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Orange County Fire Authority
Board of Directors '
Shawn Boyd, Seal Beach
Chair
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Susan Ritschel, San Clemente
Vice Chair
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Todd Spitzer, County of Orange
Tom Wilson, County of Orange
ITBDI, Alisio Viejo
Patsy Marshall, Buena Park
Frank McCoy, Cypress
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Harold Kaufman, Dana Point
Chris Mears, Irvine
Ken Blake, La Palma
Illb
R. Craig Scott, Laguna Hills
Joe Brown, Laguna Niguel
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Dr. Brenda Ross, Laguna Woods
Helen Wilson, Lake Forest
Marilynn Poe, Los Alamitos
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Sherri Butterfield, Mission Viejo
Chris Lowe, Placentia
Carol Gamble, Rancho Santa Margarita
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John Greiner, San Juan Capistrano
David Shawver, Stanton
Tracy Wills Worley, Tustin
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Bob Bell, Villa Park
Tony Lam, Westminster
Ken Ryan, Yorba Linda
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' Orange County Fire Authority
p` PO Box 86, Orange, CA 92856 -9086 • 180 S. Water St., Orange CA 92866 -2123
Chip Prather, Fire Chief(714) 744 -0400 www.ocfa.org
'Oamact'
' April, 2001
Dear Friends:
1 would like to share with you the OCFA plan to "Safeguard the Future." The following pages contain
information developed to inform Orange County Fire Authority residents and businesses of our vision
to build a new Regional Fire Operations and Training Center. This campus will be comprised of 911
emergency communications center, training, and public safety support facilities which will meet the
' needs ofcurrent and future Orange County generations to come.
Sincerely,
' Chip Prather
Fire Chief
' Serving the Cities of: Alisio Viejo • Buena Park • Cypress • Dana Point • Irvine • La Palma • Laguna Hills • Laguna Niguel • Laguna
Woods • Lake Forest • Los Alamitos • Mission Viejo • Placentia • Rancho Santa Margarita • San Clemente • San Juan Capistrano
Seal Beach • Stanton • Tustin • Villa Park • Westminster • Imba Linda
' and Unincorporated Areas of Orange Counry
This document highlights why the center is needed and how it will improve the reliability of fire
protection and emergency medical service systems. The time for undertaking this project could not
be more appropriate. The dedication of a 16.5 -acre site, a $3 million planning grant from the State,
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and a positive financial forecast all contribute to making this campus feasible.
We have developed an extensive public outreach effort to the communities surrounding the project
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to keep them informed on the progress of our project and elicited their input on design consider-
ations. OCFA elected officials who play a key role in approving the design, budget and financing
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requirements are also provided with regular briefings and updates on the project.
I personally extend an invitation to each of you to share our vision and support this important under-
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taking which allows us to meet the future emergency services needs of our communities.
Sincerely,
' Chip Prather
Fire Chief
' Serving the Cities of: Alisio Viejo • Buena Park • Cypress • Dana Point • Irvine • La Palma • Laguna Hills • Laguna Niguel • Laguna
Woods • Lake Forest • Los Alamitos • Mission Viejo • Placentia • Rancho Santa Margarita • San Clemente • San Juan Capistrano
Seal Beach • Stanton • Tustin • Villa Park • Westminster • Imba Linda
' and Unincorporated Areas of Orange Counry
Our Vision
You can count on us...
Every member of the Orange County Fire
Authority contributes to the quality of life within
our community.
We protect and support the needs of our
"neighbors" to the fullest extent possible while
helping and supporting ourselves.
We believe in our proud traditions and our
dynamic future.
Our community respects and values our services and
we constantly reinforce that the responsibilities
with which we are entrusted are well placed.
Our Mission
We proudly serve the changing needs of our
communities by providing the highest quality
regional emergency, safety, and support services with:
Professionalism
Enthusiasm
Organizational Integrity
Pride
Leadership
Effectiveness
Our people pledge a commitment to preserving the
quality of life. We protect lives, property, and the
environment with compassion, vigilance, and
dedication to excellence.
