSION Any membership may be suspended or terminated for cause. Sufficient cause for such suspension or termination of membership shall be a violation of the Bylaws or any lawful rule or practice duly adopted by the Association, or any other conduct prejudicial to the interest of the Association. Suspension or expulsion shall be by two-thirds vote of the Board of Directors; provided, however, that a statement of the charges shall have been sent by certified or registered mail to the last recorded address of the member at least twenty (20) days before final action is taken thereon. This statement shall be accompanied by a notice of the time and place of the meeting of the Board of Directors at which the charges shall be considered and the member shall have opportunity to appear in person and/or to be represented by counsel to present any defense to such charges before action is taken thereon.

2.9

REFUNDS As a general rule, dues will not be refunded unless directed by the Board of Directors.

ARTICLE III MEETING OF MEMBERS 3.1

MEMBERSHIP MEETINGS: A. Annual Business Meeting. The annual business meeting of the members shall be held at such time and place as determined by the Board of Directors. Written notice of the annual business meeting shall include all matters that the Board intends to present for action and a vote by the members. The Annual Conference and annual meetings shall be held in facilities which are fully protected with automatic fire sprinklers and that meet the current minimum life safety standards set forth by the State Fire Marshal of California (Resolution 1987-04).

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B. Special Meetings. The President, or four members of the Board of Directors, either on their own or at the written request of a member agency may call a special meeting of the members for any lawful purpose at any time. Such a special meeting may be called by written request, specifying the general nature of the business proposed to be transacted and addressed to the attention of and submitted to the President of the Board. The President shall direct the Administrator to cause notice to be given promptly to the members stating that a special meeting will be held at a specified time and date fixed by the Board. No business other than the business that was set forth in the notice of the special meeting may be transacted at a special meeting.

C. Notice of Meetings. Whenever member agencies are required or permitted to take any action at a meeting, whether regular or special meeting, written notice of the meeting shall be given to each member entitled to vote at that meeting. The notice shall specify the place, date and hour of the meeting and the means of electronic transmission by and to the Association or electronic video screen communication, if any, by which members may participate in the meeting. For the Annual Membership Meeting, the notice shall state the matters that the Board intends to present for action by the members. For a special meeting, the notice shall state the general nature of the business to be transacted and shall state that no other business may be transacted. The notice of any meeting at which directors are to be elected shall include the names of all persons who are nominees when notice is given.

I.

Notice Requirements. Written notice of any membership meeting shall be given at least ten (10) but no more than ninety (90) days before the meeting date either personally, by first class registered or certified mail, by electronic transmission, addressed to each member entitled to vote at the address of that member agency's principal office.

II.

Electronic Notice. Notice given by electronic transmission by the Association shall be valid if delivered by either (a) facsimile telecommunication or electronic mail when directed to the facsimile number or electronic mail address for that member agency on record with the Association; (b) posting on an electronic message board or network that the Association has designated for such communications, together with a separate notice to each member agency of the posting; or (c) any other means of electronic communication. Such electronic communication must be directed to a recipient member agency which has provided an unrevoked consent to the use of electronic transmission for such communications; and which electronic communication creates a record that is capable of retention, retrieval, and review by the Association. All such electronic communications shall include a

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written statement to the recipient member agency that such agency has the right to have the notice provided in non-electronic form and the recipient member agency may withdraw its consent to receive electronic communications in the place of written communications by providing written notice to the Association of such withdrawal of consent. Notice shall not be given by electronic transmission by the Association if the Association is unable to deliver two (2) consecutive notices to the member agency by that means, or otherwise becomes aware of the fact that the member agency cannot receive electronic communications.

D. Electronic Meetings. Member agencies not physically present in person at a meeting of members may, by electronic transmission by and to the Association or by electronic video screen communication, participate in a meeting of members, either annual or special, and be deemed present in person and vote at such a meeting whether that meeting is to be held at a designated place, or in whole or in part by means of electronic transmission by and to the Association or by electronic video screen communication with participating member agencies.

Annual and special meetings of the Members may be conducted in whole or in part by electronic transmission by and to the Association or by electronic video screen communication if the following criteria are satisfied: (1) the Association implements reasonable procedures to provide member agencies attending in person a reasonable opportunity to participate in the meeting and to vote on matters submitted to the Members, including an opportunity to hear the proceedings of the meeting including comments of member agencies participating by means of electronic communication, substantially concurrently with such proceedings; and (2) if any member agency votes or takes other action at the meeting by means of electronic transmission to the Association or electronic video screen communication, that a record of that vote or action is maintained by the Association; and (3) in order to conduct electronic meetings the Association must request Members to provide written consent to conduct meetings of Members by electronic transmission. Such request for consent shall include a notice that absent consent of the member agency such meeting shall be held at a physical location in accordance with the provisions of these Bylaws.

E. Solicitation of Written Ballots from Members. All solicitations of votes by written ballot, whether by means of electronic communication or first class mail, shall: (1) state the number of responses needed to meet the quorum requirement; (2) state, with respect to ballots other than for election of directors, the percentage of approvals necessary to pass the measure or measures; (3) state with respect to ballots for election of directors that those nominated directors receiving the most number of votes for the number of director positions available to be filled shall be elected; and (4) specify the time by which the written ballot must be received by the Association in order to be counted. Each written ballot so distributed shall: (1) set forth the proposed action; (2) give member agencies an opportunity to

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specify approval or disapproval of each proposal; and (3) provide a reasonable time in which to return the ballots to the Association either electronically or by first class mail.

F. Number of Votes Required for Approval. Approval by written ballot shall be valid only when (1) the number of votes cast by written ballot either by means of electronic communication or first class mail within the specified time equals or exceeds the quorum required to be present at a meeting authorizing the action; and (2) the number of approvals equals or exceeds the number of votes that would be required for approval at a meeting of members, i.e. 50% plus one of those participating member agencies casting written ballots either electronically or by first class mail.

ARTICLE IV BOARD OF DIRECTORS 4.1

POWERS The Board of Directors shall have supervision, control, and direction of the affairs of the Association, shall determine its policies or changes therein within the limits of the Bylaws, shall actively prosecute its purposes and shall have discretion in the disbursement of its funds. It may adopt such rules and regulations for the conduct of its business as shall be deemed advisable and may, in the execution of the powers granted, appoint such agents as it may consider necessary.

4.2

NUMBER The Board of Directors shall divide the state into six (6) zones for the purpose of electing Directors. The Board of Directors shall consist of two (2) Directors elected from each zone, five (5) Directors elected at-large, and one (1) Director consisting of the Immediate Past President who serves by virtue of his or her position as the Immediate Past President. No less than thirteen (13) of the Board of Directors must be elected or appointed district directors of the fire chief of an active member in good standing. The remaining directors can be other identified staff leadership representatives such as a Deputy, Assistant, Division, or Battalion Chief as put forth as a candidate by an active member in good standing.

4.3

QUALIFICATIONS Zone Directors shall be elected by zone from within the active members of each zone.

At-large Directors shall be elected without regard for geographic location. All Directors shall be either an elected or appointed district director, or fire chief or other identified representative (Deputy, Assistant, Division, or Battalion Chief) of an active member in good standing, and no two Directors shall represent the same district.

