LAFCO
Shasta Central Valley Area FPD Msrsoi 2018
Read the report at Local Agency Formation Commissions ↗
Shasta Central Valley Area
Fire Service
MSR & SOI Update
Approved November 1, 2018
SHASTA LOCAL AGENCY FORMATION COMMISSION
Commissioners
Les Baugh, County Member - District 5 Supervisor
David Kehoe, County Member - District 1 Supervisor
Larry Farr, City Member & Vice Chair - City of Shasta Lake
Francie Sullivan, City Member - City of Redding
Brenda Haynes, Special District Member - Anderson Cottonwood Irrigation District
Irwin Fust, Special District Member & Chair - Clear Creek Community Services District
Lawrence Russel, Public Member (effective January 1, 2018)
Alternate Members:
Mary Rickert, County Member - District 3 Supervisor
Stan Neutze, City Member- City of Anderson
Patricia A. Clark, Special District Member – Anderson Fire Protection District
Katherine Ann Campbell, Public Member
Shasta LAFCO Staff:
George Williamson, AICP, Executive Officer
Kathy Bull, Office Manager
James M. Underwood, Legal Counsel
Planwest Partners Staff:
Colette Metz, Analyst
Julie Thomas, Services Assistant
Jason Barnes, GIS Analyst
Acknowledgements:
LAFCO staff would like to thank the contributors to this Municipal Service Review. Input
instrumental in completing this report was provided by Anderson Fire Protection District,
Buckeye Fire Protection District, Cottonwood Fire Protection District, Happy Valley Fire
Protection District, Millville Fire Protection District, Shasta Lake Fire Protection District, Mountain
Gate CSD, Shasta CSD and Shasta County Fire and CAL FIRE.
In particular, Shasta LAFCO would like to acknowledge the contributions and leadership
provided by Redding Fire Chief Gerry Grey.
Shasta Central Valley Area Fire Service 2 MSR/SOI Update November 2018
Contents
1. INTRODUCTION ................................................................................................................................. 5
2. FIRE PROTECTION OVERVIEW .......................................................................................................... 8
3. AGENCY PROFILES ......................................................................................................................... 11
Anderson Fire Protection District .................................................................................................. 12
Cottonwood Fire Protection District ............................................................................................ 20
Happy Valley FPD .......................................................................................................................... 28
Millville Fire Protection District ....................................................................................................... 34
Shasta Lake Fire Protection District .............................................................................................. 39
County Service Area No. 1 ........................................................................................................... 46
City of Redding Fire Department (Buckeye FPD) ...................................................................... 55
Mountain Gate Community Services District ............................................................................. 63
Shasta Community Service District .............................................................................................. 68
4. REGIONAL SERVICE CHARACTERISTICS AND OPPORTUNITIES ................................................... 73
5. BOUNDARY CHANGE OPTIONS .................................................................................................... 75
6. RECOMMENDATIONS .................................................................................................................... 78
7. SPHERE OF INFLUENCE DETERMINATIONS .................................................................................... 79
Table of Figures
Figure 1 – Central Valley Area ……………………………………………………………………………11
Figure 2 - Anderson FPD…………………………………………………………………………………….13
Figure 3 – Anderson FPD Incident Type and Numbers for 2016 and 2017………………………..15
Figure 4 - Cottonwood FPD………………………………………………………………………………..22
Figure 5 – Cottonwood Incident Type and Numbers for 2016 and 2017……………..…………..23
Figure 6 - Happy Valley FPD……………………………………………………………………………….29
Figure 7 – Happy Valley Incident Types and Responses……………….…………………………….30
Figure 8 - Millville FPD………………………………………………………………………………………..35
Figure 9 - Shasta Lake FPD…………………………………………………………………………………41
Figure 10 – Shasta Lake FPD Incident Types and Responses………………………………………...42
Figure 11- City of Redding Fire…………………………………………………………………………….56
Figure 12 – Buckeye FPD…...………………………………………………………………………….…...57
Figure 13 - Mountain Gate CSD …………………………………………………………………………..64
Figure 14 – Mountain Gate CSD Incident Type and Response 2015-2017…………………………65
Figure 15 - Shasta CSD ……………………………………………………………………………………..69
Figure 16 – Shasta CSD Incident Types and Responses 2016-2017…………………………………70
Shasta Central Valley Area Fire Service 3 MSR/SOI Update November 2018
List of Tables
Table 2.1 Central Valley Fire Service Provider Summary…………………………………………….10
Table 3.1: Anderson FPD Contact Information………………………………………………………..13
Table 3.2: Anderson FPD Current Fleet………………………………………………………………….16
Table 3.3: Anderson Revenues and Expenditures…………………………………………………….18
Table 3.4: Anderson Revenue from Impact Fees……………………………………………………..18
Table 3.5: Cottonwood FPD Contact Information…………………………………………………….21
Table 3.6: Cottonwood FPD Current Fleet………………………………………………………………24
Table 3.7: Cottonwood FPD Revenues and Expenditures……………………………………………25
Table 3.8: Happy Valley FPD Contact Information……………………………………………………29
Table 3.9: Happy Valley FPD Current Fleet……………………………………………………………..32
Table 3.10: Happy Valley Revenues and Expenditures……………………………………………….33
Table 3.11: Millville FPD Contact Information……………………………………………………….….35
Table 3.12: Millville FPD Department Incident Numbers………………………………………………37
Table 3.13: Millville FPD Current Fleet…………………………………………………………………….37
Table 3.14: Millville Revenues and Expenditures……………………………………………………….38
Table 3.15: Shasta Lake FPD Contact Information…………………………………………………….40
Table 3.16: Shasta Lake FPD Current Fleet………………………………………………………………44
Table 3.17: Shasta Lake Current Revenues and Expenditures………………………………………45
Table 3.18: CSA #1 Contact Information……………………………………………………………….47
Table 3.19: CSA #1 Battalion 1 Personnel and Population Served…………………………………50
Table 3.20: CSA #1 Battalion 2 Personnel and Population Served…………………………………50
Table 3.21: CSA #1 Battalion 3 Personnel and Population Served…………………………………51
Table 3.22: CSA #1 Battalion 4 Personnel and Population Served.………………………………...51
Table 3.23: CSA #1 Battalion 5 Personnel and Population Served…………………………………52
Table 3.24: CSA #1 Department Numbers for 2016……………………………………………………52
Table 3.25: CSA #1 Financial Data……………………………………………………………………….53
Table 3.26: Redding Fire Department Contact Information…………………………………………56
Table 3.27: Redding Incident Numbers………………………………………………………………….59
Table 3.28: Redding Workload Numbers ……………………………………………………………….60
Table 3.29: Redding Fire Department Budget Expenditures.……………………………………….61
Table 3.30: Buckeye Revenues and Expenditures…………………………………………………….62
Table 3.31: Mountain Gate CSD Contact Information……………………………………………….64
Table 3.32: Mountain Gate CSD Current Fleet…………………………………………………………67
Table 3.33: Mountain Gate CSD Current Revenues and Expenditures……………………………67
Table 3.34: Shasta CSD Contact Information………………………………………………………….69
Table 3.35: Shasta CSD Current Fleet…………………………………………………………………….72
Table 3.36: Shasta CSD Current Revenues and Expenditures……………………………………….72
Shasta Central Valley Area Fire Service 4 MSR/SOI Update November 2018
1. INTRODUCTION
This Municipal Service Review (MSR) and Sphere of Influence (SOI) Update provides
information about the services and boundaries of Fire Service providers the central valley
region of Shasta County. The report is for use by the Shasta Local Agency Formation
Commission (LAFCO) in conducting a statutorily required review and update process. The
Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 (CKH Act) requires
that the Commission conduct periodic reviews and updates of Spheres of Influence of all
cities and special districts in Shasta County (Government Code § 56425). State law also
requires that, prior to SOI adoption, LAFCO must conduct a municipal services review for the
local agency (Government Code §56430). This report provides Shasta LAFCO with a tool to
study current and future public service conditions comprehensively and to evaluate
organizational options for accommodating growth, preventing urban sprawl, and ensuring
that critical services are provided efficiently.
Service Review Determinations
CKH Act § 56430 requires LAFCO to conduct a review of municipal services provided in the
county by region, sub-region or other designated geographic area, as appropriate, for the
service or services to be reviewed, and prepare a written statement of determinations with
respect to each of the following topics:
• Growth and population projections for the affected area;
• The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere;
• Present and planned capacity of public facilities, adequacy of public services, and
infrastructure needs or deficiencies;
• Financial ability of the agency to provide services;
• Status of, and opportunities for, shared facilities;
• Accountability for community service needs, including governmental structure and
operational efficiencies; and
• Any other matter affecting or related to effective or efficient service delivery, as
required by Commission policy.
The preparation of a municipal service review for countywide fire protection service serves to
determine the best approaches for improving service levels and addressing the mismatch
between fire-related district boundaries and response areas. The service review provides an
overview of fire protection services along with profiles of each agency. The report also
includes service review determinations and sphere of influence recommendations for each
of the following fire-related agencies:
• Anderson FPD • CSA # 1 – Shasta County Fire
• Cottonwood FPD Department Battalions 2-5
• Happy Valley FPD • Mountain Gate CSD
• Millville FPD
• Shasta CSD
• Shasta Lake FPD
• City of Redding (Buckeye FPD)
Shasta Central Valley Area Fire Service 5 MSR/SOI Update November 2018
1.1 Uses of the Report
A regional approach for conducting this service review provides the opportunity to identify
shared trends relating to the adequacy, capacity, and cost of providing fire protection
services to Shasta County. This service review process identifies ways to expand fire district
boundaries where appropriate to match response areas, evaluate the feasibility of
consolidations where appropriate and identify and implement other measures to address
complete community coverage. The potential uses of this report are described below.
To Update Spheres of Influence
This service review serves as the basis for updating the spheres of influence for the fire-related
agencies included in the report. Specifically, a sphere of influence designates the territory
LAFCO believes represents an agency’s appropriate future jurisdiction and service area. All
boundary changes, such as annexations, must be consistent with an affected agency’s
sphere of influence with limited exceptions.
To Consider Jurisdictional Boundary Changes
LAFCO is not required to initiate any boundary changes based on service reviews. However,
LAFCO, other local agencies (including cities, special districts or the County) or the public
may subsequently use this report together with additional research and analysis, where
necessary, to pursue changes in jurisdictional boundaries.
Resource for Further Studies
Other entities and the public may use this report for further study and analysis of issues relating
to fire protection and emergency medical services in southern Shasta County.
1.2 Review Methods
The following information was gathered from the fire-related districts to understand the
current status of district operations and services:
1. Governance and Organization
2. Financial
3. Personnel
4. Training
5. Calls for Service
6. Response Standards and Performance
7. Mutual/Automatic Aid
8. Stations and Apparatus
Other source documents include, but are not limited to, the following:
• Shasta-Trinity Unit 2014 & 2015 Strategic Fire Plan
• 2016 Shasta County Fire Department Annual Report
• Shasta County General Plan
Information gathered was analyzed and applied to make the required determinations for
each agency and reach conclusion about the focus issues identified in the service review.
All information gathered for this report is filed by LAFCO for future reference.
Shasta Central Valley Area Fire Service 6 MSR/SOI Update November 2018
1.3 Common Topics for Each Agency Profile
A number of topics are evaluated in each agency profile. Those topics are defined in this
section and discussed further in the agency profiles.
Disadvantaged Unincorporated Communities
LAFCO is required to evaluates disadvantaged unincorporated communities (DUCs) as part
of this municipal service review. Per California Senate Bill 244, a DUC is defined as any area
with 12 or more registered voters where the median household income (MHI) is less than 80
percent of the statewide MHI. Within a DUC, three basic services are evaluated: water, sewer
and fire protection.