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Table of Contents
Introduction I page 1
Executive Summary I page 3
Project Overview I page 7
Financial Strategy I page 10
Conclusion I page 11
Appendix I page 13
OCFA
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Introduction
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Ever
since the Orange County Fire Department was formed in 1900 and later
became the Orange County Fire Authority (OCFA) in 1995, a new training center
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has always been a distant dream. That dream, however, is now becoming a
reality as progress continues with the new Regional Fire Operations and Training
Center or RFOTC.
To embark on this large and complex project, it was necessary to retain the
services of a strong project management firm. In July 2000, the local Orange
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erne Countyfirm of Holmes& Narverwas selected to oversee and advise OCFA on all
aspects of the project through move -in. The international company of Hellmuth,
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f X Obata, and Kassabaum (HOK), was hired in September 2001 as the design
Professional to finalize a needs assessment, develop design plans, and provide
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design administration through construction. Pending financing approval from
OCFA's 22 member cities and County of Orange in early summer 2001,
groundbreaking and construction is planned for fall 2001.
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This document provides an overview of the Regional Fire Operations and Training
Center(RFOTCI project. It is intended to give readers insight into OCFA's need to
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design and construct a 911 emergency communications center, fire training, and
support facilities.
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This document is broken down into four sections.
• The first section is an Executive Summary providing an overview of the
business need for a new headquarters
campus.
• The second section will present a Project Overview with a brief description
of the components for the new campus.
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• The third section will discuss Financial Strategies being considered to pay
for the project.
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• Thefourth section isthe Conclusion summarizing the need for the headquarter
campus.
• The Appendix provides a Brief Overview of the OCFA, its membership, the
services provided and how it operates.
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The Orange County Fire Authority (OCFA) serves as the fire
department for 22 Orange County cities and the County's
unincorporated area, and is committed to serving more than
1.2 million citizens. Primary services include firefighting,
Executive Summary
over multiple locations, most within leased space, is not cost
efficient and does not encourage or support effective
management and communication goals or practices.
emergency medical services, hazardous materials response, Despite the importance of training for firefighter safety and
and search and rescue. Additional responsibilities include fire performance, the OCFA does not have a dedicated t
code enforcement, plan review, and public safety education.
These services are provided by 1543 employees that includes
754 career firefighters, and 483 reserve firefighters who
respond from 63 fire stations. Support staff are located
throughout facilities located in the City of Orange. Challenges
faced by OCFA personnel require a high degree of preparation
and training. While the cornerstone of the department is
primarily fire protection, fire prevention, and emergency
service delivery, the department also reaches into the
community through activities such as, Junior Firefighter
programs in the schools, the Explorer program, CPR training,
and participation in community events.
Statement of OCFA's Current Facility Issues
When the OCFA became an independent organization by
forming a Joint Powers Authority IJPAI in 1995, it absorbed
many of the responsibilities and services that had previously
been performed bythe County. To respond to this growth over
the years, OCFA increased space by remodeling and enlarging
older buildings which now includes 13 facilities spread
throughout the City of Orange. These properties represent
over 70,000 sf of space, of which over 20,000 sf is leased.
The existing Headquarters in Orange, consists of a 911
emergency communications center, vehicle maintenance and
repair, warehousing, equipment repair, fire prevention, a training
office, administration and support activities. While some
activities are located in decentralized leased facilities, the
majority of the essential facility functions occur in structures
that were constructed in or before the 1960's.
These facilities do not meet modern earthquake or security
standards; do not have reliable utilities; are undersized; and
do not allow for expansion to keep pace with changes in
technology. In addition to the physical condition of these
facilities, the separation of support departments spread out
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facility. As one of the largest fire departments in the State of
California, there is not adequate classrooms or areas to
practice the most basic of firefighting techniques. Training
must be scheduled at facilities owned by others. OCFA, and
the community its serves, would benefit from a modern
training complex where timely, consistent, and verifiable
training can be conducted.