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Of the two (2) Directors representing each zone, every effort shall be made to ensure that one seat is filled by a district director and one by a fire chief of a district.

The Immediate Past President is appointed to the Board of Directors by virtue of completing a term as President of the Board of Directors and assuming the office of Immediate Past President upon completion of that term.

4.4

ELECTION AND TERMS OF OFFICE Directors of the Association shall serve staggered two-year terms. Elections shall be held annually, in conjunction with the Annual Meeting. The Immediate Past President shall serve a term of two (2) years.

An election notice shall be sent to all active members in good standing, notifying them of their right to submit a name for the Board of Directors Election Ballot.

Notices shall be sent no less than two months prior to the Annual Meeting. Nominations will also be taken from the floor of the Annual Meeting, and voting shall be by ballot, one vote per member as defined in Section 3.1.

Any Director shall be eligible for re-election. Directors shall, upon installation, immediately enter upon the performance of their duties and shall continue in office until their successors shall be duly elected and qualified, or unless they resign, are removed, or are otherwise unable to fulfill an unexpired term.

4.5

COMPENSATION Directors as such shall not receive any compensation for their services as Directors, but the Board may authorize reimbursement of expenses incurred in the performance of their duties. Such authorization may prescribe procedures for approval and payment of such expenses by designated officers of the Association. Nothing herein shall preclude a Director from serving the Association in any other capacity and receiving compensation for such services.

4.6

MEETINGS A. The Board of Directors shall meet quarterly at such time and place as the President of the Association shall designate. Special meetings will be called in accordance with provisions of Art. III Section 3.1.

B. Notice of the time and place of meetings shall be sent by mail or email to each Board member at least ten (10) days prior to such meeting.

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C. A majority of the seated Board members shall constitute a quorum for the transaction of business.

D. In the absence of a quorum, the Board shall transact no business, except as otherwise expressly provided in these Bylaws, and the only motion the Chair shall entertain is a motion to adjourn.

E. Action taken by mail or electronic vote of the members of the Board of Directors shall be a valid action of the Board and shall be reported at the next regular meeting of the Board.

4.7

RESIGNATION OR REMOVAL OF DIRECTORS Any Director may resign at any time by giving written notice to the President. Such resignation shall take effect at the time specified therein, or, if no time is specified, at the time of acceptance thereof as determined by the President or the Board.

4.8

VACANCIES In the event of any vacancies that may occur on the Board by reason of death, resignation or otherwise, the remaining members of the Board shall appoint a successor for the unexpired term, in accordance with Board policy.

In the event of a vacancy on the Board due to death or resignation of the Immediate Past President, the Board shall appoint as a successor for the unexpired term a former Immediate Past President of the Association.

4.9

BOARD MEETINGS BY TELECOMMUNICATION Any Board meeting may be held by conference telephone, video screen communication, or other communications equipment. Participation in a meeting under this section shall constitute presence in person at the meeting if both of the following apply: (1) each Board member participating in the meeting can communication concurrently with all other members; and (2) each member of the Board is provided the means of participating in all matters before the Board, including the capacity to propose or interpose an objection to, a specific action to be taken by the Association.

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ARTICLE V EXECUTIVE BOARD 5.1

NUMBERS, TITLES, AND POWERS The Executive Board shall consist of the officers of the Association. The officers of the Association shall consist of a President, First Vice President, Second Vice President, Secretary/Treasurer, Immediate Past President, and the Executive Director. All officers must serve on the Board as an appointed or elected district director or fire chief of an active member in good standing. The Executive Director shall serve without a vote. The Executive Board may exercise the powers of the Board of Directors when the Board of Directors delegates such authority, reporting any action taken to the Board of Directors at its succeeding meeting. Three voting Executive Board members shall constitute a quorum for the transaction of business.

5.2

ELECTION OF OFFICERS The Board of Directors shall elect the President, First Vice President, Second Vice President, and Secretary-Treasurer at the Annual Meeting at a meeting held after the annual elections. The Immediate Past President is appointed to the Board of Directors by virtue of completing a term as President of the Board of Directors and assuming the office of Immediate Past President upon completion of that term.

5.3

TERM OF OFFICE Each elective officer shall take office upon election and shall serve for a term of two years or until a successor is duly elected and qualified. In the event of a vacancy in any office the Board of Directors may appoint a successor for the balance of the term thereof, in accordance with Board policy. The appointed office of Immediate Past President has a term of two (2) years.

5.4

DUTIES OF THE PRESIDENT The President shall be the principal elective officer of the organization, presiding at meetings of the Association, the Board of Directors, and the Executive Board. The President shall be a member of all committees. He/she shall also, at the Annual Meeting of the Association and at such other times as he/she shall deem proper, communicate to the Association or the Board of Directors such matters and make such suggestions as may in his/her opinion tend to promote the welfare and increase the usefulness of the Association; and shall perform such other duties as are necessarily incident to the office of President or as may be prescribed by the Board of Directors. The President is not

PAGE 24

charged with executive or administrative responsibilities in the management and continuing conduct of the Association's affairs. DUTIES OF THE VICE PRESIDENTS Each Vice President, in order, shall perform the duties of the President during the President's absence or inability to act, shall assist the President in performance of the duties of that office and shall discharge any other duties the Board may require.

5.5

DUTIES OF THE SECRETARY-TREASURER The Secretary-Treasurer shall oversee the Association's funds and records, the collection of member's dues, the establishment of proper accounting procedures for the handling of the Association's funds, the performance of an annual audit by a certified public accountant, and, further, shall report on the financial condition of the Association at all meetings of the Board of Directors and at other times as called upon by the President.

The Secretary-Treasurer shall oversee the proper recording of proceedings of meetings of the Association and the Board of Directors and shall ensure that accurate records are kept of all members.

5.6

DUTIES OF THE IMMEDIATE PAST PRESIDENT The Immediate Past President provides advice and leadership to the Board of Directors regarding past practices and other matters to assist the Board in governing FDAC. The Immediate Past President supports the President and officers on an as-needed basis.

The Immediate Past President helps to ensure a smooth transition in leadership and the development of new volunteer leaders.

5.7

ADMINISTRATION AND MANAGEMENT A salaried or contract executive director, employed or retained by and directly responsible to the Board of Directors, shall administer and manage the association.

He/she shall be the chief executive and operating officer of the Association, with responsibility for the management and direction of all operations, programs, activities, and affairs of the Association. The Executive Director will handle all matters pertaining to staff support. He/she has complete authority to hire/fire staff. The staff will work directly for the Executive Director and support the Board of Directors as directed by the Executive Director. He/she shall have such other duties as may be prescribed by the Board. The Executive Director shall serve without a vote as an ex-officio member of the Executive Board, the Board of Directors, and all standing or appointed committees and task forces. The Executive Director is authorized to spend non-budgeted funds for operational needs of the Association, as authorized by the Board of Directors.

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5.8

PAST PRESIDENTS’ COUNCIL All FDAC Past Presidents are eligible to serve on the Past Presidents Council (Council).