The California Department of Water Resources Disadvantaged Communities Mapping Tool
uses US Census Block Groups, Tracts and Places from the US Census American Community
Survey (ACS) 5- Year Data: 2010-2014 to map disadvantaged communities. Using this
information, each district or agency is evaluated to determine whether or not it is a DUC, or
in the case of cities, whether or not there are DUCs within the city’s SOI. In many cases, Census
Block Groups are larger than Districts. In these cases, LAFCO’s evaluation was conducted
with an abundance of caution to ensure no DUCs are overlooked.
Shasta County Growth Projections
Between 2000 and 2013, the population of Shasta County as a whole grew from 163,256 to
178,601 people, an annual growth rate of 0.2 percent. When reviewing population data, it is
important to distinguish between the population changes that affect the entire County and
the unincorporated portion of the County, which can be affected by annexations and other
boundary changes. The unincorporated area of the County currently makes up about 38%
of the entire County’s total population. The California Department of Finance projects the
County’s total population will increase from 177,223 people to 196,087 people, between 2010
and 2020. If the County’s unincorporated area population remains near 38% of that total, it is
estimated that it would increase from 67,226 to 74,426.
However, according to the most recent report from the California Department of Finance,
the population of Shasta County as a whole increased by only 0.2% per year between 2000
and 2013. If Shasta County grows to a population of 196,087 by 2020, the average annual
growth rate would be 1.1%, a substantial increase over the current growth rate. For the
purposes of this report, we will use a population growth estimate of 0.2 percent to 1.1 percent
annual growth to predict the range of future populations that may be served by the Districts
during this MSR cycle (2018-2023). It should also be noted that the Department of Finance,
Demographics Division, now states that assumptions used to project future population may
no longer be applicable and that these projections could change with their next estimate
cycle, which is every 5 years.
Existing and Planned Land Uses
Land uses within the unincorporated districts are subject to the Shasta County General Plan
and Zoning Regulations. The cities considered in this report are responsible for land use and
zoning within the city boundaries.
Shasta Central Valley Area Fire Service 7 MSR/SOI Update November 2018
2. FIRE PROTECTION OVERVIEW
2.1 Shasta County Fire Services Overview
Fire protection and emergency services are among the most critical services provided by
government. In Shasta County these services are provided by a network of Federal, State,
and local agencies and by volunteer firefighters. There are in total 14 fire departments
providing fire protection to cities and unincorporated communities throughout the county.
The majority of local fire service providers are associated with a special district, including one
County Service Area (CSA); two Community Services Districts (CSDs); ten Fire Protection
Districts (FPDs), and one (1) city fire department, the City of Redding Fire Department. County
Service Area #1 is operated in cooperation with CAL FIRE to provide fire protection to
unincorporated areas of the county not already served by a city, CSD, or FPD. CSA #1 is
organized into five Battalions composed of Shasta County Volunteer Fire Companies and
CAL FIRE stations. Each Battalion serves a region of the county. CAL FIRE also operates fire
and EMS dispatch for CSA #1 and other fire-related districts, while ShasCom, the Shasta Area
Safety Communications Agency, provides dispatch for the Shasta County Sheriff's
Department, the Redding Fire Department, the Police Departments for both Anderson and
Redding, as well as three private ambulance services.
The Shasta/Trinity Unit is operated under one-unit headquarters and is located in Redding
California. The State Responsibility Area of the Unit is divided into six field battalions, numbered
from east of the Unit to the west. During declared fire season, the Shasta/Trinity Unit operated
19 fire engines, 3 dozers, 12 hand crews, 1 Air Tactical Supervisor and 2 Air Tankers. The
Shasta/Trinity Unit employs 151 permanent fire personnel and 136 seasonal personnel during
fire season.
The US Forest Service provides wildland fire control on Forest Service administered lands as
well as approximately 200,000 acres of private lands adjacent to or within US Forest Service
boundaries through an agreement with CAL FIRE. The National Parks Service provides fire
protection for Lassen National Park and Whiskeytown National Recreation Area.
The fire protection districts were initially organized under California Health and Safety Code
14001-14594 and subsequently reorganized in 1964 as a result of updates to the statutory
requirements. They were formed to provide fire services within a specific jurisdictional
boundary and are supported by revenue from a combination of taxes, fees, and fundraising.
Many of these jurisdictional boundaries were created in the early to mid-1900’s. Since that
time, neighborhoods and rural residential development have developed outside of district
boundaries, expanding services need beyond the original district service areas.
2.2 Shasta Central Valley Area Service Providers, Service Areas and
Rating Criteria
In the Central Valley area, fire services are provided by the Anderson FPD, Cottonwood FPD,
Happy Valley FPD, Millville FPD, Shasta Lake FPD, Mountain Gate CSD, Shasta Lake FPD, the
Redding Fire Department (Buckeye FPD), and Battalions Two, Three, Four and Five of CSA #1
(See Figure 1). While this report discusses the services and boundaries of all of these agencies,
formal boundary updates are recommended only for the fire protection districts and CSA #1.
The City of Redding and the two CSDs provide a range of municipal services in addition to
fire protection. As such, while the spheres of influence for these agencies are considered in
Shasta Central Valley Area Fire Service 8 MSR/SOI Update November 2018
this report, they will be further reviewed and updated as part of future agency-specific
municipal service reviews. Table 2.1 summarizes the District service areas, population served,
fire stations, equipment available, and number of firefighters for each department.
Table 2.1 Central Valley Fire Service Provider Summary
Area Population
Provider Stations Apparatus Personnel
(Acres) Served
Anderson FPD 4,627 10,450 1 9 16
Cottonwood FPD 23,040 6,350 1 8 15
Happy Valley FPD 20,480 5,800 2 12 25 Volunteers
Millville FPD 64,000 1,650 1 6 14 Volunteers
Shasta Lake FPD 8,320 10,386 3 8 9 Full-Time
Redding Fire Dept. 72 Career
41,600 91,320 8
(Buckeye FPD) Personnel
1 Part-Time Chief
Mountain Gate CSD 3,945 1,930 1 6
13 Volunteers
3 Seasonal
Shasta CSD 7,360 1,737 1 7
10 Volunteer
As shown above, the total response areas cover approximately 173,884 acres. The remaining
area is the responsibility of CSA #1 – Shasta County Fire Department Battalions Two, Three,
Four, and Five supported by volunteer fire departments in tandem with CAL FIRE.
Insurance Service Office (ISO) Rating
ISO (Insurance Service Office) ratings provide statistical information about property/casualty
insurance risks. The Public Protection Classification (PPC) program evaluates fire protection
efforts in communities throughout the United States. PPC classifications are often used to
measure the effectiveness of fire protection services. A Class 1 (one) indicates superior fire
protection and Class 10 indicates that the fire suppression system in place does meet ISO’s
minimum criteria.
Shasta Central Valley Area Fire Service 9 MSR/SOI Update November 2018
3. AGENCY PROFILES
This section provides an in-depth review of the fire-related agencies providing fire protection
services in the Central Valley region of Shasta County. Included is a description of each
agency’s organizational development, tables listing key service information, and maps
showing jurisdictional and response area boundaries.
Anderson FPD
Cottonwood FPD
Happy Valley FPD
Millville FPD
Shasta Lake FPD
CSA #1 – Shasta County Fire
City of Redding Fire (Buckeye FPD)
Mountain Gate CSD
Shasta CSD
Shasta Central Valley Area Fire Service 11 MSR/SOI Update November 2018
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¬« ekaL atsahS 992 etaG niatnuoM noitatS eriF ynapmoC DFCS yellaV senoJ - 27 yellaV senoJ ¬« ynapmoC DFCS oC eriF 151 hcluG hcnerF - 95 ekaL atsahS 2# noitatS eriF ynapmoC DFCS nuR kaO - 03 ekaL atsahS ekaL atsahS 1# noitatS eriF 3# noitatS eriF ynapmoC DFCS egelloC atsahS eromtihW atsiV alleB - 33 37 noitatS eriF gniddeR nwotyeksihW 53 noitatS 6# llaH ynapmoC DFCS ekaL kciwseK - 35 DSC atsahS atsahS noitatS eriF gniddeR 85 noitatS 34 noitatS ynapmoC DFCS eyekcuB ordeC olaP - 23 ¬« noitatS eriF ynapmoC DFCS 44 eromtihW - 13 ynapmoC DFCS ellivlliM ellivretneC - 25 noitatS eriF §¨¦ 5 ¬« 44 ynapmoC DFCS onO/ogI - 05 snoitatS tcirtsiD yellaV yppaH snoitatS eriF LAC ¬« noitatS eriF )erutuf( yellaV yppaH 372 2# noitatS eriF nosrednA yellaV yppaH noitatS eriF 1# noitatS eriF doownottoC weN noitatS eriF ynapmoC DFCS amaheT doownottoC yellaV tseW - 55 noitatS eriF ,DIRGoreA ,SGSU ,ADSU ,SD subriA/SENC ,scihpargoeG ratshtraE ,eyEoeG ,ebolGlatigiD ,irsE :ecruoS erugiF ytinummoC resU SIG eht dna ,NGI secivreS eriF yellaV lartneC .SIG ytnuoC atsahS :slecraP ,sdaoR ,seiradnuoB :secruoS !!!!!!!!!! !!!!!!!!!!!!!!!!!!!! !!!!!!!!!! atsahS aerA paM seitnuoC !!!!!!!!!!!!!!!!!!!! DPF nosrednA DPF eyekcuB gniddeR fo ytiC ekaL atsahS fo ytiC DPF doownottoC DPF yellaV yppaH DPF ellivlliM DSC etaG niatnuoM DPF egelloC atsahS DPF ekaL atsahS DSC atsahS seliM4 2 0 1 8102/9/7 :etaD 1
Anderson Fire Protection District
Anderson Fire Protection District (FPD or District) is an
independent special district serving the City of Anderson in
Central Shasta County. Formed on October 9, 1889, Anderson
FPD was originally established as the Anderson Hose
Company No. One following a fire in 1887 that destroyed
many homes and business in the town of Anderson. In 1909,
the Shasta County Board of Supervisors appointed the first
Board of Fire Commissioners, and the fire department name
was changed to the Anderson Fire Protection District. The
Anderson FPD moved into its current location in 1959 and
hired its first paid personnel the same year. The last MSR for the
District was completed in 2014. This report will update and
build on that information.
Table 3.1: Anderson FPD Contact Information
Fire Chief Steve Lowe 530-378-6699 slowe@andersonfire.org
Address: 1925 Howard Street Anderson, CA 96007
Website Andersonfire.org
Types of Services: Fire Suppression, Medical Services, Fire Prevention & Public Education
Population Served: 10,450 Service Area: 4,627 acres (6.7 sq. mi.)
Number of Staff 16 Paid Staff
District Boundary and Sphere
The Anderson FPD boundary encompasses approximately 4,627 acres (6.7 sq. mi). The 16,675-
acre SOI is larger than the District (see Figure 2). The Anderson FPD is independent of the City
of Anderson and the two agencies do not share the same boundaries or SOIs. However, the
City of Anderson General Plan provides for coordinated annexation of lands with the
Anderson FPD. Further, it is the City's policy that no areas of the City should be served by any
other fire protection district. Within the City’s SOl boundary, fire protection services are
provided by either County Service Area (CSA) # 1 -Shasta County Fire and, in the eastern
area, by the Cottonwood FPD. Therefore, should the City consider annexing lands within their
SOI, the annexation area would need to be annexed into the Anderson FPD and detached
from either CSA #1 and/or the Cottonwood FPD. This would also require concurrent
amendments to each agency’s SOI.