For a number of years the OCFA has known that it needs a
major new complex and now there is an opportunity and plan
for building it.
Setting the Stage with Our Accomplishments
Over the past several years, OCFA has been successful in
making significant strides towards a new Regional Fire
Operations and Training Center, due in part to the following
accomplishments:
• Secured ownership of a 16.5 acre site centrally located in
the City of Irvine. The property was obtained from The
Irvine Company and is valued at $17 million. It was obtained
at no direct cost to the OCFA. A Conditional Use Permit
was also obtained which allows the project to be
constructed on this property.
Imarsection olJamboree Roedand Tusdn Ranch Road
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• Received a$3 million state grant to begin site development
and fund initial project start-up costs.
Entered into 10 -year service contracts with member
jurisdictions that allow for organizational stability and for
financing to be achieved.
• Retained the services of Holmes& Newer at a cost Of $2
million for all phases of the project through
move -in. Holmes & Newer is an experienced project
management firm who provides a high degree of
assurance that the project will be completed on time and
on budget.
• Engaged the architectural /engineering firm of Hellmuth,
Obata, and Kassabum, me fee of $3.1 million, to finalize a
needs assessment for the project in order to establish
squarefootage and adjacency requirements. Withvaluable
input from the Board of Directors, City of Irvine, City of
Tustin, The Irvine Company and interested community
members, a project design and cost estimate of $50.4
million was established for the project.
• Initiated an aggressive Community Outreach Program with
the adjacent residential area neighborhoods and held two
town -hall meetings to present project information, obtain
input, and answer questions. Two signs were installed at
the existing site entrance to indicate the nature of the
proposed project, Including a designated contact number
for questions. A community web site was also developed
to provide interested persons with updated information
(RFOTC.COW
of any financing plan associated with the project and also
assists in selecting finance professionals for debt financing.
The Project
The project site, known as the Regional Fire Operations and
Training Center jHFOTC), is located at the intersection of
Jamboree Road and Tustin Ranch Road in northwest Irvine.
The 16.5 -acre complex will house the following essential fire
service components:
• An Emergency Communications Center to house 911
systems and dispatch staff, radio, paging, and telephone
communication systems, expanded dispatch, an emergency
policy center, information systems. Back -up emergency
power will allow the facility to remain operational during
and after major emergency events.
• A dedicated Training Tower and Grounds designed to
provide firefighters with classroom education and hands -
on training props that provide realistic and simulated
hazardous work environments. Training for emergencies
before they happen insures a proper and safe response in
the community. An observation window in the training
tower will allow the public to watch firefighters conduct
various training activities.
• Conducted a financial analysis to verify the project's
affordability. Established a Financial Technical Advisory
Committee to provide an independent third party review
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• An Automotive Maintenance Facility that will provide
optimal working conditions for safe and efficient
maintenance, repair and testing of fleet vehicles and
equipment. An adjacent materiel warehouse area will
allow for organized storage, maintenance, construction and
repair of essential supplies and equipment.
• Make presentations before the governing boards of each
member agency to obtain approval of the financing plan
with final approval of financing by the OCFA Board of
Directors in August 2001.
• Award a public works construction contract in September
2001 with groundbreaking to be held in October 2001.
• Begin construction November 1 for a period of 18 months.
• Transition to new facility by August 2003 and continuing
through August 2004.
A Window of Opportunity
In 1997, a preliminary needs assessment was performed to
assess organizational needs and determine if the proposed
16.5 -acre site in Irvine would accommodate OCFA needs. It
• A Public Services and Support Facility designed as a concluded that the best -fit solution to support OCFA's
centralized one -stop customer service center that includes functional needs was a headquarters and training complex
Fire Prevention, Community Relations & Education, a organized in a'campus like' setting.
Training and Education Center, Human Resources, Clerk of
the Authority, Finance, and other administrative support
functions.