FDAC’s Past Presidents Council is charged with advising the current Board of Directors when requested. The Past Presidents are viewed by the FDAC leadership as a valuable expert resource for both FDAC issues and issues facing California’s fire service. Council’s activities are determined by FDAC’s Board of Directors and overseen by the FDAC President.

ARTICLE VI COMMITTEES

6.1

COMMITTEE APPOINTMENTS The President, subject to the approval of the Board of Directors, shall annually appoint such standing, special, or subcommittees as may be required by the Association policies or as he/she may find necessary.

6.2

AD HOC COMMITTEE APPOINTMENTS The President, subject to the approval of the Board of Directors, shall appoint ad hoc committees or task forces as may be necessary.

ARTICLE VII FINANCE

7.1

FISCAL PERIOD The fiscal year of the Association shall begin on the first day of July and end on the last day of June of each year.

7.2

BUDGET With recommendations of the Secretary-Treasurer, the Board shall adopt an annual operating budget covering all activities of the Association.

7.3

AUDIT The accounts of the Association shall be audited biennially by a Certified Public Accountant who shall be recommended by the Executive Director and approved by the

PAGE 26

Board and who shall provide a report to the Board of Directors.

ARTICLE VIII INDEMNIFICATION The Association may, by resolution of the Board of Directors, provide for indemnification by the Association of any and all of its directors or officers or former directors or officers against expenses actually and necessarily incurred by them in connection with the defense of any action, suit or proceeding, in which they or any of them are made parties, or a party, by reason of having been directors or officers of the Association; except in relation to matters as to which such director or officer or former director or officer shall be adjudged in such action, suit, or proceeding to be liable for negligence or misconduct in the performance of duty and to such matters as shall be settled by agreement predicated on the existence of such liability for negligence or misconduct.

ARTICLE IX BYLAWS 9.1

EFFECTIVE DATE OF BYLAWS These Bylaws shall become effective immediately upon their adoption. Amendments to these Bylaws shall become effective immediately upon their adoption or on the date designated.

9.2

AMENDMENT Upon proposal by the Board of Directors, these Bylaws may be amended, repealed, or altered, in whole or in part, (a) by a majority vote of members present at any meeting of the Association provided that a copy of any amendment proposed for consideration shall be mailed or distributed electronically to each member at least thirty (30) days prior to the date of the meeting; or (b) by approval of the members through mail or electronic vote in accordance with the provisions of Article III.

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ARTICLE X DISSOLUTION 10.1

The Association shall use its funds only to accomplish the objective and purposes specified in these Bylaws, and no part of said funds shall inure, or be distributed, to the members of the Association. On dissolution of the Association any funds remaining shall be distributed to one or more regularly organized and qualified charitable, educational, scientific, or philanthropic organizations to be selected by the Board of Directors.

ATTEST I certify that I am duly elected and acting Secretary of the Fire Districts Association of California, a California non-profit corporation, that the above Bylaws, consisting of 13 pages, are the Bylaws of this corporation as adopted by the general membership on March 1, 2021, and that they have not been amended or modified since that date.

Executed on March 1, 2021, in Sacramento, California.

Secretary-Treasurer Revised 2008 Revised 2011 Revised 2015 Revised 2021

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2019 FDAC Strategic Plan

29

FDAC Zone Map

30

Introduction The membership of the Fire Districts Association of California (FDAC) consists of California special districts that provide fire protection. The FDAC Board of Directors and staff are responsible for the continued success of the Association and have determined a need to update the strategic plan. The Fire Districts Association of California Board of Directors is comprised of fire district directors and staff that are uniquely oriented to address the challenges affecting governance and politics of special districts providing fire protection.

A successful workshop by the Board of Directors and staff was conducted on July 23, 2019, to target FDAC’s continued success and organizational excellence. The Board of Directors and the staff participated in a facilitated planning session in an effort to identify trends in fire district issues and to assure alignment with FDAC’s organizational goals and objectives.

The first step was to identify success that culminated from previous planning efforts. The Board’s last formal strategic planning session was conducted in 2013. Upon reviewing the plan document, the Board determined that most of the goals and objectives had been met as identified in the previous plan.

Highlights include: • A joint Legislative Committee with Cal Chiefs that is very active.

• Successful conferences with over 140 attendees.

• An expanded Education Program that includes a Leadership Symposium annually.

• The revision of the Certificate of Achievement curriculum was completed.

The Board also identified that the major organizational building blocks for the Association have not changed, including FDAC’s: • • • •

Vision Statement Mission Statement Values Purpose

As such, those organizational statements are carried forward into this document.

31

32

Vision The Fire Districts Association of California is a unique and valued organization that serves the membership by remaining abreast of fire service trends, assessing legislative actions, monitoring current and preparing for future challenges in order to assure the highest level of emergency fire protection services are offered to the people that work, reside, and travel through the fire districts in California.

Mission The Mission of the Fire Districts Association of California is to provide legislative advocacy, educational information, member services, and informational resources and to promote special districts that perform fire protection services.

Values The organizational values of the Fire Districts Association of California are identified as: •

Communication

•

Collaboration

•

Accountability

•

Transparency

•

Organizational flexibility

•

Cross section of representation

Purpose The primary purpose of the Fire Districts Association of California is to: • • • • • •

Assist districts in fulfilling their respective missions in an effective manner and to achieve ongoing health and organizational success.

Provide legislative input and advocacy regarding special districts and fire protection issues.

Provide updates of current laws and regulations.

Promote the proper and efficient operation of all special districts that provide fire protection in the State of California.

Help government and public officials better understand how and why special districts that provide fire protection are organized.

Promote special district and fire protection awareness, 33

representation, and governance benefits.

Provide training for board members, management, and staff, including educational and informational resources.

Provide networking opportunities for elected officials and staff to share information and facilitate communications.

• •

Strategic Priorities A survey was sent via email to the FDAC Board of Directors prior to the planning meeting on July 23, 2019, to provoke thought and identify issues in an effort to identify FDAC’s strategic priorities. The survey questions and responses are included here as Appendix 1.

A brainstorming session yielded a list of issues being currently faced by fire districts in California. The Board also brainstormed issues faced by FDAC as an organization. The Board of Directors intends to align the Association’s strategic priorities to address the health of the Association and to assure adequate resources to assist fire districts in overcoming the current and projected challenges that they face. The list of issues is included here as Appendix 2.

The FDAC Board of Directors identified the top strategic priorities as (in order of priority): a) Legislative b) Fiscal Stability of FDAC c) Education d) Marketing and Membership e) Administration These strategic priorities align with the responses to the questions and are the basis for the goals and objectives.

Goals and Objectives 1. Legislative •

Make funding for fire protection districts a legislative priority since so many districts are facing significant budget shortfalls and volunteer programs are in decline.

•

In cooperation with Cal Chiefs, review the contract with PPA for cost effectiveness and determine if there are other options including an in-house legislative advocate.

34

•

Plan for the retirement and transition of FDAC’s Legislative Task Force members for continuity.

•

Develop a process to streamline, summarize and vet bills more thoroughly since there are an overwhelming number of bills to track.

•

Define the role of FDAC staff and administration as it pertains to legislative committee activities.

•

Continue the information/communication on current legislative activities to the membership to keep them informed so they can speak intelligently to their legislators.