Growth and Population
The City of Anderson is a census-designated place (CDP). According to the 2010 census, the
population of the City of Anderson was 9,932 with a total of 3,944 housing units. A 2017 DOF
report notes a recent 0.26 percent increase in the City’s population from 2016-2017 and a
current population of 10,450. Based on the annual growth rate projection of 0.2 – 1.1 percent
per year for Shasta County, the Anderson FPD could potentially serve between 10,724 to
12,047 people in 2023, an increase of approximately 1,597 people. Based on this analysis, the
District may see a modest increase in demand for fire protection and emergency medical
services during the time frame of this MSR.
Shasta Central Valley Area Fire Service 12 MSR/SOI Update November 2018
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Cottonwood FPD
District Stations
District Boundary
New Cottonwood
District SOI
Fire Station
Cottonwood FPD
Cottonwood
Other Fire Districts
Fire Station
Anderson City Limits
0 0.5 1Miles City of Anderson SOI
Figure
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
Anderson Fire Protection District
USDA, USGS, AeroGRID, IGN, and the GIS User Community
2
Date: 7/9/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
Existing and Planned Uses
The majority of land uses in the District are subject to the City of Anderson General Plan Land
Use Element and Zoning Code. City land use designations include residential, commercial,
industrial, rural estate, and mixed use. The prevailing land use in the City is single-family
residential. The commercial and industrial zoned areas are primarily located near or adjacent
to State Route 273 and along Interstate 5. The City has identified the Old Town Core as a
Mixed-Use area combining historical and compatible residential and commercial uses. In
addition to maintaining orderly growth, the Old Town Core land use designations have been
created to ensure the continuance of the City’s “small town” atmosphere. Primary zoning
designations on the urban rural interface and in the SOI include planned development,
unclassified, rural residential, industrial, and habitat protection districts.
Directly north of the District, is the City of Redding with various Shasta County land use
designations between the two cities, such as limited agriculture, industrial, floodway and
building site districts.
Disadvantaged Unincorporated Communities
The City of Anderson is a Census Designated Place with a MHI of $32,536, which is 53 percent
of California’s reported $61,818 MHI, thereby qualifying the area as disadvantaged. However,
the City of Anderson is incorporated, and therefore does not qualify as a DUC. However, it
stands to reason that unincorporated territory surrounding the City may qualify as
disadvantaged. Should the City pursue annexation, DUCs within its vicinity should be
examined further.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
In 2017, the Anderson FPD responded to 2,753 calls for service, of which approximately 93
calls, or three percent, were fires of various types and 1,830 calls, or 66 percent, were medical
related. Other calls such as Hazardous Conditions, Service Calls, Good Intent Calls and False
Calls/Alarms make up the remaining 31 percent. The District has an average response time
of 4 minutes or less. Refer to Figure 3 for an overview of Anderson FPD’s service calls. Dispatch
is provided by the SCFD/CAL FIRE.
Personnel
The Anderson FPD employs 16 paid staff. Staff includes one full-time Fire Chief, one part-time
Fire Marshall, one part-time Reserve Battalion Chief, three full time Fire Captains, four full-time
temporary fire-fighters, four reserve firefighters with shift stipends, and two part-time
administrative assistants.
Shasta Central Valley Area Fire Service 14 MSR/SOI Update November 2018
Incident Type and Response Numbers
2000 1830
1800 1645
1600
1400
1200
1000
800 642
600 476
400 271 210
200 99 93 3 3 43 49 87 92 3 0
0
2016 2017
Figure 3. Anderson FPD Incident Type and Numbers for 2016 and 2017
Infrastructure and Facilities
The District operates out of one fire station located at 1925 Howard Street in Anderson. An old
fire station located on East Center Street provides storage for two antique fire trucks which
are used for parades only. The District’s apparatus includes three engines, one ladder truck,
a utility vehicle, and one Decon hazmat trailer (see Table 3.2). The City of Anderson maintains
a robust system of hydrants within the District, with one hydrant every 500 feet in residential
areas and one hydrant every 250 feet in commercial areas.
Table 3.2: Anderson FPD Current Fleet
Fire Engines and Trucks
Type 1 Engine 2006 Hi-Tech
Type 3 Engine 2006 Hi-Tech
Type 3 Engine 2001 Pierce
Type 1 Ladder Truck 2015 Pierce Quint
Other Vehicles
4 Utility Command Vehicles
1 Decon Hazmat Trailer
ISO Rating
The District maintains an ISO rating of 6 for properties within five road miles of the fire station
and within 1,000 feet of a creditable water supply, and 6Y for properties within five road miles
of a fire station, but beyond 1,000 feet of a creditable water supply.
Shasta Central Valley Area Fire Service 15 MSR/SOI Update November 2018
Challenges and Needs
Current facilities and apparatus are reported to be in good condition. Turnout gear will be
due for replacement in two years. The SCBAs (self-contained breathing apparatus) are in
good condition and are serviced annually.
Opportunities for Shared Facilities/Increased Efficiency
The Anderson FPD works closely with other fire service providers in the area by participating
in automatic aid agreements with nearby Cottonwood FPD, Shasta County Fire (CSA#1), and
CAL FIRE. These agreements are discussed in more detail below:
o Automatic Aid Agreement with Cottonwood FPD – In the automatic aid agreement
between Cottonwood FPD and Anderson FPD, both agencies agree to respond to all fires,
traffic collisions, and second medical aids within each District in specific response areas.
In some cases, areas in each District are more easily reached by the adjacent District. In
the case of the North bound side of 1-5, which is within the Anderson FPD response area,
Cottonwood FPD is able to arrive sooner; in the case of the southbound side of 1-5, which
is within the Cottonwood FPD response area, the Anderson FPD is able to arrive sooner.
Both agencies work together to provide uninterrupted service within the region.
o Automatic Aid Agreement with Shasta County Fire (CSA #1) – In the mutual
aid/automatic aid agreement between Shasta County Fire (CSA#1) and Anderson FPD,
both agencies cooperate to provide complete fire and medical services to the area
surrounding where the boundaries of the two agencies meet. Anderson FPD agrees to
responds to all structure fires, traffic collisions, medical/water rescue, vegetation fires, and
other type incidents (including medical aid, hazard/fire menace standby, etc.) within a
specific response area in the unincorporated areas nearby or adjacent to the district with
one rated engine and a minimum of two personnel. The County agrees to respond
likewise within the Anderson FPD to specific response areas.
o Mutual Threat Zone Agreement with CAL FIRE – Anderson FPD entered into a Mutual Threat
Zone Agreement with the Shasta-Trinity Unit of CAL FIRE in March 2018 for fire protection
in the area identified as an MTZ. The MTZ is an area considered to be of mutual concern
for both agencies. The MTZ may be evaluated annually and may increase or decrease in
size depending on geographical and topographical features, and man-made
conditions. The key function of designing an MTZ is to enable efficient dispatching of
resources from both agencies and to provide rapid coordinated suppression of wildfires.
In the agreement, Anderson FPD agrees to provide one District Officer and one District
engine and CAL FIRE commits to providing one CAL FIRE Officer and two CAL FIRE engines.
The agreement states that a fire burning within the MTZ will be the initial attack
responsibility of both agencies. Each agency will bear the cost of its initial attack forces
used in the MTZ. Unless it is determined that the fire is confined to an area under the
protection of one agency, a unified command structure will be implemented within the
incident organization. The agreement lays out an operating plan that will take effect in
the event of a fire incident within the MTZ.
Shasta Central Valley Area Fire Service 16 MSR/SOI Update November 2018
FINANCING
Table 3.3: Anderson FPD Revenues and Expenditures
Revenue Actual 2015-16 Actual 2016-17 Adopted 2017-18
Taxes 915,539 934,461 963,440
Interest from Money & Property 1,809 4,787 4,200
Intergovernmental Revenue 14,088 13,802 14,000
Charges for Services 369,153 336,586 198,800
Miscellaneous Revenues 259,775 31,472 10,450
Other Financing Sources 394,620 877,201 -
Other Financing Sources L/T Debt 632,105 - -
Other Financing Sources Sale 31,007 - 250
Total Revenues 2,618,096 2,198,309 1,191,140
Expenditures
Salaries and Benefits 1,225,114 1,231,956 1,074,000
Services and Supplies 297,923 195,957 245,166
Other Charges 104,218 104,953 70,417
Capital Assets 789,800 - -
Appropriations for Contingency - - 5,000
Other Financing Uses 50,663 290,000 -
Total Expenditures 2,476,718 1,822,866 1,394,583
Net Total (Deficit) 141,378 375,443 (203,443)
Source: Anderson FPD
As shown in Table 3.3, most revenue is generated from property taxes and charges for services.
Charges for services in the District include reimbursement for fire calls, inspection fees, and
impact fees. The District’s Impact Fee was first adopted in 2003 and updated in 2011, and is
collected on all new development within the district. The Impact fee is $918.15 per unit for new
residential growth and $0.73 per sq. ft. for commercial/industrial growth. The most recent
budget for Fiscal Year 2017/18 shows a total of $65,000 generated from Impact Fees. See Table
3.4 for a closer look at the revenue collected from impact fees. The adopted budget for Fiscal
Year 2017-18 shows revenues totaling $1,191,140 and expenditures totaling $1,394,583 leaving
a deficit of $203,443. Although prior year budgets have shown the District to have a surplus at
year’s end, other options for increased revenue and building of reserves should be
considered.
Table 3.4: Anderson Revenue from Impact Fees
Fee Type Actual 2015-16 Actual 2016-17 Actual 2017-18
Impact Fee Building $36,886 $49,583 $43,500
Impact Fee Ladder Truck $12675 $17038 $15,000
Impact Fee Equipment $5,765 $7,749 $6,500
Total $55,326 $74,370 $65,000
Shasta Central Valley Area Fire Service 17 MSR/SOI Update November 2018
ACCOUNTABILITY AND GOVERNANCE
The Anderson FPD is governed by a five-member Board of Directors who are elected to
staggered four-year terms by registered voters that live within the District. Board meetings are
held on the second Tuesday of each month in the training room of the fire station at 1925
Howard Street in Anderson. Agendas are posted in the office windows at least 72 hours in
advance of the meeting and board packets are available for review during normal business
hours.
The District has a website (www.andersonfire.org) where information about District, history,
training activities, and employment opportunities are posted. District board members are
listed, but current and recent board meeting information and materials are not available.
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) The Anderson FPD serves approximately 10,450 residents and 3,944 total housing units.
Using the 0.2 – 1.1 percent growth rate, the District could expect to serve 10,724 –
12,047 residents by 2023.
b) The population of the City of Anderson grew 10-13.7 percent between 2000 and 2013,
however population growth has since slowed.
c) The Anderson FPD and the City of Anderson do not share the same district boundary
or SOIs, however, the City of Anderson’s General Plan provides for coordinated
annexation of lands between the two agencies.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) The City of Anderson is incorporated and therefore does not qualify as a disadvantage
unincorporated community. The Anderson FPD does not share the same boundary as
the City and encompasses areas of unincorporated Shasta County. Areas within the
City boundary do not quality as DUCs. However, those areas in the unincorporated
territory of Shasta County are considered DUCs.
b) Should territory in the surrounding area of the District be evaluated for future
annexation, disadvantaged communities should be considered further.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) The Anderson FPD’s station at 1925 Howard Street is in good condition.
b) The Anderson FPD’s apparatus is in good condition.
(4) Financial ability of agencies to provide services
a) The Anderson FPD adopted budget for Fiscal Year 2017/18 expected to generated a
total of $1,191,140 in revenue, with $1,394,583 expected in expenditures, leaving a
deficit of $203,443. The two prior Fiscal Years have shown a budget surplus. The District
should consider revenue increase opportunities as described in Section 4 of this MSR.
Shasta Central Valley Area Fire Service 18 MSR/SOI Update November 2018
(5) Status of and, opportunities for, shared facilities
a) The District participates in an automatic aid agreement with the Cottonwood FPD.