Estimated Cost
Based on the results of the program needs assessment and
subsequent schematic design efforts, a target budget was
established at $50.4 million. This estimate represents the
total cost of the RFOTC project including program
Given the current economy, the OCFA has a window of
opportunity to build a new headquarters, 911 Emergency
Communications Center, and training complex at the lowest
passible cost it will likely war see. With the contribution from
The Irvine Company, which dedicated the land, and the State
of California, which provided $3 million for initial planning
and project management, the Regional Fire Operations and
Training Center (RFOTC) is ready to become a reality.
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management, design professional fees, facility construction,
construction contingency, furniture, fixtures and equipment
The primary goal of the RFOTC will be to meet the
organization's functional objectives to enable the OFCA to
costs (FF &E).
provide quality emergency services to its membership. The
RFOTC is more than just buildings and grounds. It will be the
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The Schedule
nerve center of the OCFA, and will provide employees with
Major milestones necessary for the remainder of the project
the right tools and resources to do the job they are entrusted
and respective dates to meet them are as follows:
to do. The RFOTC's role will be no less than to help
"Safeguard the Future" for all those served.
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• Submit a financing plan to the OCFA Board of Directorsfor
preliminary approval in May 2001 and conduct a workshop
for all member agencies to inform them about the plan's
provisions.
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Complete design work and submit for plan review in July
2001.
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With the support of Holmes & Narver the project management
firm, Helmuth, Obata +Kassabaum )HOK) was selected as the
design professional for the new HFOTC. Their extensive
validation efforts of the OCFA Program needs provided the basis
for the schematic design phase. In keeping with the OCFA
"Good Neighbor" policy, several meetings wereconducted with
the local community neighbors, The Irvine Company, the City of
Irvine, the City of Tustin and local utility companies to obtain
input on key design and development issues such as:
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• Exterior Lighting
• Trees for Screening
• Exterior Materials & Finishes
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• Noise Attenuation
• Elevations
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• Hoof Design & Materials
• Building Orientation
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• Energy Efficiency
• Traffic Flow
' The feedback provided was developed into the innovative
design keeping with the surrounding neighborhood.
' Throughout the schematic design process value engineering
efforts were implemented to maintain the project target
' budget. The following paragraphs provide a brief description
of each component and their role in supporting the OCFA's
functional needs.
Project Overview
earthquake or emergency. It will be the nerve center for all -
essential computer, network, operations and systems
equipment including a 911 system, radios, telephones,
information systems, and emergency power utilities, such
as power and telephones, will be designed to ensure
redundancy and reliability to the site. The new center will
allow emergency communications staff to meet mission
essential needs including efficient and reliable receipt and
dispatching of 911 emergency calls.
The New Training Tower and Grounds
— 24,009 Square Feet
The proposed Training Tower and Grounds is planned around
a campus -style environment with specialized facilities for both
classroom and fire ground training to meet NFPA training
guidelines.
The focal point of the fire training ground will be a six -story
computerized burn -prop training tower that will be used for
high -rise, industrial, and residential training scenarios,
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The New 911 Emergency Communications
— 23,896 Square Feet
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The911 Emergency Communications Center is being designed
and constructed with base isolation to withstand almost any
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Project Overview
earthquake or emergency. It will be the nerve center for all -
essential computer, network, operations and systems
equipment including a 911 system, radios, telephones,
information systems, and emergency power utilities, such
as power and telephones, will be designed to ensure
redundancy and reliability to the site. The new center will
allow emergency communications staff to meet mission
essential needs including efficient and reliable receipt and
dispatching of 911 emergency calls.
The New Training Tower and Grounds
— 24,009 Square Feet
The proposed Training Tower and Grounds is planned around
a campus -style environment with specialized facilities for both
classroom and fire ground training to meet NFPA training
guidelines.
The focal point of the fire training ground will be a six -story
computerized burn -prop training tower that will be used for
high -rise, industrial, and residential training scenarios,
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opposite ends of the same bay. Adequate space has been
planned to allow for a safe and efficient operation. In addition
to standard automotive functions, the facility will be used for
Installation of communications and other specialized
equipment.