2. Fiscal Stability of FDAC •

Prioritize projects and operational expenditures to assure there is a revenue stream to support any service expansion.

•

Revise the dues structure to include alternate member categories such as individuals, vendors, retirees, staff officers and other government entities providing fire protection (CSD, CSA, contract districts with Cal Fire, water districts providing fire protection).

•

Expand the vendor participation at the conference to enhance revenue.

•

Review expenditures to determine if funding can be redirected to more effective uses.

•

Continue to foster the relationships with the insurance pools that provide financial support.

3. Education •

Host a successful conference annually with at least 140 attendees. Ideas for conference topics that came up: a) “What is FDAC?” b) “So, You Want to be a District Fire Chief?” c) Breakout session on FDAC Board roles d) Expand the vendor show to raise more money. e) Current event sessions f) Partner with insurance pools on current issues facing them.

35

•

LAFCO training for fire district board and staff

•

Continue to provide the COA courses (twice per year, regionally) and Leadership Symposiums (annually).

•

When marketing educational programs, add subordinate chief officers and administrative staff as target audiences for succession planning.

•

Develop and deliver staff training for district administrative staff to include district finance, personnel, information technology, and board secretary.

•

Provide for informal networking opportunities at each venue.

4. Marketing/Membership •

Revise the membership structure to include individuals such as fire officers, staff, retirees, and individual board members.

•

Assure follow up and outreach to each district that does not renew membership annually.

•

Reach out to agencies other than FPDs (CSDs, CSAs, water districts that provide fire protection, districts that contract with CalFire).

•

Develop a “Membership Kit” for marketing and to give to new/potentially new districts.

•

Create a marketing recruitment action plan.

•

Expand communication to all appropriate staff and elected officials within fire districts.

•

Encourage Zone Directors to make contacts within their zones to sustain and increase membership.

5. Administration •

Consider adding a subject matter specialist staff position to answer member queries and assist with legislation vetting. a) Update and maintain the FDAC web site to include the Administrative Handbook and as a “repository” of best practices by special districts that provide fire protection.

36

b) Provide a method for chiefs/directors to ask questions and get information. c) Assure all contracts and administrative services are up to date.

Appendix 1: FDAC Board of Directors Survey A survey of the Board of Directors with the following ten questions was sent via email to the Board prior to the planning session. Four responses were received, and the responses are captured below.

1.

What does FDAC do well?

1. Annual conference & legislation outreach 2. FDAC does a good job putting on the annual conference and staying actively engaged in Legislative activities.

3. Puts on a great annual conference. It has a reinvigorated legislative advocacy component.

4. Gives small fire districts a voice. Shares contemporary issues and education to members who may not have access or capacity to get on their own.

2.

What services/functions does your District expect FDAC to provide or do?

1. Coordinate all the Fire Districts together under one means of communication.

2. My District expects FDAC to provide Legislative updates, educational opportunities, and to be an advocate for the Fire Service.

3. Provide legislative advocacy, provide meaningful training, provide training for board members and upcoming leaders of organizations.

4. Legislative advocacy, insurance benefits( pool risk).

3.

How could FDAC better provide outreach to the local level and/or connect with those districts who are not members, especially those that do not have the finances to participate and/or are in distress?

1. Free membership for two years

37

2. Most counties throughout the state have County Fire Chiefs Associations. FDAC can work to define if counties have consortiums or Chiefs Associations that can have County representatives that participate as members with FDAC. These members can provide regular updates and introduce opportunities at the regular scheduled county meetings. This process could provide better outreach and provide more opportunities to connect with Districts that are not members.

3. Encourage zone directors to reach out to those districts.

4. Make it a priority to reach out to them. Either call and or face to face .

This is what we suggested FASIS do, and it worked for them.

4.

What should be FDAC’s top strategic priorities?

1. Succession Planning: No longer will you have Fire Chiefs longer than 3-5 years...Not until your younger chiefs come up through the ranks under PERS PEPRA Depth of history and desire to lead within FDAC will be a challenge. Many districts are looking to replace high paying Fire Chiefs...Replacing with Business Manager and line Chief officers.

2. Financial Stability and Sustainability Expanded Membership Legislative Advocacy Mentorship / Educational Opportunities Strengthen and reinforce relationship with strategic partners.

3. Legislative, Education, succession planning, pension (information)??

4. Legislation. ERAF. Education and Training. Best pricing on benefits.

5.

How would you measure FDAC’s success as an organization?

1. Coordinated approach to opposing Legislation that hurts fire districts. We carry the casket together louder Voice.

2. FDAC success should be measured by FDAC’s mission, vision, value statements. Also define how well the annual strategic goals and objectives are being achieved. I would also look at annual membership numbers.

3. Very successful. Attendance at the annual conference is up, legislative info is improved.

4. I think it is a C+.

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6.

What measurable goals should FDAC accomplish in the next three to five years?

1. Statewide Fire District going under, especially districts that do not get much tax base and rely on older volunteers.

2. Define all California Fire Districts Ensure all CA Fire Districts know about FDAC. 3. Continue legislative activities, increase succession planning education, including training on pension and FLSA. 4. Eliminate Fire Districts from ERAF. Continue and strengthen relationship and relevance to Cal Chiefs

7.

How important are the following aspects of our association to you?

VERY IMPORTANT NEUTRAL IMPORTANT

LOW NOT AT ALL IMPORTANCE IMPORTANT

How important is consolidation of FDAC's line of insurance products to your District?

25.00%

25.00%

25.00%

0.00%

25.00%

1

1

1

0

1

4

How important is legislative advocacy to your District?

100.00%

0.00%

0.00%

0.00%

0.00%

4

4

0

0

0

0

How much value are the FDAC educational programs to fire districts (conference, leadership academy, certificate of achievement program)?

50.00%

50.00%

0.00%

0.00%

0.00%

2

2

0

0

0

8. Are there things that you would like FDAC to provide that are currently unavailable?

39

TOTAL

4

1. Chat forum like CSDA. Someone looking for a certain policy or RFP can ask all members.

2. Not currently.

3. More education on FLSA and pensions 4. I think the educational training at the conference is better than it was but still needs improving. Keep researching the insurance products.

9. What is the biggest challenge or threat facing FDAC as an organization?

1. Lack of long-term Chief Officers; Folks want to leave close to age 50-53 now.

2. Competition from other Fire Associations or the perspective of duplication of efforts.

3. Consolidations and the reduction of membership. It will cause the dues for smaller agencies to increase to levels they may not be able to afford.

4. Lack of relevance to its members. Why join? Continue to market the reason why.

10. What would you like to achieve at this strategic planning session and is there anything else you would like to add?

1. Many county LAFCO's think there are too many Fire Districts statewide.

2. The issue: We have many financial struggling Fire Districts, but the stable Districts will not take on sinking Districts any longer. Counties do not have any desire to fix tax base issues.

3. I look forward to the opportunities of fellowship and to hear the ideas and perspective from FDAC’s leaders. As I am a new Director, I look forward to working and learning through this process. My goal is to provide positive support and when welcome provide input. I look forward to growing in this process through the years to come.

4. If we are to update or create a new plan, make it attainable and realistic given the resources available to the group.