The Agencies work together to provide uninterrupted service in the region.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) The Anderson FPD is governed by a five-member Board of Directors.
b) The Anderson FPD maintains a website (andersonfire.org) where it posts information
about District activities. District board documents are posted but are not up-to-date.
Making recent and current meeting materials accessible from the website will help
increase District transparency.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that the Anderson FPD SOI be maintained.
b) There is a portion of the City of Anderson’s SOI that extends south beyond the SOI of
the Anderson FPD and into the Cottonwood FPD. Should the City consider annexing
that area the Anderson FPD SOI would need to be expanded to include the
annexation area prior to annexation.
Shasta Central Valley Area Fire Service 19 MSR/SOI Update November 2018
Cottonwood Fire Protection District
The Cottonwood Fire Protection District (FPD or District) is an
independent special district located in southern Shasta
County along the Shasta-Tehama border, approximately
16 miles south of the City of Redding. The Cottonwood FPD
was originally established in 1930 as the Cottonwood
Volunteer Fire Department and was later formed into the
Cottonwood FPD in 1958. The District provides fire
protection, public education, fire preparedness and
emergency medical response services to the community
of Cottonwood, as well as to areas beyond its borders
through mutual and automatic aid agreements. The last
MSR for the Cottonwood FPD was completed in 2014. This
report updates that information.
Table 3.5: Cottonwood FPD Contact Information
Fire Chief Bill Morgan (530) 347-4737 bmorgan@cottonwoodfd.com
Site Address 3271 Brush Street Mailing Address PO Box 618
Cottonwood, CA 96022 Cottonwood, CA 96022
Website Cottonwoodfd.com
Types of Services Fire Protection & Prevention and Emergency Medical Response
Population Served 6,350 Service Area 23,040 acres (36 sq. mi.)
Personnel 4 Full-Time, 3 Seasonal, 2 Part-Time On-Call, 15 Volunteers
District Boundary
At the time of its formation, the Cottonwood FPD was approximately 14 square miles. A
number of reorganizations have changed the size and shape of the District over time. In 1979,
approximately 192 acres were detached from Cottonwood FPD and annexed to the
Anderson FPD as that community expanded. In 1995, another 26 acres were detached and
annexed by the Anderson FPD. In 1999, a 15,000-acre annexation of the Balls Ferry/Ash Creek
areas expanded the Cottonwood FPD considerably. As a result of these reorganizations, the
Cottonwood FPD now encompasses a total of 36 square miles (23,040 acres) extending west
to include area along Gas Point Road. The District’s SOI extends beyond its jurisdictional
boundary to the west where it adjoins the eastern edge of the Happy Valley FPD SOI at Four
Star Drive along Gas Point Road (Figure 4). Four Star Drive was determined by both agencies
to be the mid-point for responses outside agency boundaries.
Growth and Population
According to the 2016 American Community Survey 5-Year Estimate, the population of the
Cottonwood Census Designated Place (CDP) was 3,644 people. However, the CDP boundary
is smaller than the Cottonwood FPD boundary and does not capture the entire population of
the District. Using GIS and census block data, the estimated District population is
approximately 6,350 people. Based on the annual growth rate projection of 0.2 – 1.1 percent
per year for Shasta County, the Cottonwood FPD could potentially serve between 6,413 –
6,707 people in 2023, an increase of approximately 400 people. Based on this analysis, the
District may experience a modest increase in demand for fire protection and emergency
medical services during the time frame of this MSR.
Shasta Central Valley Area Fire Service 20 MSR/SOI Update November 2018
There are two areas where significant growth might occur within the Cottonwood FPD.
According to the District, there are two Community Housing Improvement Program (CHIP)
developments going into the Locust Street area which would add approximately 30 new
homes, and another development near Rhonda Road which would add about 100 new
homes. Based on the average persons per household estimate of 2.76, these new
developments could increase the population by 358 people.
Existing and Planned Uses
The General Plan identifies the community of Cottonwood as a Town Center which is defined
as a community wherein most urban services are provided. Primary zoning designations in the
district are Commercial, Planned Development, Rural Residential, Public Facilities, and Interim
Rural Residential. Zoning designations surrounding the District are primarily Limited Agriculture,
Planned Development, and Mobile Home District. Land uses in the SOI are primarily
Unclassified (U) and Rural Residential (R-R).
Disadvantaged Unincorporated Communities
The Cottonwood FPD is located in Community Tract 06089012701, which meets the definition
of a Disadvantaged Community Tract. The tract has a median household income (MHI) of
$38,964, which is 63 percent of California’s reported $61,818 MHI, thereby qualifying the area
as disadvantaged. Should territory in the surrounding area be proposed for annexation in the
future, disadvantaged communities should be evaluated in more detail.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
In 2016 the Cottonwood FPD responded to 1,277 calls for service, averaging 3.5 calls per day
(see Figure 5). Of those calls, 60 percent were medical calls. In the first three-quarters of 2017,
the District responded to 851 calls, 59 percent of which were medical calls. The Department
reports an average out of station time of 2 minutes and an average response time of 5-8
minutes depending on the call location. Dispatch is provided by SCFD/CAL FIRE.
Personnel
The Cottonwood FPD employs four full-time personnel, three seasonal and two part-time on-
call employees, and nine volunteers. According to the District’s website, there is a shortage
of volunteers.
Shasta Central Valley Area Fire Service 21 MSR/SOI Update November 2018
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Cottonwood Fire Prote Scoutrcie:o Esrni, D igDitalGilosbet, GreoiEcyet, Earthstar Geographics, CNES/Airbus DS,
USDA, USGS, AeroGRID, IGN, and the GIS User Community
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
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Counties
Anderson FPD SOI
Other Fire Districts
0 1 2Miles
4
Date: 7/9/2018
Incident Type and Response Numbers
762
507
165
117
4227 7957 4640 9 2 69 33 5433 2216 12 9 1710
2016 2017*
Figure 5: Incident Type and Number of Calls for 2016 and 2017
*2017 Numbers provided from January – August.
Current Infrastructure and Facilities
The current Cottonwood FPD facility, located at 3271 Brush Street, was constructed in 1913
and was previously used as a car dealership until it was donated to the District in 1936. It has
been the primary fire department facility since that time. The building is considerably
outdated and would require substantial upgrades to meet the current needs of the District.
There are two other facilities that are owned by the District that are used primarily as storage
for vehicles and equipment.
To meet current demands, a new facility located on the corner of Fourth and Brush Streets
was under construction as of March 2018. Measure C, a $4 million bond measure passed by
voters in 2016 approved the construction of a new fire station to replace the aging facility.
This was the third attempt to pass a bond measure to raise funds to replace the old station.
When construction is complete on the new facility, the old station will be retired. At 10,500
square feet, the new facility will have three double drive-through bays, large enough to house
all of the District’s vehicles.
The Cottonwood FPD owns a number of vehicles which are detailed in Table 3.8. Fire hydrants
are present only in the downtown Cottonwood area which accounts for only 12 percent of
the District. Where new development occurs, fire hydrants are installed. Without a robust
system of hydrants throughout the District, the Cottonwood FPD relies heavily on its Water
Tender for areas not within close proximity to a reliable water source.
Table 3.6: Cottonwood FPD Current Fleet
Vehicles
Engine 23 Water Tender 17
Engine 223 Command Vehicle
Engine 523 Patrol 23
Engine 623 Utility Vehicle 23
Shasta Central Valley Area Fire Service 23 MSR/SOI Update November 2018
Challenges and Needs
The Cottonwood FPD reports that apparatus upgrades would be helpful, but budgetary
challenges prevent the District from procuring new equipment at this time. Additionally, the
District needs volunteers and reserve firefighters.
ISO Rating
The Cottonwood FPD currently has a split ISO classification of 5/7. The first number is applied
to properties within five road miles of a fire station and within 1,000 feet of a creditable water
supply. The second number applies to properties within five road miles of a fire station, but
beyond 1,000 feet of a creditable water supply.
Opportunities for Shared Facilities/Increased Efficiency
The Cottonwood FPD has mutual aid agreements in place with Shasta County Fire
Department/CAL FIRE, Anderson FPD, and Tehama County Fire Department/CAL FIRE. The
agreement with Anderson FPD is for response to all fires, traffic collisions, and second medical
aids to a specific response area within the Anderson FPD. In addition, both Cottonwood and
Anderson mutually respond to incidents on the 1-5 corridor. Anderson FPD is able to respond
to the southbound side first, while Cottonwood FPD is able to respond to the northbound side
first. The Cottonwood Fire Department also responds to Shasta County Strike Team requests,
both inside the County and throughout California.
The new station may present opportunities to accommodate training activities for the mutual
benefit of nearby and adjacent agencies.
FINANCING
Revenues for the Cottonwood FPD are generated primarily from property taxes and charges
for services, which includes reimbursement for out-of-District calls and impact fees. Other
revenue is a result of assistance-by-hire requests related to SRA vegetation fires or Strike Team
participation, as well as various grants. The primary expenditures for the District are salaries
and benefits for employees, and services and supplies. The most recent financial data
provided by the District is shown in Table 3.9. Cottonwood FPD has made efforts to utilizes cost
avoidance techniques including eliminating duplicate services, reducing high administrative-
to-operational cost ratios, and creative use of personnel and volunteer resources.
The most recent budget information provided by the District shows a deficit for Fiscal Year
2015-16 as well as for the adopted Fiscal Year 2016-17 budget. Tax revenues exceeded
expectations for FY 2015-16, however to remain solvent long-term, the District should consider
other revenue sources.
Table 3.7: Cottonwood FPD Revenues and Expenditures
Revenue Adjusted 2015-16 Actual 2015-16 Adopted 2016-17 Actual 2016-17
Tax Revenue 193,000 220,330.23 200,000 230,132.50
Licenses and Permits 3,000 5,510.00 3,000 5,290.00
Revenue from Money and Property 750 1,232.81 750 2,118.32
Intergovernmental Revenues 3,000 13,176.86 7,000 7,105.86
Charges for Services 196,000 345,969.67 180,000 320,060.42
Miscellaneous Revenue 12,675 6,841.00 12,675 25,927.16
Other Financing Srcs Tran In 15,620 16,619.96 - -
Other Finance Services L/T Debt 21,848 21,847.04 - -
Shasta Central Valley Area Fire Service 24 MSR/SOI Update November 2018
Other Financing Serves Sale C/A 2,500 2,500.00
Total Revenue $448,393 $633,027.57 $390,750 $590,634.26
Expenses Adjusted 2015-16 Actual 2015-16 Adopted 2016-17 Actual 2016-17
Salaries and Benefits 413,080 461,911.70 393,950 403,365.16
Services and Supplies 121,550 209,418.55 124,650 108,609.83
Other Charges 7,810 7,483.96 7,890 7,589.96
Capital Assets 21,848 21,847.04 - -
Other Financing Uses 8,150 17,544.88- - -
Total Expenditures $572,438 $718,206.13 $526,490 $519,564.95
Net Total (Deficit) (124,045) (85,178.56) (135,740) 71,069.31
ACCOUNTABILITY AND GOVERNANCE
The Cottonwood FPD is an independent special district governed by a five-member, elected
Board of Directors. Meetings are held on the second Monday of the month at 6:00pm at 3265
Brush Street in Cottonwood. The District has a website where information about District staff,
history, training activities, and volunteer opportunities are posted. District board members are
listed, but meeting information and materials are not available.