A tire shop and space for outfitting apparatus with equipment
will also be incorporated into the workspace. Additional
features within the Automotive Maintenance facility include
areas for parts storage and offices; apparatus steam clean
bays; a drafting pit; tire storage and changing area
repelling, and other technical training maneuvers.
Computerized natural gas fire and artificial smoke simulation
systems provide for enhanced and safe fire training. This
tower will include an observation window so that the public
can observe fire behavior and see the techniques used to put
out a fire. A fire sprinkler demonstration area will also be
utilized for public education purposes. Adjacent to this tower
will be a two-story strip mall /storage prop designed with a
computerized natural gas fire - training simulator as well as
moveable mazes, roof and attic penetration props.
An outdoor pavilion will provide seating for debriefing and
equipment training and allow viewing for large group
demonstrations and venues. Inside the pavilion are two drill
ground classrooms, shower /locker facilities and storage.
Additional training props on the grounds include a trench rescue
prop, confined space prop, tanker full spill prop, car fire prop,
railroad tanker simulation area, and a car extrication area.
The New Automotive Maintenance Facility
— 41,182 Square Feet
The proposed Automotive Maintenance Facility will contain
service and repair bays to accommodate large apparatus or
allow double staging of two smaller, light -duty vehicles an
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The New Materiel Management Center
— 39,734 Square Feet
The proposed Materiel Management Center will house
Purchasing, Warehouse, and Property Management functions.
The facility includes adequate and functional loading docks and
is designed with good circulation and workflow in mind.
Shelving and storage areas incorporate earthquake safety
measures and bracing. Specialty shops for repair and outfitting
include metal, welding, wood, signage, and a small engine shop.
Emergency medical supplies and firefighter clothing and
equipment supplies will also be stored in this facility.
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The New Public Services and Support Center
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— 98,120 Square Feet
The Public Services and Support Center is intended to be the
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central office building for training, public service activities
and administrative functions. This facility is designed around
public need with easy access to those offices that have the
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highest level of public interaction. Areas specifically designed
to accommodate public services In this facility include Fire
Prevention, Community Relations and Education, Human
Resources, Clerk of the Authority, Finance, a Boardroom/
Lecture Hall, and several classrooms. Afunctional courtyard '
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adjacent to a small cafeteria is being designed to allow
employees access to an outdoor break area and can also
accommodate group meetings and events.
Project Budget and Schedule
Project Budget
The project budget was established at $5C.4 as determined
during the 1997 needs assessment and was recently
confirmed as being realistic and on- target during the
schematic design phase. The following breakdown illustrates
the most recent design development cost estimates for the
project by category:
Construction $35.5 million
Construction Contingency $ 1.6 million
Furniture, Fixtures & Equipment $ 5.0 million
Program Mount &Design S Z.8 million
Total $49.9 million
Project Schedule
Award of the construction contract is scheduled by the end
of September 2001 with ground breaking to occur in October.
Construction will begin in November with an 18 -month
duration planned. Due to the complexities associated with
the design and commissioning of major emergency systems
and complex components, transition and move -in is planned
over 12 -month time period. Final occupancies will be
completed by August 2004 Below is a brief outline schedule
Of major events from start to completion.
JPA Appicval of Design Concepts Jari 2001
Dry Approval Process of Design Concepts Feb-AM 2000
Construction Documents May -Sep, M01
Bid /Award General canvacto, Aug -Nov, M01
Construction Period Nov 201 Qtr, 2003
Building Commissioning & Move in 2nd Oto, 2003 -3rd Qtr, 2004
Key Project Elements
The OCFA Board of Directors appointed the Executive
Committee to provide key oversight for this project. ADesign
Review Ad Hoc Committee provided input and direction for
the more frequent and detailed site design review issues.
During the programming and schematic stages of the design
process, OCFA job knowledge experts provided continuous
input to the design professionals and their specialty
consultants.