Appendix 2: Issues from Brainstorming Session on 7/23/2019 Issues Facing Fire Protection Districts •

Budget is insufficient for service demand.

•

Changing work force 1. No off-duty support

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2. Increase in demand for service (calls) 3. Diminishing volunteer force due to requirements and time commitment •

ERAF: Funding is still being shifted from local government to the State.

•

Unfunded liabilities of retirement and post retirement health care putting pressure on district budgets

•

Succession planning needed to deal with high turnover rates in fire district leadership.

•

Fire insurance companies cancelling policies due to major fires in California.

•

Staying relevant as fire service provider

•

Added value of service 1. Need training for the administrative staff of fire districts.

2. Overwhelming fire threat a) Climate change b) Land management policies. c) Vegetation management d) Decline in volunteerism

•

Firefighter training requirements make it difficult to sustain volunteer firefighter programs.

•

Some districts having difficulty filling positions on the board of directors.

•

Pressure to merge districts to prop up small/no revenue districts.

•

Prime opportunity to have input with legislature due to fire activity.

•

Land use policy.

1. Annexations by cities.

2. Reduces revenues for FPD.

•

The list of issues is consistent with past lists.

•

Major fires cause legislature to backfill AV (after the fire takes out the tax base)

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•

EMS privatization for first response EMS

Legislative • • • • • • • • • •

Succession plan is needed for legislative task force.

“Extreme” workload for the task force due to the number of bills being tracked.

Collection point is needed to vet and prioritize bills.

Need to develop a strategy to distribute legislative information and reports.

In-person meetings are better than conference calls for task force meetings to get better input Consider partnering with CSDA for Legislative Day (Meet and greet with legislators and staff D-RiSC as a body to work on alliance.

Public Policy Advocates contract is for $42,500 each from FDAC and CalChiefs Consider a different approach to legislative efforts, perhaps hiring inhouse staff in the form of a Legislative Director Cost analysis is necessary with the possibility of a need to raise revenue to support a change.

FDAC’s Financial Stability • • • • • •

Consolidations reduce members and there are a number of districts in California that have consolidated or are considering it.

Membership numbers are decreasing from some non-renewals and from consolidations.

Funding is necessary for projects/activities.

Consider revenue sources.

Review the dues structure to determine if a structural change is necessary to include other types of membership besides just the district as a member.

A need has been identified for a “subject matter specialist” to be accessible to members and staff for fire protection district specific related questions and issues.

Education Program • • •

•

Develop training specific to administrative and staff positions within fire districts.

Collaborate with Cal Chiefs Scholarships for district directors and staff that do not have sufficient revenue to send them to training.

1. Leadership Academy 2. Annual Conference 3. COA Ideas for the Conference: a) “What is FDAC?” 42

•

b) “So, You Want to be a District Fire Chief?” c) Breakout session on FDAC Board roles d) Expand the vendor show to raise more money.

Current event sessions 1. Partner with insurance pools on current issues facing them.

2. LAFCO training for fire district board and staff a) Consider developing online/virtual training/streaming for the Leadership Symposium, staff training and COA. b) Offer more required training such as ethics training.

Membership • • • • •

Agencies other than FPDs (CSDs, CSAs, water districts that provide fire protection, districts that contract with CalFire) Develop a “Membership Kit” for marketing and to give to new/potentially new districts.

Create a marketing recruitment action plan.

Revise the membership structure to include individuals such as fire officers, staff, retirees, and individual board members.

Expand communication to all appropriate staff and elected officials within fire districts.

Succession planning • • • • •

Leadership Symposium considered a success to provide training/education for upcoming fire officers.

Develop sub-sections specific to FDAC, notably administrative staff, governance, and as identified.

Welcoming new members is viewed as important to assure people want to be a part of a positive organization; recognizing that the first impression could be overwhelming and not felt as inclusive.

Expand the member roster to include a “designee” if primary FDAC board member is unavailable.

Consider expanding membership to include fire officers, staff, and retirees.

Administration • • •

The Board expressed that they are getting good service for administration via the contract with SMA. Need to add revenue or reallocate existing income to expand services.

Strategic priories should determine where any new funding would be spent.

43

D-RiSC • • • • • •

Consider adding a subject matter specialist staff position to answer member queries and assist with legislation vetting.

Members include League of California Cities, FDAC, CalChiefs, Metro Fire Chiefs Cooperative approach to get funding for prepositioning resources during wildfire weather events.

Automatic Vehicle Locators included as part of the process. $75 million over 3 years Could be used as a forum to communicate issues through coalition.

Appendix 3: FDAC: A Brief History The Fire Districts Association of California was formed in 1972 in response to the Watson Initiative, which was a state initiative to revise the property tax methodology within California. Since fire protection districts are funded primarily by property taxes, the formation of the association was necessary to have a voice in Sacramento regarding this issue. The Watson Initiative did not pass.

Proposition 13 in 1978 was the next major impact that further galvanized the association as a necessary fire district representative. Proposition 13 did pass and forever changed the landscape of property taxation in the State of California. Prior to Prop 13, local governments (including special districts providing fire protection) had the ability to levy a property tax rate. In most cases, this entailed preparing an “expenditure based” budget, which was submitted to the County Assessor for a calculation of the percentage of tax that would be billed to the property owners.

Prop 13 established that the tax allocation would now be “set by law” meaning that the State legislature has the authority to determine how the property tax dollars are distributed.

FDAC also has a long history of providing cost effective insurance solutions to its members. The Fire Agencies Insurance Risk Authority (FAIRA) was formed to provide liability insurance, and the Fire Agency Self Insurance System (FASIS) was formed to provide workers compensation. Both have been very successful at providing insurance products for members.

During the following years, FDAC and the California Fire Chiefs Association joined forces. The two associations maintained autonomous boards of directors. They shared staff, held a joint.

44

annual conference, had a joint legislative task force and jointly bought a building in Rio Linda. The building was used as the headquarters for both associations and housed the Cal Chiefs Book Store.

Years later, the two associations grew apart. The approach to legislation, political endorsements and vision for the future became issues that led to separation. The jointly owned building was sold, and the proceeds were split based on the agreement for the building. FDAC’s share was held in a separate account earmarked for significant advocacy issues.

FDAC’s membership following the separation went to an all-time low. Since both associations were together, tracking of membership was not done individually.

As a result, in the late 1990’s FDAC was at risk of collapse. A few FDAC board members were all that showed up to a board meeting in Sacramento. That group felt that action was necessary if the future of FDAC were to move ahead.

The observation was made that FDAC is the only fire service association that targets legislative advocacy regarding the governance, and finance of special districts that provide fire protection.

A short time later, the decision was made to approach Catherine Smith, then the Executive Director of the California Special Districts Association (CSDA), to request a proposal for the management services of FDAC. The FDAC board received a presentation from Catherine and Melissa Soria regarding their capability, and shortly thereafter, executed a contract for management with CSDA. At that point, due to FDAC’s affiliation with CSDA, the association had a professional office in downtown Sacramento with a professional staff.