Shasta Central Valley Area Fire Service 25 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) Using GIS data and 2010 census, the estimated District population is 6,350.
b) Using the estimate of 0.2 – 1.1 percent annual growth, the Cottonwood FPD could
anticipate serving a population of 6,413 – 6,707 by the year 2023.
c) According to the district, there are two Community Housing Improvement Program
(CHIP) developments going into the Locust Street area which would add
approximately 30 new homes, and another development near Rhonda Road which
would add about 100 new homes.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) Cottonwood FPD is located in Community Tract 06089012701 which has a MHI of
$38,964, which is 63 percent of California’s reported MHI, thereby qualifying the area
as disadvantaged.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) A new facility is currently under construction. It will replace the aging station and will
allow the District to house all apparatus at the same location.
b) The District maintains an ISO rating of 5/7.
(4) Financial ability of agencies to provide services
a) The District relies primarily on tax revenue and services charges for funding operations.
b) Although charges for services have stabilized revenues for the short-term, the District
may need additional revenue sources to fully fund District expenditures, including staff
salaries as well as health and retirement benefits.
c) The Cottonwood FPD has made efforts to utilizes cost avoidance techniques including
eliminating duplicate services, reducing administrative-to-operational cost ratios, and
creative use of personnel and volunteer resources. The District is encouraged to
consider revenue increase opportunities as described in Section 4 of this MSR.
(5) Status of and, opportunities for, shared facilities
a) The new facility may present opportunities to accommodate training activities for
nearby and adjacent agencies.
b) There is an automatic aid agreement between the Cottonwood FPD and the Anderson
FPD for structure fires within each agency’s boundaries.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) The Cottonwood FPD is and independent special district governed by a five-member,
elected Board of Directors. Meetings are held on the second Monday of the month at
6:00pm at 3265 Brush Street, Cottonwood, CA 96022. To address volunteer recruitment
shortages and retention, it is recommended that the district hold open houses along
with semi-annual volunteer drives, use social media to increase community
engagement and offer benefits as feasible.
Shasta Central Valley Area Fire Service 26 MSR/SOI Update November 2018
b) The Cottonwood FPD maintains a website (cottonwoodfd.com) where it posts
information about District staff, history, training activities, and volunteer opportunities.
District board members are listed, but meeting materials such as agendas, board
packets and approved minutes are not available. Posting meeting agendas and
minutes on the website would help increase District transparency.
c) The District demonstrated accountability in its cooperation with Shasta LAFCO’s
information requests.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that the Cottonwood FPD services be maintained.
Shasta Central Valley Area Fire Service 27 MSR/SOI Update November 2018
Happy Valley FPD
The Happy Valley FPD is situated in the south-central region of Shasta County approximately
seven miles west of the City of Anderson. The area serves as a bedroom community to nearby
Redding, Anderson, and Cottonwood. The District operates in cooperation with other nearby
fire agencies under mutual and automatic aid agreements. Dispatch is provided by
SCFD/CAL FIRE. The District was formed on March 24, 1947 by Resolution of the Shasta County
Board of Supervisors.
Table 3.8: Happy Valley FPD Contact Information
Contact: Randy K. (530) 357-2345 randyhappyvalleyfire@gmail.com
Simmons
Physical Address: 17441 Palm Ave Anderson, CA 96007
Types of Services: Fire Protection and Emergency Medical
Population Served: Approx. 5,800 Service Area: 20,480 acres (32 sq. mi.)
Number of Staff: 3 Full-time employees, 1 Part-time Secretary & 25 Volunteers
District Boundary and Sphere
At the time of its formation, the Happy Valley FPD was 13 square miles. In 1988 the District
annexed the service area of the Cloverdale Volunteer Fire Company which increased the
boundary to 32 square miles. There have been no other annexations or boundary changes.
Upon review of Tax Rate Area (TRA) maps prepared by the State Board of Equalization (BOE),
LAFCo staff identified a potential TRA discrepancy for three parcels (APNs 207-240-001, 041-
350-051, and 041-350-052) adjacent to the jurisdictional boundary for Happy Valley FPD. Staff
contacted the BOE to determine whether a boundary correction was necessary. The BOE
and Shasta County Auditor-Controller confirmed that Happy Valley FPD is a taxing entity in
those parcels and receives a portion of the 1 percent property taxes. The Happy Valley FPD
district map has been updated to include those parcels.
Happy Valley FPD’s sphere of influence (SOI) extends west to include the Cobblestone Lane
and Tankit Drive areas, east to include the 3,600-acre North Fork Ranch, and southeast to
include the service area of the West Valley Volunteer Fire Company (SCFD Company 55). The
spheres of influence for Happy Valley and Cottonwood adjoin at Four Star Drive along Gas
Point Road, which was previously determined to be the midpoint between the two districts.
Growth and Population
Happy Valley is not a census designated place so actual population statistics for the District
are not available from the US Census. However, using GIS data and 2010 census blocks, the
estimated population for the District is approximately 5,800. Using the annual growth rate
estimate of 0.2 – 1.1 percent and the estimated population of 5,800, the population served
by the FPD may increase to 5,952 – 6.686 by the year 2023.
Existing and Planned Uses
The Shasta County General Plan identifies Happy Valley as a Rural Community Center which
is defined as a community that may or may not provide water and/or wastewater treatment.
Zoning is primarily Limited Agriculture (A-1), Mobile Home District (T) Rural Residential (RR),
Public Facilities (PF). Land use within the district is primarily sparse residential development,
open space, and agriculture.
Shasta Central Valley Area Fire Service 28 MSR/SOI Update November 2018
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District SOI
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Other Fire Districts
0 0.5 1Miles
Figure
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
Happy Valley Fire Protection District
USDA, USGS, AeroGRID, IGN, and the GIS User Community
6
Date: 9/18/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
It is important to note that a planned development for 1,400 residential units, 30 acres of
commercial uses, and other open space and recreational uses was previously on file with
Shasta County for the North Fork Ranch Project in 2008. The landowners submitted a letter of
intent to annex to the Happy Valley FPD. While the project was not completed, the District
owns a vacant lot for a new fire station should a similar development be proposed in the
future. In addition, impact fees are collected for all new development to help fund new
facilities needed to accommodate growth.
Disadvantaged Unincorporated Communities
A portion of Happy Valley FPD is located in Community Block Group 060890123022 which is
considered a severely disadvantage block with a MHI of $32,014 which is 52 percent of
California’s reported $61,818 MHI. Another portion of the FPD is located in Community Block
060890123024 which is considered a disadvantaged community block with a MHI of $48,831,
which is 79 percent of California’s MHI. Should territory in the surrounding area be proposed
for annexation in the future, disadvantaged communities in the area should be considered.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
The Happy Valley FPD responded to an average of 588 calls in 2016 and 2017. Of those, the
majority of calls (78 percent) were medical related, including vehicle accidents and other
emergencies. Figure 7 provides an overview of calls for services responded to by the District.
The Happy Valley FPD has an average response time of approximately 8 minutes within the
District. Dispatch is provided by SCFD/CAL FIRE.
Incident Type and Response Numbers
600
493
500
431
400
300
200
100
85
100
36 31
0
Fire (All Types) Emergency Medical Other (Good Intent,
Miscellaneous)
2016 2017
Figure 7. Incident Types and Number of Calls 2016 and 2017
ISO Rating
The District maintains an ISO rating of 04/4Y. The first number is applied to properties within
five road miles of a fire station and within 1,000 feet of a creditable water supply. The second
number with a Y designation applies to properties within fiver road miles of a fire station, but
beyond 1,000 feet of a creditable water supply.
Shasta Central Valley Area Fire Service 30 MSR/SOI Update November 2018
Opportunities for Shared Facilities/Increased Efficiency
The Happy Valley FPD cooperates nearby agencies to provide comprehensive coverage
within the region. An automatic aid agreement exists between Happy Valley FPD and the
Shasta County Fire Department (CSA #1).
Personnel
The Happy Valley FPD employs three full-time employees, one part-time secretary, and relies
primarily on volunteer firefighters. The number of volunteers fluctuates and at the time of the
writing of this document, the department had 26 volunteers and three additional volunteers
pending interviews.
Current Infrastructure and Facilities
The District operates out of two fire stations. Station #1, located at 17441 Palm Avenue, was
built in 1970 and is reported to be in good condition. Station #2, located at 16218 Cloverdale
Rd, was built in 1976 and is also in good condition. Fire protection and apparatus are stored
at both locations. A training facility was constructed at Station #2 in 2003. A third property
was purchased at 6648 Happy Valley Road with the intention of constructing a third station.
In 2011 the use permit was issued, but due to the poor economy, the project was halted. The
District plans to use revenue collected from impact fees to fund construction of the new
facility in the future. The impact fees were established in 2004.
The District’s apparatus and vehicles are listed below in Table 3.11. The District reports that all
of the vehicles are in good condition with the exception of Patrol 244 (1996), which is in fair
condition and will need to be replaced in the future. All engines are on a 30-year
replacement schedule.
Table 3.9: Happy Valley FPD Current Fleet
Fire Engines
Engine 344 – Type 1 1995 Freightliner FL70 1250 GPM -1000 Tank
Engine 244 – Type 2 2016 Freightliner 1000 GPM - 750 Tank
Engine 44 – Type 1 2006 IH 7400 1250 GPM – 750 Tank
Engine 544 – Type 3 2001 IH 4800 4X4 500/120 GPM – 500 Tank
Engine 644 – Type 3 2006 IH 4300 350 GPM – 500 Tank
Engine 744 – Type 3 2002 IH 4700 350 GPM – 500 Tank
Other Vehicles
Water Tender 44 2003 Kenworth T800 500 GPM – 3000 Tank
Patrol 44 2001 Ford F450 125 GPM – 300 Tank
Patrol 244 1996 Ford Super Duty 125 GPM – 300 Tank
Utility 244 2008 Chevy PU 4x4 Chief’s Truck
Utility 44 2005 Chevy PU 4x4 Duty Officer’s Truck
Source: Happy Valley FPD
FINANCING
The budget for the current fiscal year is $511,857. Most revenue is collected from property
taxes, annual assessments, and impact fees (see Table 3.12). Additional revenue is collected
from calls outside of district boundaries and grants. The Happy Valley FPD has an existing
benefit assessment, approved at an election in 1993, of $40 that is levied on all developed
parcels with improvements of at least $1,000. Following the completion of a Nexus Study in
2004, the District adopted an impact fee of $1,500 for new residential construction. The District
Shasta Central Valley Area Fire Service 31 MSR/SOI Update November 2018
has expressed interest for increasing their benefit assessment to account for increased service
demands and higher equipment and operating costs that are largely tied to inflation.
Table 3.10: Happy Valley Revenues and Expenditures
Adopted Actual Adjusted Actual Adopted
Revenues
2015-16 2015-16 2016-17 2016-17 2017-18
Taxes 266,900 282,799.97 278,700 291,358 285,700
Money/ Prop Revenue 600 837.33 800 1,369.30 800
Intergovernmental
4,800 10,155 4,500 5,116.52 4,800
Revenues
Shasta County Contribution - - 134,400 193,866.78 16,091
Charges for Services 151,906 177,210.45 134,400 193,886.78 124,900
Miscellaneous Revenues 6,608 6,611.16 9,658 9,338.16 500
Other Financing Sources 99,502 99,502 263,007 263,007 -
Long-term Debt Proceeds 205,167 0.00 500 5,000 -
Sale of Capitol Assets 500 0.00 0.00 0.00 500
Total Revenue 735,983 577,116 691,565 769,077 511,857
Adopted Actual Adjusted Actual Adopted
Expenses
2015-16 2015-16 2016-17 2016-17 2017-18
Salaries and Benefits 377,328 368,965 387,162 382,751.09 355,750
Services and Supplies 103,293 126,290 99,152 94,160.64 97,751
Other Charges 1,400 1,115 1,400 1,236.50 1,400
Capital Assets 304,669 99,502 33,282 33,282 33,282
Appropriations for
5,000 - 5,000 - 20,674
Contingency
Other Financing Uses 3,000 3,000 7,500 7,500 3,000
Total Expenditures 794,690 598,871 533,862 518,930 511,857
Net Total $(58,707) $(21,755) 157,703 250,147 $0
Source: Happy Valley FPD
ACCOUNTABILITY AND GOVERNANCE
The Happy Valley FPD is governed by a five-member Board of Directors who are elected to
staggered four-year terms by registered voters that live within the District. Board meetings are
held on the second Monday of each month at 7:00pm at Station #1, located at 17441 Palm
Avenue, Happy Valley, CA 96007. Agendas are posted in the office windows at least 72 hours
in advance of the meeting and board packets are available for review during normal
business hours.