Financing Process
During the design process, cost estimates were continually
refined and updated by an independent firm that compiled
the project's official construction cost estimate. This
information will provide the basis of the financing plan which
to developed and submitted to the Board of Directors for
review and approval. The financing plan will then go to the
sponsoring City of Irvine, for their approval. Once approved
by Irvine, it will go to the other member cities and the County
to obtain the 2/3 required majority vote.
Community Outreach
An important aspect of this project is the Community Outreach
Program. An aggressive community outreach program was
developed with nearby residential homeowner groups. Door-
to-door contact and publicized evening town hall meetings
allowed a high degree of interaction and input by the
community for key design issues. Various tools (i.e. video,
newsletters, pamphlets, public web site etc...) are used to
keep the various audiences informed.
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Financial Strategy
Financing Overview
To finance the RFOTC, the OCFA has analyzed affordability
and considered various methods with which to obtain the
estimated $50.4 million needed to complete the project over
the next four years. Due to the fact that the current JPA
agreements reflect a 10 -year commitment by member
jurisdictions, this project will likely be financed within the
contract time horizon (approximately nine years after the
commencement of financing). OCFA has considered additional
options for financing on a longer term basis over 20 -30 years;
however, it appears that the most feasible option is to match
the financing term to the 10 -year JPA agreements in order to
successfully market the financing plan to the investment
community.
Analysis of Affordability
Cash flows and affordability analysis were compiled and
evaluated to include all projected revenue sources, operating
expenditures, and capital expenditures. OCFA's primary
revenue source is property taxes, representing about 67% of
operating revenue. Considering the importance of accurate
data regarding property tax growth, OCFA retained a
consultant to project property tax revenue over the next
decade. The result of the analysis indicated that OCFA can
afford to support the debt, and still retain a reasonable level
of reserve balances. Based on this analysis, OCFA is in a strong
Position with respect to this project's affordability.
Combined with the value of the 16.5 acres of land worth
$17 million, the OCFA is in a very favorable position to obtain
low -cost financing.
Sources of Financing
OCFA has explored multiple sources from which to obtain
funds required to support the needs of the RFOTC.
Revenue bonds and Certificates of Participation are two viable
financing structures available to the OCFA. Revenue bonds
involve the pledging of future operating revenues to pay the
annual debt payments. Certificates of Participation require
the establishment of a non - profit public benefit authority for
the purpose of serving as lessor in the financing. Both of these
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methods offer the lowest interest rate available in the ,
marketplace.
Financial Plan Accomplishments
In November 2000, OCFA established a Financial Technical
Advisory Committee (FTAC) to provide an independent third
parry review to the Board of any financing plan associated
with the RFOTC and to assist in selecting finance
professionals for the debt financing. The FTAC and OCFA
staff have met on several occasions to discuss various issues
relating to the RFOTC financing. Accomplishments to date
include:
• Developed Request for Proposals for selecting finance
professionals.
• Completed formal bid processes, interviews, and selection
of financial advisors, bond /disclosure counsel, and
underwriter.
• Compiled and reviewed assumptions for the first draft 10-
year financial forecast.
• Developed a detailed timeline for the financing.
• Determined the recommended method of sale for the debt
issuance and selection of underwriter.
• Identified the recommended interest rate alternative, the
recommended type of debt, and the recommended term of
repayment.
• Completed a first draft financing plan for review by the
FTAC.
Timeline for RFOTC Financing/Member Agency
Approval
The amended Joint Powers Agreement, under which OCFA
operates, requires that any long -term bonded indebtedness
incurred by OCFA must be approved by two - thirds of its
member agencies. In order to obtain the required approval,
we plan to make presentations before the governing boards
of each member agency in June and July, 2001. We expect
to request final approval of the financing plan from the OCFA
Board of Directors by September, 2001 and to issue the bonds
immediately thereafter.
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Conclusion
_ The Regional Fire Operations and Training Center will enable
the Orange County Fire Authority to pursue its mission to
provide the highest level of emergency services. OCFA's
reputation brings honor as a dynamic, innovative, and
progressive department.