FDAC’s membership grew over the next few years and the synergy of the success created new energy that district board members and chiefs wanted to be associated with. A revitalized Legislative Committee became engaged and influential. Education programs were developed and delivered on the specifics of governance, finance, personnel, and current events. The relationships with the insurance JPAs have been renewed with a new sense of cooperation.

The next turning point for FDAC was the decision by ED Catherine Smith to leave CSDA and start her own association management firm of Smith Moore and Associates. The FDAC Board of Directors decided to leave CSDA and follow Catherine to her new firm. CSDA was very cooperative and agreed with the transition. Smith Moore (with FDAC as a client) is located at 200 R St. in Downtown Sacramento. The transition for FDAC was an easy one.

45

Following the transition to Smith Moore, the FDAC Employment Benefits Authority was formed in 2005. The purpose of this JPA was to give members an alternative to the rising costs of employee benefits, particularly health care insurance. Consideration is now being given to consolidating the insurance pools in an effort to streamline and reduce administrative overhead in addition to be a “one stop shop” for fire districts.

The membership has continued to sustain and grow slightly, however consolidations and changes in leadership within some of the districts have negatively impacted some renewals.

A project to survey fire districts to determine funding levels/methods, staffing, and governance models was completed in 2009 with a high degree of confidence in accuracy. Consolidation, staff transition and funding were all identified as key issues faced by fire districts.

FDAC’s legislative task force joined forces with Cal Chiefs and focused heavily on collaborative efforts. Major fires with large loss of life caused the legislature to focus on fire issues. FDAC partnered with Cal Chiefs, the League of California Cities, Fire Department, and the Metro Fire Chiefs to collaborate on D-RiSC (Disaster Readiness for Safer Communities). The D-RiSC forum was used to establish funding from the State for vegetation management and to pay for prepositioning of fire resources during fire weather events.

Since FDAC, like any organization, continues to evolve, constant vigilance is necessary to stay current. The trend of retirements of fire service leadership and transitions has caused some anxiety over the “institutional memory” of FDAC as an organization.

One of the purposes of this plan is to memorialize the successful elements of FDAC and to avoid the pitfalls of apathy and lack of participation. As a successful fire service association, FDAC strives to provide quality service to the members and to continually update itself to remain an essential advocate for special districts that provide fire protection.

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AGREEMENT ESTABLISHING THE CALIFORNIA FIRE SERVICE ALLIANCE BETWEEN THE CALIFORNIA FIRE CHIEFS ASSOCIATION AND FIRE DISTRICTS ASSOCIATION OF CALIFORNIA, CAL CITIES FIRE DEPARTMENT SECTION, METROPOLITAN FIRE CHIEFS BRANCH, TRIBAL FIRE CHIEFS BRANCH, VOLUNTEER AND COMBINATION FIRE CHIEFS BRANCH, AND CONTRACT COUNTY FIRE AGENCIES.

The California Fire Chiefs Association recognizes the value of establishing a collaborative relationship to promote local government and tribal fire departments within the State of California to foster safety and programs to improve service to the citizens of California. The California Fire Chiefs Association and Fire Districts Association of California, Cal Cities Fire Chief Department, Metropolitan Fire Chiefs Branch, Tribal Fire Chiefs Branch, Volunteer and Combination Fire Chiefs Branch and Contract County Fire Agencies hereby form an Alliance to provide member agencies and the public they serve with information, guidance, and external communications to represent the leadership and management of the California Fire Agencies.

This agreement provides a framework and objectives for the California Fire Service Alliance's activities. The California Fire Service Alliance participants also agreed to meet with Federal and State agencies to present a unified voice for California's local government and Tribal Fire Agencies. This would include legislative activity, unified positions specific to Federal Fire agencies and State Fire agencies to include California Fire Service Alliance products and other California Fire Service Alliance projects.

Through the California Fire Service Alliance, the organizations will use available data provided from each member agency to improve the survivability from the threat of fire, natural and manmade disasters, and to provide a voice for all-risk hazards within California, and the delivery of emergency medical services to its citizens and visitors. The California Fire Service Alliance will also explore and implement selected options, including but not limited to member surveys, meetings and gatherings to evaluate the work and direction of the California Fire Service Alliance Agencies to measure the impact on improving the fire and life safety services provided by the California Fire Service.

The California Fire Service Alliance representatives intend to work together to achieve the following objectives: •

Share information and develop a unified message to Federal and State Agencies

•

Provide a conduit from Federal and State Agencies specific to the unique needs

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and desires of the California Fire Service •

Work closely with the California Professional Firefighters wherever our missions align.

•

Share information on initiatives, legislation, and programs and to participate in the California rulemaking process.

•

Share information with our California Fire Service Alliance Agencies and to represent them in a cohesive manner.

•

Speak, exhibit, or appear at State, Regional and National Fire Service conferences, local meetings, or events.

•

Convene or participate in forums, roundtable discussions, or stakeholder meetings on to help forge innovative solutions for the California Fire Service

•

Collaborate with other California Fire Service Alliance participants on specific issues and projects for the betterment of the California Fire Service.

•

Represent the California Fire Service Alliance agencies with meetings specific to the California Fire and Rescue Office of Emergency Services, Mutual Aid System.

•

Representing the California Fire Service Alliance agencies with meetings with the California Department of Forestry and Fire Protection

•

Represent the California Fire Service Alliance agencies with meetings or information with Federal Firefighting agencies that operate within California.

•

Represent the California Fire Service Alliance agencies with FIRESCOPE specific issues or concerns.

The California Fire Service Alliance was founded in a desire to lobby for and gain acceptance for the Pre-Positioning funding. Disaster Readiness for Safer Communities (D-

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RiSC) was established and mobilized to urge the Governor to include an additional $100 million for the Office of Emergency Services (OES) to assist local agencies prepare for and respond to climate-driven wildfires, floods, mudslides, and other natural disasters. That effort led to securing $25 million 2018 that continues today and was provided to Cal OES after a series of catastrophic wildland fires. D-RiSC was later responsible for initial State funding for the Fire Integrated Real-Time Intelligence System {FIRIS} program which ultimately was blended into both Cal OES Fire and Rescue Branch and Cal Fire. This organization then began quarterly meetings with the Director of California's Office of Emergency Services which eventually was termed the leadership group.The leadership group was a vital source of information during OES operations during the response to COVID 19.

The California Fire Service Alliances will provide organizations with an opportunity to participate in and to speak with one voice on management issues within the California Fire Service. The California Fire Chiefs Association will support the California Fire Service Alliance with the use of organizations business functions, and it is Executive Director to serve as the Secretary of the California Fire Service Alliance.

The California Fire Service Alliance will be made up of the President or their representative from the following organizations: The California Fire Chiefs Association, Fire Districts Association of California, Cal Cities Fire Chiefs Department, Metropolitan Fire Chiefs Branch, Tribal Fire Chiefs Branch, Volunteer and Combination Fire Chiefs Branch and Contract County Fire Agencies. The California Fire Service Alliance will meet every quarter and/or whenever needed to discuss the responsibilities of the participants, to share information on activities, and to track results in achieving the goals of the California Fire Service Alliance.

This agreement will remain in effect for five years. Any signatory may terminate their organization's participation in the agreement for any reason at any time, provided they give 30 days' written notice. This agreement may be modified at any time with the written concurrence of all signatories.