Shasta Central Valley Area Fire Service 32 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) Using GIS data and 2010 census blocks, the estimated District population is 5,800.
b) Using the estimate of 0.2 – 1.1 percent annual growth, the population served by the
Happy Valley FPD could serve 5,952 – 6,686 by the year 2023.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) Portions of Happy Valley are within two different disadvantaged block groups, both
with a MHI less than 80% of the reported California MHI, thereby qualifying the District
as a disadvantaged unincorporated community.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) Happy Valley FPD has two stations reported to be in good condition.
b) Station #1 is located at 17441 Palm Avenue, Anderson, CA 96007
c) Station #2 is located at 16218 Cloverdale Rd, Anderson, CA 96007
d) There are plans to construct a third station at 6648 Happy Valley Road, Anderson, CA
96007 with funds collected from impact fees.
e) The District responded to an average of 588 calls in 2016 and 2017 with an average
response time of 8 minutes.
(4) Financial ability of agencies to provide services
a) The Happy Valley FPD adopted budget for Fiscal Year 2017-18 is $511,857. The District
should consider revenue increase opportunities as described in Section 4 of this MSR.
b) Fiscal Year 2016-17 actuals show a surplus of $250,147.
(5) Status of and, opportunities for shared facilities
a) The Happy Valley FPD operates with a number of nearby agencies to provide fire and
emergency medical services to the community of Happy Valley and those
communities adjacent or nearby.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies.
a) The Happy Valley FPD is an independent district governed by a five-member Board of
Directors. To increase volunteer recruitment and retention, it is recommended that the
district hold open houses along with semi-annual volunteer drives, use social media to
increase community engagement and offer benefits as feasible.
b) The District does not currently have a website. Maintaining a website would allow
posting of Board Meeting materials including agendas, board packets, and minutes.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that the Happy Valley FPD SOI be maintained.
Shasta Central Valley Area Fire Service 33 MSR/SOI Update November 2018
Millville Fire Protection District
The Millville Fire Protection District (FPD or District) is an independent special district serving the
community of Millville in Central Shasta County. Originally, the community was served by the
Millville Volunteer Fire Company which was included in what is now CSA #1. In 1993 property
owners in Millville submitted an application to LAFCO to form an independent fire protection
district to provide fire and emergency services to the community. Following a public hearing,
Shasta LAFCO approved the resolution and established the Millville Fire Protection District. The
last MSR for the Millville FPD was completed in 2014, and this report will update and build up
the information provided therein.
Table 3.11: Millville FPD Contact Information
Fire Chief Tom Graham (530)547-5521 angieograham@frontier.com
Address: 23963 Whitmore Rd. Millville, CA 96062
Types of Services: Fire Protection and Emergency Medical Response
Population Served: Approx. 1,650 Service Area: 64,000 acres
Number of Staff Two paid part-time staff; one volunteer Fire Chief; 14 volunteer firefighters
District Boundary
The Millville FPD encompasses approximately 64,000 acres in unincorporated Shasta County.
The District’s SOI extends to the south and encompasses a total of 66,649 acres (see Figure 8).
Growth and Population
There is a Millville census designated place (CDP) so population statistics are available from
the 2010 US Census. According to the census, the CDP population is 727, however the
boundary is smaller than the Millville FPD boundary so it may not capture the entire FPD
population. Using GIS data and 2010 census blocks, the estimated District population is
approximately 1,650. Using the 0.2 – 1.1 percent growth rate estimate, the District population
could increase to 1,693 - 1,902 by the year 2023.
Existing and Planned Uses
Land uses within the District are subject to the Shasta County General Plan and Zoning
Regulations. The Shasta County General Plan identifies Millville as a Rural Community Center
which is defined as a community that may or may not provide water and/or wastewater
treatment. Zoning in the District is primarily Residential (R-1; R-L), Rural Residential (R-R), Limited
Agriculture (A-1), and Exclusive Agriculture (EA). Land Uses and zoning within the SOI are
primarily Unclassified (U), Residential (R-1; R-L), and Limited Agriculture (A-1).
Disadvantaged Unincorporated Communities
Millville is located in Community Tract 06089012601 which qualifies as a Disadvantaged
Community Tract with a MHI of $45,536, which is 74 percent of California’s reported $61,818
MHI, thereby qualifying the area as disadvantaged. Should territory in the surrounding area
be proposed for annexation in the future, disadvantaged communities in the area should be
considered.
Shasta Central Valley Area Fire Service 34 MSR/SOI Update November 2018
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Figure
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
Millville Fire Protection District
USDA, USGS, AeroGRID, IGN, and the GIS User Community 8
Date: 7/9/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
The District responded to approximately 200 calls in 2016 and 100 calls in the first half of 2017.
The majority of calls are medical calls and the remaining are fires or other miscellaneous calls
for service. Table 3.14 below shows an overview of incident type and number of responses.
Dispatch is provided by SCFD/CAL FIRE.
Table 3.12: Millville FPD Department Incident Numbers
Incident 2016 2017 Q1-Q2
Total Responses 200 100
% Fire Response 15% 15
% Medical 80% 80%
% Miscellaneous 5% 5%
Source: Millville FPD
ISO Rating
The Millville FDP’s ISO rating in all areas of the District that are within 1,000 feet of a hydrant is
currently a class 6. The rating for areas in which the District has to supply water (categorized
as more than 1,000 feet from a hydrant) is currently a class 6Y. There is a total of four fire
hydrants within the District. Provided fire service in areas that do not have a fire hydrant
require the District to haul water using a water tender or engines.
Personnel
The Millville FPD employs two part-time staff has a volunteer Fire Chief and 14 volunteer
firefighters. Volunteer numbers fluctuate and may change from year to year. It is a challenge
for many Districts to maintain a full roster of volunteers.
Current Infrastructure and Facilities
The District operates out of one fire station, located at 23963 Whitmore Rd in Millville. The
Millville FPD operates six vehicles to respond to calls within the District. Those apparatus are
listed below in table 3.15.
Table 3.13: Millville FPD Current Fleet
Vehicles
1990 International Pumper
1975 Oshkosh Pumper Tanker
1989 Peterbilt/Tanker
1999 Ford Rescue LT
1982 GMC Pumper
2000 Chevrolet Service Truck
Challenges and Needs
The Millville FPD does not report any current challenges or needs. All turnouts have been
recently replaced. Long-term, all gear and SCBAs will need to be replaced as this equipment
has a set lifespan not to exceed approximately 10-years.
Shasta Central Valley Area Fire Service 36 MSR/SOI Update November 2018
Opportunities for Shared Facilities/Increased Efficiency
The Millville FPD operates in cooperation with other nearby fire agencies including CSA#1 –
Shasta County Fire, under informal mutual aid agreements.
FINANCING
Table 3.14: Millville Revenues and Expenditures
Revenue Adjusted Actual Adjusted Actual
2015-16 2015-16 2016-17 2016-17
Taxes 29,584 31,427 30,360 32,698
Rev. from Money and 296 418 235 842
Property
Intergovernmental Sources 517 525 17,858 17,930
Charges for Services 56,322 63,091 62,037 24,678
Misc. Revenues 15,981 11,980 11,980 863.00
Total Revenues $102,700 $107,443 $122,470 $77,013
Expenditures
Salaries and Benefits 46,600 36,679 45,100 27,526
Services and Supplies 59,081 40,921 106,850 72,599
Other Charges 700 173.00 550 166.25
Total Expenditures $106,381 $73,773 $152,500 $100,292
Net Total (3,681) 33,670 (30,030) (23,279)
Source: Shasta County Auditor Controller
The Millville FPD is funded primarily through charges for services and property taxes. Other
revenues include reimbursements and grants. Budget information for Fiscal Year 2015-16 shows
revenues totaling $107,443 and expenses totaling $73,773 leaving a net total of $33,670.22.
Fiscal Year 2016-17 shows a deficit of 23,279. Although the funds from the prior Fiscal Year can
be carried over to cover budgetary deficits, other more reliable revenue sources should be
considered to ensure long-term District solvency.
ACCOUNTABILITY AND GOVERNANCE
The Millville FPD is governed by a five member Board of Directors who are elected to
staggered four year terms by registered voters that live within the District. Board meetings are
held on the second Monday of each month at 7:00 p.m. at the fire hall, located at 23963
Whitmore Road in Millville. Agendas are posted in the office windows at least 72 hours in
advance of the meeting and board packets are available for review during normal business
hours.
Shasta Central Valley Area Fire Service 37 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) Using GIS data and 2010 census blocks, the estimated population for the District is
approximately 1,650.
b) Using the projected growth rate of 0.2 – 1.1 percent, the population served by the FPD
could increase to 1,693 – 1,902 by the year 2023.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) Millville is located in Community Tract 06089012601 which qualifies as a
Disadvantaged Community Tract with a MHI of $45,536, which is 74 percent of
California’s reported $61,818 MHI, thereby qualifying the area as disadvantaged.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) The District operates out of one station located at 23963 Whitmore Rd in Millville, CA
96062. The station is reported to be in good condition.
b) The District responds to a average of 200 calls per year and has an ISO rating of 6/6Y.
(4) Financial ability of agencies to provide services
a) The Millville FPD adopted budget for Fiscal Year 2016-17 is $77,013
b) Fiscal Year 2016-17 actuals shows a deficit of $23,279.
c) The District is encouraged to consider revenue increase opportunities as described in
Section 4 of this MSR..
(5) Status of and, opportunities for, shared facilities
a) The District operates in cooperation with other nearby fire agencies including CSA#1
– Shasta County Fire, under informal mutual aid agreements.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) Millville FPD holds regular Board Meetings every second Monday of the month at 7:00
p.m. at the fire hall, located at 23963 Whitmore Road in Millville. To address volunteer
recruitment shortages and retention, it is recommended that the district hold open
houses along with semi-annual volunteer drives, use social media to increase
community engagement and offer benefits as feasible.
b) The District does not have a website page. A website where meeting agendas and
minutes are posted and available for the public would improve accountability and
transparency.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that the Millville FPD SOI be maintained.
Shasta Central Valley Area Fire Service 38 MSR/SOI Update November 2018
Shasta Lake Fire Protection District
Shasta Lake Fire Protection District (SLFPD or District) is an
independent special district serving the City of Shasta Lake
located at the northern end of the Sacramento Valley. The
majority of the District is located on the west side of Interstate
5 between Lake Shasta and the City of Redding. In 1994 the
Shasta Lake Fire Protection District was formed as a result of
the consolidation of the Central Valley FPD and the Summit
City FPD. Dispatching is provided by SHASCOM and the
Shasta County Fire Department Emergency Command
Center in Redding. The last MSR for the Shasta Lake FPD was
completed in 2014 this report will update and build up the
information provided therein.