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The Regional Fire Operations and Training Center will help
"safeguard the fu rule " for alf those we serve.
As one of the largest regional fire service organizations in
the state of California, firefighters do not have readily
available access to adequate fire training facilities to meet
ongoing training requirements. The existing headquarters
facilities, including a 911 Emergency Communications Center,
is undersized and does not allow for expansion to keep pace
with changes in technology or permit any appreciable growth
to meet service area demands. Despite enhancements and
numerous repairs to existing facilities, operating from old and
unreliable facilities poses significant risks. The physical
separation of support departments spread out over multiple
locations, most within leased space, does not encourage or
support effective management and communication goals or
practices.
With the added value of a $17 million parcel of prime land
and the $3 million provided through State funding, the
opportunity for success will never be better. The opportunity
to meet these support facility needs could not be better.
Orange County property values are at an all time high and
not likely to decline. Based on conservative revenue
projectionsfrom OCFA Finance staff, the project is affordable,
if financed, over the remaining member contract period.
Financial options under consideration by the Financial
Technical Advisory Committee include some combination of
reserves and secured bond financing. Current plans are to
present a financing plan to the Board of Directors for approval.
This approach will have any debt paid off within the current
member contract period. Beginning the next term of the
contract, the OCFA will own the property free and clear, and
will be able to avoid uncontrolled escalating lease costs in
the future.
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Overview of the OCFA
The Orange County Fire Authority is a Joint Powers Authority
(JPA) formed on March 1, 1995. It serves 1.2 million residents
over 562 square miles. In addition to protecting its 22 member
cities, the OCFA also protects the County 's unincorporated
areas which includes providing fire protection services to the
State for over 175.000 acres of wildland. OCFA is one of the
largest regional fire service organizations in California.
JPA Formation
The JPA is a legal entity created with direct representation
by all jurisdictions that it serves. The OCFA consists of 22
member cities along with two representativestmol the County
of Orange. Twenty-four members serve on the Board.
Prior to the formation of the JPA, the organization was known
as the Orange County Fire Department, or OCFD, and was
governed by the Orange County Board of Supervisors. By
forming the JPA, members were able to actively participate
in a decision - making process with respect to how services
were delivered.
How is the OCFA Organized?
The OCFA is managed by an Executive Management Team
that consists of an appointed Fire Chief, a Deputy Fire Chief,
and four Assistant Chiefs that head up the four departments
responsible for the services provided by the OCFA:
• Operations Department
• Fire Prevention Department
• Business Services Department
• Support Services Department
Appendix
Biennial Budget
The Fire Chief presents a biennial budget to the Board of
Directors for approval. This document identifies anticipated
revenue and authorized appropriations. This document is
reviewed and updated annually. Revenues to fund the
operations of the OCFA come from a variety of sources. The
majority of revenues (67 %) are obtained via property taxes.
The next largest (23 %) contribution comes from Cash
Contracts - of the 22 member cities, seven are on cash
contracts.
Other sources of revenue totaling the remaining 10% include
Federal and State reimbursement, interest on reserves, fire
prevention fees, and some other miscellaneous sources.
13
0 BATTALION HEADQUARTERS
0 EXISTING CAREER STATION
Q EXISTING RESERVE STATION
1, EXISTING COMBINATION STATION
❑ PROPWEO STATION
Ciry
Member Since
Aliso Viejo
2001
Buena Park
1994
Cypress
1980
Dana Point
1989
Irvine
1980
La Palma
1980
Laguna Niguel
1989
Laguna Woods
2000
Laguna Hills
1991
Lake Forest
1991
Los Alamitos
1980
Mission Viejo
1988
Placenta
1980
Rancho Santa Margarita
2000
San Clemente
1994
San Juan Capistrano
1980
Seal Beach
1992
Stanton
1987
Tustin
1980
Villa Park
1980
Westminster
1995
Yorba Linda
1980
14
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