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Signed this 15 day of November 2023.

Chiefs Association

President Mark Heine

Metropolitan Fire Chiefs Branch

--;J/.- l1,, ,--

Chairperson Dustin Gardner Tribal Fire Chiefs Branch

President Jason Keeling

Volunteer and Combination Fire Chiefs Branch

Cal Cities Fire Chiefs Department

rlhm President Adam Loeser

Contract County Fire Agencies

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Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

Policy: Board of Directors Travel and Reimbursement

Policy Number: 6005

Purpose: To provide a consistent means of covering the required cost of travel for Board members while conducting Association business.

Directors are asked to make a conscious effort to keep costs down. Directors are reimbursed for expenses based on lowest reasonable costs for transportation, lodging and food incurred while traveling to and from Board meetings or other required appearances. Reimbursement for expenses is subject to the discretion of the FDAC Treasurer and President. Directors will not be reimbursed for any expenses associated with the Annual Conference. Reimbursement criteria are as follows: Travel: Based on round-trip coach fare or mileage (at the IRS Standard Mileage Rate) whichever is less and/or more expedient plus parking and bridge tolls.

Lodging: Prevailing government rate or $150, whichever is less, plus room tax and parking.

Food and Beverage: Maximum of $45 per day.

Miscellaneous: Supplies, telephone, and other expenses directly attributable to FDAC activities must be approved by the FDAC Treasurer.

Requests for reimbursement must be made using an FDAC-provided "Expense Reimbursement Request" with receipts attached for all expenses claimed within sixty (60) days of the date expenses were incurred. If expense reports are received after that date, the expenses will not be reimbursed. If receipts are not provided, reimbursement will not be made for that part of the claim. All requests shall be reviewed and approved by the FDAC Treasurer based on the above criteria and are subject to override by a majority vote at any regular Board meeting.

Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

CONTACT & PAY INFORMATION Check Payable To: Mailing Address: City:

State:

Zip:

EXPENSE PURPOSE (EVENT, MEETING, CONFERENCE, ETC.)

DESCRIPTION OF EXPENSE

AMOUNT

Lodging:

Meals:

Transportation (Air/Rail/Bus):

Auto (Mileage/Rental; the 2024 IRS Mileage Rate is 67 cents per mile):

Other: Other: Other:

TOTAL TO BE REIMBURSED SUBMITTED BY (PRINT NAME) SIGNATURE

DATE SUBMITTED

$

Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

INSTRUCTIONS/GUIDELINES

Receipts must be attached for lodging, meals, transportation, and any other single expenditure for which reimbursement is requested.

Every expense report must bear the signature of the requester, an electronic signature is accepted.

“Other” expenses should be listed in the space provided and the nature and reasons for any amount listed in this category.

This form should be used for all reimbursement requests.

Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

Policy: Policy for Conducting Board Meetings

Policy Number: 6001

Meetings of the Board Regular or special meetings of the Board of Directors shall be held at any place within the State of California that has been designated by the Board. Regular meetings of the Board of Directors may be fixed by the Board at the first meeting of the Board each year.

Special Meetings Special meetings of the Board of Directors for any purpose or purposes may be called at any time by the President or, if the President is absent or unable or refuses to act, by a majority of filled seats. Such meetings may be held either in the principal office or any place designated by the Board of Directors.

Notice of the time and place of special meetings shall be given personally to the directors or sent to each director by mail or other form of written or electronic communication, charges prepaid, addressed to the director at the director's address as shown upon the records of the Association. In case such notice is mailed or transmitted via any available electronic means, it shall be deposited in the United States mail at least four (4) days prior or transmitted via electronic means at least two (2) days prior to the time of the holding of said meeting.

Where it becomes necessary to hold a special meeting and the required four (4) or two (2) day notice cannot be given, and where a quorum exists at such a special meeting, those directors in attendance may waive notice of the meeting in writing.

Quorum A majority of filled seats shall constitute a quorum for the purpose of transacting business of the Association. Action taken by a majority of the directors present, and in no case by less than a majority of filled seats, at a meeting duly held at which a quorum is present, constitutes action of the Board.

Voting Action can only be taken by the vote of the majority of the Board of Directors. Actions taken at a meeting where only a quorum is present will require a unanimous vote to be effective.

This policy applies as well to abstentions from voting. A member abstaining in a vote is considered absent for that vote.

Order of Procedure at Meetings Meetings of the Board of Directors shall be conducted by the presiding officer in a manner consistent with the policies and bylaws of FDAC.

Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

Fire Districts Association of California Policy: Performance Review of FDAC Personnel

Policy Number: 3201

Executive Director The FDAC Board of Directors shall evaluate the Executive Director on an annual basis, in coordination with the association’s fiscal year. As the Executive Director is currently a contract employee, FDAC has no authority regarding compensation. The FDAC Board of Directors shall evaluate based on the existing contractual arrangement and stated goals and objectives for the year; any proposed contractual amendments will be addressed at this time.

Contractual Agreement The FDAC Board of Directors shall review the contractual agreement with the California Special Districts Association (CSDA) annually, in conjunction with the evaluation of the Executive Director. The review of the agreement shall include, but is not limited to, review of staff percentages, program goals and benchmarks, etc.

Support Staff The FDAC Board of Directors shall not be involved in evaluation of support staff.

Fire Districts Association of California (FDAC) Expense Report

Send Requests to: Executive Director or Treasurer or Fax: 916.231.2141 or FDAC, 808 R Street, Suite 209, Sacramento, CA 95811

Policy: Joint Legislative Task Force

Policy Number: 4001

The Fire Districts Association of California shall work in conjunction and collaboration with the California Fire Chiefs Association regarding legislative issues. The organizations shall share a lobbyist and coordinate legislative efforts through the use of a Joint Legislative Task Force.

The goal of the Joint Legislative Task Force is to provide a coordinated and consistent approach to local, state and/or federal legislative issues affecting the members of the two organizations. The Task Force will have the responsibility of preparing, administering, and/or coordinating all legislative activities in support of the policies of the two organizations.

Organization The Task Force will be organized to provide sufficient representation to ensure adequate perspective on fire service issues. This will be balanced by keeping the number of participants to a minimum to provide for timeliness when dealing with time-sensitive issues.

The Task Force will function as the primary group to review and coordinate all legislative activities. The Task Force will consist of two representatives from each of the associations, appointed by their respective presidents. Once appointed, they will continue to maintain membership until they elect to leave or are replaced by their respective organizations. One of these four representatives will be appointed biennially, to coincide with the legislative session, to function as Chair of the Joint Legislative Task Force. A Vice Chair will be appointed to assist the Chair with his/her duties. The Chair and Vice Chair shall not represent the same association.

Legislative Advocate The associations will maintain a contractual relationship with a legislative advocate, who will participate as an advisory member to the Joint Legislative Task Force and shall advocate the legislative positions adopted by the associations.