Table 3.15: Shasta Lake FPD Contact Information
Fire Chief Dennis Beck (530) 275-7474 C42@shastalakefpd.org
Station # 1 Address: 4126 Ashby Ct. Shasta Lake, CA 96019
Website shastalakefpd.us
Types of Services: Fire Protection and Emergency Medical Services
Population Served: 10,386 District Acreage 8,320 SOI Acreage 15,195.5
Number of Staff 9 Full-time professionals, 1 Admin Clerk
District Boundary
The Shasta Lake FPD is independent of the City of Shasta Lake, however, the SLFPD shares
largely the same boundary as the City of Shasta Lake. Shasta Lake FPD also serves one square
mile of unincorporated land to the east of the City for a total of 8,320 acres (13 sq. mi). The
SOI is not coterminous with the District and encompasses 15,195.5 acres. (Figure 9)
The Shasta Lake FPD is directly north of, and adjacent to the Buckeye FPD and the City of
Redding. The current Shasta Lake FPD SOI encompasses the northern portion of the Buckeye
FPD, which is entirely within the City of Redding SOI. Currently, the City of Redding provides
all fire and emergency service to the Buckeye FPD through a Joint Powers Agreement. It is
anticipated that the City will likely pursue annexation of the Buckeye FPD in the future.
However, given the following considerations the area is recommended to be maintained in
the SOI for the Shasta Lake FPD. Should the City of Redding pursue annexation, the area
would be considered to be substantially surrounded by the Shasta Lake FPD SOI, which LAFCo
tries to avoid to maintain logical boundaries. In consideration of service provision, Shasta Lake
Station #1 located on Ashby Rd is better situated to provided efficient response to the area.
Additionally, inclusion of the area in question in the Shasta Lake FPD SOI would establish a
clear east to west alignment along its southern border. Given that the area is recommended
to remain in the Shasta Lake FPD SOI, the area would need to be annexed into the Shasta
Lake FPD upon dissolution of the Buckeye FPD.
Additionally, a prior SOI update expanded the Shasta Lake FPD’s SOI to the north, in part, due
to the expected development of the Moody Flats Quarry Project. The Quarry was not
developed, and this project area remains undeveloped and uninhabited. However, LAFCo
learned, upon receiving input from the District, that they respond to areas beyond the SOI
and are the closest agency to respond to calls in the area. Therefore, it is recommended that
the Shasta Lake FPD SOI be maintained to include this area.
Shasta Central Valley Area Fire Service 39 MSR/SOI Update November 2018
Growth and Population
The City of Shasta Lake is a census-designated place (CDP). According to the 2010 census,
the population of the City of Shasta Lake was 10,164. The 2017 most recent California
Department of Finance report shows a population of 10,386 indicating moderate growth.
Using the 0.2 – 1.1 percent annual growth projections, and the 2010 Census population, the
Shasta Lake FPD could serve a population of 10,431 – 11,717 by the year 2023.
Existing and Planned Uses
Land uses within the District are subject to the City of Shasta Lake General Plan Land Use
Element and Shasta Lake Municipal Title Code 17 – Zoning. Zoning within the City is
predominantly Residential, Commercial, and Industrial. The Commercial zones are primarily
located along Shasta Dam Boulevard (CA State Route 151) and the I-5 corridor. Industrial
zones are found predominantly in the southwest area along Ashby Road. The District indicates
future growth within the Shasta Gateway Industrial Park as well as in the Unclassified area
near the Pine Grove Ave and I-5 intersection. This area appears to be a new residential
development.
Disadvantaged Unincorporated Communities
The City of Shasta Lake is in Disadvantaged Community Place 0671225 with a MHI of $40,295
which is 65 percent of California’s reported $ 61,818 MHI, thereby qualifying the area as
disadvantaged. The City of Shasta Lake and the majority of the Shasta Lake FPD service area
is incorporated, and therefore does not qualify as a DUC. However, it stands to reason that
sections of unincorporated territory surrounding the City may qualify as disadvantaged.
Should the City pursue annexation, DUC communities within its vicinity may be examined
further.
Shasta Central Valley Area Fire Service 40 MSR/SOI Update November 2018
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Shasta Lake FPD Boundary
Shasta Lake FPD SOI
Redding Fire
Sole Response Area Hall #6
Buckeye FPD
Mountain Gate CSD
0 0.5 1Miles
Figure
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
Shasta Lake Fire Protection District
USDA, USGS, AeroGRID, IGN, and the GIS User Community 9
Date: 10/18/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
The Shasta Lake FPD responds to approximately 1500 calls per year of which, the majority
are Emergency Medical and Rescue calls. In 2016, 69 percent of calls were for emergency
medical and in 2017, 71 percent of calls were for emergency medical (figure 10). Dispatch
is provided by SCFD/CAL FIRE.
Incident Type and Response Numbers
1200
1,051
1000
800
543
600
400
201
154
200 61 18 1 0 30 8 78 90 23 16 0 10 1 2
0
2016 2017*
Figure 10: Incident Types and Response. Calls from 2017 are only for part of the year.
ISO Rating
The Shasta Lake FPD maintains an ISO rating of 3 for properties within five road miles of a fire
station and within 1,000 feet of a creditable water supply and 3Y for properties within five
road miles of a fire station, but beyond 1,000 feet of a creditable water supply.
Personnel and Training
The Shasta Lake FPD employs full-time firefighting professionals including a Fire Chief, Fire
Marshall, Training Officer, three Fire Captains, three Engineers and one administrative staff
person. In addition to paid staff, the District relies on volunteers to provide fire protection within
the District. The District also relies on volunteers to conduct District activities and respond to
calls.
Current Infrastructure and Facilities
The Shasta Lake FPD operates out of three fire stations. Fire Station #1, located at 4126 Ashby
Ct, is the District’s main station and is staffed 24/7. All administrative duties are conducted out
of this station.
Shasta Central Valley Area Fire Service 42 MSR/SOI Update November 2018
Station #2 is located at 5270 Akrich Street and is not staffed or used for day-to-day operations.
It is used primarily for apparatus storage. Station #2 was built in the 1940s and is not up to
current earthquake building standards. It does not meet current needs for housing personnel.
The sleeping quarters are directly above the engine bay which does not have proper
ventilation to remove equipment fumes and exhaust.
Station #3 is located at 13791 Lake Boulevard and is also unstaffed and used primarily for
training and storage purposes. Several apparatus are stored at this location, and regular
board meetings are also held there (table 3.18)
Table 3.16: Shasta Lake FPD Current Fleet
Light Equipment (<20,000 Gross Vehicle Weight) Replacement Year
B242 2008 Ford F250 Utility Pickup 2018
C42 2009 Ford F250 Utility Pickup 2019
B42 2013 Ford F250 2023
Heavy Equipment (>20,000 Gross Vehicle Weight)
E 542 2002 Farara Type-3, 750 GPM Pumper 2022
E42 2008 Sutphen type -11750 GPM Pumper 2028
P42 2013 EJ Metals, Ford F550 Patrol Pumper 2033
E242 2014 Pierce Type-1, 1500 GPM Pumper 2034
E642 2014 Pierce Type-3, 1000 GPM Pumper 2034
Challenges and Needs
The Shasta Lake FPD reports that SCBA bottles need to be replaced and renovations and
upgrades are needed at Station #1 where personnel and administrative operations are
housed. Based on the District’s vehicle replacement schedule, several vehicles will need to
be replaced.
Opportunities for Shared Facilities/Increased Efficiency
The Shasta Lake FPD is in close proximity to other fire protection districts and operates with
other fire agencies to provide fire services to the City of Shasta Lake and communities
adjacent to it, or nearby.
FINANCING
The Shasta Lake FPD is funded primarily through property taxes, grants, and fees, charges
levied for services provided, and reimbursements from fire calls when dispatched outside of
the district’s service boundary. The District expected revenues to total $1,168,587 in FY 2016/17,
actual revenues were $1,110,051. Expenditures were greater than revenues and resulted in a
deficit of $187,545. Fiscal Year 2017/18 anticipated revenues of $1,325,936.
Despite the District’s concerted efforts to identify and convey to the public the need for
increased funding for fire services, a ballot measure failed to pass, which would have
provided much needed additional revenue. There are, however, other revenue
opportunities available to the District. Because a substantial portion of the District exists in
the City of Shasta Lake, City regulations regarding cannabis growth and sales could provide
an opportunity for the District to approach those engaged in the newly established
cannabis industry to provide voluntary, independent payments or contributions for fire and
emergency services to the Shasta Lake FPD.
Shasta Central Valley Area Fire Service 43 MSR/SOI Update November 2018
Table 3.17: Shasta Lake Current Revenues and Expenditures
Revenues Adjusted Actual Adopted
FY 2016-17 FY 2016-17 FY 2017/18
Total Taxes 485,205 502,703 484,530
Total Money from Revenue and 10,020 14,454 11,000
Property
Total Intergovernmental 634,939 667,763 825,456
Revenues
Total Charges for Services 38,423 102,424 4,950
Misc. Revenues 0 10,253 -
Total Revenue $1,168,587 $1,297,597 1,325,936
Expenditures
Total Salaries and Benefits $906,500 885,413 1,110,452
Total Services & Supplies $258,887 205,685 $196,440
Total Other Charges $3,200 18,953 $19,044
Total Expenditures $1,168,587 $1,110,051 1,325,936
Net Total (Deficit) 0 $(187,545) 0
Another potential revenue source is impact fees related to new construction. Shasta Lake is
the fastest growing city in Shasta County – in order to continue to provide services as the
demand increases, the City of Shasta Lake could impose an impact fee on new construction.
Those funds would be earmarked specifically for fire infrastructure and apparatus.
ACCOUNTABILITY AND GOVERNANCE
The Shasta Lake FPD is governed by a five-member Board of Directors who are elected to
staggered four-year terms by registered voters that live within the District. Meetings are held
on the second Monday of every month at 6:00pm at Station #3, located at 13791 Lake Blvd,
Shasta Lake, CA 96019. Agendas are posted in the office windows at least 72 hours in
advance of the meeting and board packets are available for review during normal business
hours.
The Shasta Lake FPD maintains a website at www.shastalaekefpd.us. Board agendas and
minutes are posted and are kept mostly up-to-date. Other District information including
staffing and contact information is provided as well.
Shasta Central Valley Area Fire Service 44 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) According to the 2010 US Census, Shasta Lake FPD has a population of 10,164.
b) Based on annual population growth projections, the Shasta Lake FPD could serve a
population of 10,431 – 11,717 by the year 2023.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) The City of Shasta Lake is a Disadvantaged Community Place 0671225 with a MHI of
$40,295 which is 65 percent of California’s reported $ 61,818 MHI.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) Shasta Lake FPD operates out of three stations. The main Station #1 at 4126 Ashby Ct.
staffed 24/7; Station #2 at 5270 Akrich Street which is not staffed or used for day-to-
day operations; and Station #3 at 13791 Lake Boulevard is also unstaffed and is used
primarily for training and storage purposes.
b) The District responded to 1,522 calls in 2016 and 765 in the first half of 2017.
(4) Financial ability of agencies to provide services
a) The operating budget for fiscal year 2017-18 is $1,325,936. Priory year budget actuals
show that the District had a deficit of $187,545.
b) The District made a considerable effort to increase revenues, which did not receive
sufficient voter support. The District is encouraged to consider other revenue increase
opportunities as described in Section 4 of this MSR.
(5) Status of and, opportunities for, shared facilities
a) The District operates with other fire service providers, however there are currently no
opportunities for shared facilities.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) Shasta Lake FPD is an independent district governed by a five-member Board of
Directors. Meetings are held on the second Monday of every month at Station #3.
Agendas and packets are available for review during normal business hours. To
address volunteer recruitment and retention, it is recommended that the district hold
open houses along with semi-annual volunteer drives, use social media to increase
community engagement and offer benefits as feasible.
b) Shasta FPD maintains a website where meeting agendas and minutes are posted,
which improves the District’s transparency and accountability.
(7) Any other matter related to effective or efficient service delivery.
a) The current Shasta Lake FPD SOI encompasses the norther portion of Buckeye FPD. The
Buckeye FPD is entirely within the City of Redding SOI and it is anticipated that the
Buckeye FPD will be annexed by the City of Redding in the future. It is recommended
that the Shasta Lake FPD SOI continue to include the northern portion of Buckeye FPD.
b) A prior Sphere of Influence expansion to the north was done, in part, due to the
expected development of the Moody Flats Quarry Project. It is recommended that
the Shasta Lake SOI retain this area.