Joint Association Support Both associations support the belief that a unified, coordinated approach to the legislative matters affecting the fire service is most effective and should be.

managed through the Joint Legislative Task Force. To that end, each association agrees to contribute 50% of the costs to maintain a contractual arrangement with a legislative advocate. Each association further agrees to contribute 50% of any event costs associated with the annual Legislative Day, and each association shall receive 50% of any profits associated therewith. Costs associated with maintaining members in the Joint Legislative Task Force (travel, etc.) shall be borne by each respective association in accordance with their association policy.

Joint Legislative Position Both associations intend to maintain a common legislative agenda whenever possible. To achieve this, the Joint Legislative Task Force will convene at the request of the Chair or Legislative Advocate to analyze legislative activities and recommend positions for adoption by each respective organization. The Task Force may recommend any of the following positions: • • • • • •

Support Support if amended.

Watch Oppose Oppose unless amended.

Neutral or No Position

In addition, the Joint Legislative Task Force shall recommend a priority to each ‘support’ or ‘oppose’ position: • • •

Priority 1 – aggressive response, may establish an IC, active involvement of legislative advocate, written and personal contact with legislators, provide written and oral testimony at hearing.

Priority 2 – written and personal contact with legislators, involvement of legislative advocate Priority 3 – communicate official position as appropriate.

The legislative advocate shall maintain the official opinion document. Once established or amended, the Chair will be responsible for forwarding the position(s) to the executive director and/or president of each association for inclusion in that association’s next Board meeting agenda for ratification.

In matters where a consensus position cannot be established, the Joint Legislative Task Force shall take a ‘neutral’ position, and each association may pursue the matter individually as it sees fit.

Policy: Endorsements

Policy Number: 4002

The FDAC Executive Director will compile information on the requester (mission, goals, activities, expectations as supporter, proponents, opponents, and length of time needed for endorsement, such as ongoing, until November 2004 ballot, etc.). The information will also include a financial obligation as well as expectations of the supporter for the Board’s consideration.

Staff will present to the Board the request and supporting documentation at the next board meeting or, if necessary, a special meeting. Staff will include a recommendation to the FDAC board. The Board President can request an oral presentation if necessary, or if a presentation is offered by the entity requesting endorsement.

Staff will not relay any position of FDAC prior to the vote of the Board.

Following presentation, discussion, and review of information, if the Board selects, a vote will be taken at the Board meeting. A vote will need to comply with all FDAC policies regarding quorum and necessary votes for action.

The decision of the Board will be forwarded to the entity.

If endorsed, staff will monitor activities, requests, change of purpose, etc. and keep the Board apprised of the organization/initiative/coalition. An endorsement confirms that FDAC directors and membership will engage in requests by the organization/initiative/coalition for involvement within compliance of all state and federal laws.

Rescind Endorsement If staff, board member or member of FDAC identifies a change of purpose or possible inappropriate activities that are not consistent with the mission/goals of FDAC, a request can be made to FDAC to rescind the endorsement. If the Board President in concert with the EBoard and Executive Director identify that the issues raised are reason to consider FDAC rescinding its endorsement, an action item will be placed on the agenda of the next regular FDAC Board meeting or, if necessary, special meeting. Staff will prepare adequate documentation for the Board’s consideration and a recommendation. The Board will be asked to vote on rescinding

or not rescinding the endorsement.

The final action of the Board will be forwarded to the organization/coalition/initiative and communicated to the full FDAC membership. Other communication, deemed necessary, will also be identified and executed.

Endorsement for State Appointments Individuals seeking endorsement by FDAC will be requested to supply exhaustive information on his/her positions on fire related issues or those of concern to FDAC members. This information should include candidate’s history, position, achievements, personal philosophies, position on local government finance (stability, ERAF, sources, vote requirements, etc.), as well as preferred provider of public services (fire protection/suppression, etc.), among other areas of concern.

The candidate will be given an allotted time to prepare and submit information for Board action (the amount of time will be decided on a case-by-case basis, and in consideration of closing date of appointment). Staff will compile information received and prepare documentation for discussion and action by the Board. An endorsement committee may be appointed and interviews conducted with the appointee, if necessary. If an appointee does not comply with all requirements, FDAC may forego consideration. All votes for endorsement require a 2/3 vote of the board.

FDAC will forward the action taken on the endorsement to the requester. If endorsed, FDAC will lend its name to a list of supporters and be prepared to engage in activities such as press conferences and fundraising events (within compliance of the law) to see that the requester is successful in his/her campaign.

Overall Policy Once the FDAC Board has complied with its procedures to endorse a campaign, coalition, or state appointee, that information should be immediately relayed to the FDAC membership.

Challenges to an endorsement should be addressed by the FDAC Board of Directors at the next regular meeting or, if necessary, a special meeting of the Board of Directors. All endorsements will also be communicated at the annual membership meeting.

Policy: Board of Directors Conduct

Policy Number: 6003

The Fire Districts Association of California (FDAC) exists to promote and protect the interest of fire protection districts. FDAC affirms its responsibility to promote efficiency, effectiveness, and responsiveness in its member districts, and to increase public awareness of the value and importance of fire protection districts. Therefore, the Board of Directors of FDAC is also committed to providing effective, efficient, and responsive representation for fire districts in California. To facilitate this goal, and to promote positive relations and behavior between and among members of the Board of Directors, directors shall conduct themselves as follows: • • • • • • •

Respect the dignity, style, values, and opinions of each director.

Encourage attentive listening and responsiveness in communication.

Make the needs of the Association’s constituents the Board’s priority.

Exercising compassion, benevolence, fairness, and optimism.

Being prepared to make decisions that may not be popular.

Promoting organizational accountability through appropriate controls and procedures.

Taking responsibility for their own errors.

The following principles shall be observed: The primary responsibilities of the Board of Directors are the formulation and evaluation of policy, formulation of an annual budget, and evaluation of the Executive Director. Routine matters concerning the operational aspects of the Association are to be delegated to the Association’s professional staff.

Directors should commit themselves to emphasizing the positive, avoiding double talk, hidden agendas, gossip, backbiting, and other negative forms of interaction.

Directors should commit themselves to focusing on issues and not personalities. The presentation of the opinions of others should be encouraged. Cliques and voting blocks based on personalities rather than issues should be avoided.

Differing viewpoints are healthy in the decision-making process. Individuals have the right to disagree with ideas and opinions, but without being disagreeable.

Once the Board of Directors acts, directors should commit to supporting the action and not create barriers to its implementation.

Directors should practice the following procedures: •

In seeking clarification on informational items, directors should contact the appropriate staff directly to obtain information needed to supplement, upgrade, or enhance their knowledge to improve the decision-making process.

•

Complaints received by directors from Association members, legislators, other associations, etc., should be referred directly to the Executive Director.

•

In seeking clarification for policy-related concerns, especially those involving personnel, legislation, finances, projects and programs, directors should contact the Executive Director directly.

The work of the Association is a team effort. All directors and staff should work together in a collaborative process, assisting each other in conducting the affairs and accomplishing the mission of the Association.

Each director should develop a working relationship with the Executive Director wherein current issues, concerns and Association projects and programs can be discussed comfortably and openly.

Directors should function as a part of the whole. Issues should be brought to the attention of the Board as a whole, rather than to individual members selectively.

Directors are responsible for monitoring the Association’s progress in attaining its goals and objectives while pursuing its mission.