Shasta Central Valley Area Fire Service 45 MSR/SOI Update November 2018
County Service Area No. 1
County Service Area #1 (CSA #1), alternatively and
interchangeably recognized as Shasta County Fire
Department (SCFD), is responsible for providing fire
protection services, through a contract with CAL FIRE to
unincorporated area of Shasta County that are not served
by either an independent fire district or a city fire
department. The contract between Shasta County and CAL
FIRE integrates the two organizations into a cohesive
approach to providing fire protection services. CSA #1 –
Shasta County Fire Protection District was formed 1974, to
provide fire protection and emergency medical services to
the unincorporated areas of Shasta County. Dispatch
service for all CSA #1 stations is provided by Cal Fire. A municipal service review (MSR) for the
District was previously conducted in 2014, which evaluated fire-related services provided by
the District. This profile will build upon and update the information in the 2014 document.
Table 3.18: CSA #1 Contact Information
Contact #1: Mike Hebrard
Phone: (530) 225-2418
Email: info@shastacountyfire.org
Physical Address: 875 Cypress Avenue, Redding, CA 96001
Mailing Address: 875 Cypress Avenue, Redding, CA 96001
Types of Services: Structure, Wildland, Vehicle Fire Protection; Medical Aid; Traffic
Accident Response; and Hazardous Materials Spills
Population Served: 70,000
Size of Service Area: 3,400 square miles or 2,176,000 acres
Number of Staff:
District Boundary
CSA #1 has a boundary that is coterminous with the county boundary and encompasses
areas of the county that are not served by other fire protection service providers or fire
protection districts. The initial service area was approximately 102,000 acres and served a
population of 70,000. In 1985, a SOI update increased the SOI to be coterminous with the
county boundary, resulting in coverage for the entire unincorporated population of Shasta
County. (See Figure 1)
Prior to formation, fire protection and suppression services in the unincorporated areas of
Shasta County were provided by independent fire districts. In the 1950s, the California Health
and Safety Code provided for the establishment of localized volunteer fire companies (VFC).
In the 1960’s, the Shasta County government realized its responsibility to provide for fire
protection for industry in the valley floor (primarily lumber mills) and recognized the
importance of the relationship between County fire operations and the VFCs operating in the
rural communities. The county was divided into two zones. “Fire Zone 1” included the
unincorporated areas in the valley region excluding areas served by an independent fire
district, and “Fire Zone 2” encompassed the remainder of the county. In 1974 “Fire Zone 1”
was officially recognized as CSA 1 – Fire Protection. In 1986 “Fire Zone 2” was annexed into
CSA #1, thus creating a countywide CSA for fire protection. Boundary
Shasta Central Valley Area Fire Service 46 MSR/SOI Update November 2018
Growth and Population
CSA#1 is comprised primarily of the rural areas of Shasta County and does not have specific
census data matching the District boundaries, however the district serves large parts of the
unincorporated parts of the county. Using a 2018 Department of Finance (DOF) report, the
estimated unincorporated population served is 66,508 persons which is a decrease of 0.6
percent in the County’s unincorporated population between 2017 and 2018, indicating
negative population growth. Using the 0.2 – 1.1 percent annual growth estimate and the 2018
DOF estimated population, the CSA #1 population could increase to approximately to
between 67,175-70,247 by the year 2023.
Existing and Planned Uses
Land use and building regulation services are provided by the County. Approximately 40.4
percent of Shasta County is public land and 97 percent of the unincorporated areas are
presently undeveloped. Primarily, land use is Agricultural Grazing, Rural Residential (RA), Rural
Residential (RB), Open Space, Timber, and Mixed-Use. According to the Shasta County
General Plan’s Community Organization and Development Pattern section, land use
development in Shasta County “will, in large measure, be determined by the historic pattern
of land use and the existing organization of its communities.” Based on projections of
negligible population growth, less than significant land use development is expected.
Disadvantaged Unincorporated Communities
LAFCo is required to evaluate disadvantaged unincorporated communities (DUCs) as part of
this municipal service review, including the location and characteristics of any such
communities.
As discussed above, the District covers many small communities with few census boundaries
that are able to capture CSA#1’s service area. There are, however, several sub areas
identified with census information. These are analyzed below:
Big Bend CDP
Big Bend is located in Community Place 0606475. It has a MHI of $34,757, which is 56
percent of California’s reported MHI, qualifying Big Bend CDP as a DUC.
Cassel CDP
Cassel CDP is located in Community Tract 06089012702 which has a MHI of $40,075,
which is 65 percent of California’s reported MHI, qualifying Cassel CDP as a DUC
Hat Creek CDP
Hat Creek is located in Community Block 060890127011 which has a MHI of $44,184,
which is 71 percent of California’s reported MHI, qualifying Hat Creek CDP as a DUC.
Old Station CDP
Old Station is located in Community Tract 06089012702 which has a MHI of $40,075,
which is 65 percent of California’s reported MHI, and qualifies as a DUC.
Shingletown CDP
Shingletown is located in Community Tract 06089012603 which has a MHI of $48,528,
which is 79 percent of California’s reported MHI, and qualifies as a DUC.
Bella Vista CDP
Bella Vista is partially located in Community Block 060890118022 which has a MHI of
$45,563 which is 74 percent of California’s reported MHI, and qualifies as a DUC.
Shasta Central Valley Area Fire Service 47 MSR/SOI Update November 2018
French Gulch CDP
French Gulch is located in Community Place 0626056 which has a MHI of $28,750
which is 47 percent of California’s reported MHI, and qualifies as a DUC.
Montgomery Creek CDP
Montgomery Creek is located in Community Tract 06089012601 which has a MHI of
$45,536 which is 74 percent of California’s reported MHI, and qualifies as a DUC.
Although census data is not available for the entire district, it stands to reason that there are
other disadvantaged unincorporated communities within CSA #1. Should territory in the
District or surrounding areas be evaluated for annexation, disadvantaged communities in the
area may be considered further.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
Fire protection services for the District are provided by CAL FIRE. In 2015, CSA #1 responded
to 3,268 calls for service. In 2016, 517calls, or 32 percent, were fires of various types, and 2518
calls, or 77 percent were medical related. Refer to Table 3.26 for an overview of CSA #1’s
service calls. The District is divided into five battalions. An overview of each Battalion is
included below.
Battalion 1
Battalion 1 is under the direct supervision of Battalion Chief Brian Noel and is comprised of five
volunteer fire companies and two CAL FIRE stations:
• Volunteer Fire Company 10 – Cassel
• Volunteer Fire Company 11 – Hat Creek
• Volunteer Fire Company 12 – Old Station
• Volunteer Fire Company 13 – Soldier Mountain
• Volunteer Fire Company 70 – Big Bend
• CAL FIRE Station 14
• CAL FIRE Station 19
There are approximately 4,800 residents living within the Battalion one service area which
encompasses 336,412 acres and includes the communities of Big Bend, Cassel, Hat Creek,
Old Station, Ponderosa, Dana, and Soldier Mountain; as well as Lake Britton and Burney Falls
State Park.
Each VFC within the district has a Type II engine, Type III engine, water tender. Rescue.
Funding provided through winter preparedness augmentation funds allowed CAL FIRE Burney
Station 14 to remain fully staffed through winter 2016.
Shasta Central Valley Area Fire Service 48 MSR/SOI Update November 2018
Table 3.19: CSA #1 Battalion 1 Personnel and Population Served
Volunteer Fire Volunteer Fire Total number of Total Population
Company Chief Volunteers Served
Company 10 –
Don Chaix 6 207
Cassel
Company 11 – Richie
14 500
Hat Creek Hathaway III
Company 12 –
John Parrish 3 51
Old Station
Company 13 –
Greg Mayer 13 120
Soldier Mountain
Company 70 –
David Green 6 150
Big Bend
Battalion 2
Battalion 2 under the direct supervision of Battalion Chief Ken Lowe and is comprised of four
Volunteer fire companies and four CAL FIRE stations:
• Volunteer Fire Company 30 – Oak Run
• Volunteer Fire Company 33 – Bella Vista
• Volunteer Fire Company 71 – Montgomery Creek
• Volunteer Fire Company 72 – Jones Valley
• CAL FIRE Buckhorn Station 34
• CAL FIRE Shasta College Station 73
• CAL FIRE Diddy Wells Station 74
• CAL FIRE Hillcrest Station 75
Each VFC in Battalion 2 has a Type II Engine, a Type III wildland fire Engine, Rescue Unit, and
Water Tender.
Table 3.20: CSA #1 Battalion 2 Personnel and Population Served
Volunteer Fire Total number of Total population
Volunteer Fire Company
Chief volunteers served
Company 30 – Oak Run Linda Barneby 4
Company 33 – Bella Vista Ron Smith 18 2,800
Company 71 – Theresa Carroll
9 1,420
Montgomery Creek
Company 72 – Jones Valley Travis Tygielski
5 800
& Slade Giles
Battalion 3
Located in Southeastern Shasta County, Battalion 3 provides fire protection services to the
communities of Millville, Shingletown, Whitmore, Viola, and Manton. The Millville Fire Protection
District also provides fire protection services in the community of Millville and some
surrounding areas. SCFD cooperates in automatic aid agreements with the Millville FPD and
Tehama County Fire. Battalion 3 is under the direct supervision of Battalion Chief Felix Berbena
and consist of two volunteer fire companies and two CAL FIRE stations:
• Volunteer Fire Company 20 – Shingletown
Shasta Central Valley Area Fire Service 49 MSR/SOI Update November 2018
• Volunteer Fire Company 31- Whitmore
• CAL FIRE Shingletown Station 22
• CAL FIRE Whitmore Station 35
Table 3.21: CSA #1 Battalion 3 Personnel and Population Served
Volunteer Fire Total number of Total population
Volunteer Fire Company
Chief volunteers served
Company 20 –
Justin Tavalero
10 4,500
Shingletown
Company 31 – Whitmore Bill Ellis 8 700
Battalion 4
Located along I-5, Battalion 4 is under the supervision of Battalion Chief Scott Corn. The Cities
of Redding, Anderson and Shasta Lake are within the Battalion service boundary, as well as
the unincorporated communities of Happy Valley, Cottonwood, and Mountain Gate. The
City of Redding Fire Department and Anderson, Happy Valley, Shasta Lake, and Cottonwood
FPDs provide fire service to those communities respectively; and the Mountain Gate CSD
provides fire protection services within its boundaries.
The Battalion consists of three volunteer fire companies, one Shasta County Fire Department
and one Cal Fire Station.
• Shasta County Volunteer Fire Company 32 – Palo Cedro
• Shasta County Volunteer Fire Company 54 – Lakehead
• Shasta County Volunteer Fire Company 55 – West Valley
• Shasta County Fire Department Palo Cedro Station 32
• CAL FIRE Redding Station 43
Table 3.22: CSA #1 Battalion 4 Personnel and Population Served
Volunteer Fire Total number of Total population
Volunteer Fire Company
Chief Staff/ Volunteers served
Company 32 – Palo Cedro Tom Fields 2 1,269
Company 54 - Lakehead N/A None 900-2500
Company 55 – West Valley Shawn Plummer Unavailable 750
Battalion 5
Battalion 5 is under the supervision of Battalion Chief Dave Hotchkiss and is comprised of four
volunteer companies and two Cal Fire stations, one of which is an Amador station.
• Shasta County Volunteer Fire Company 50 – Igo/Ono
• Shasta County Volunteer Fire Company 52 – Centerville
• Shasta County Volunteer Fire Company 53 – Keswick
• Shasta County Volunteer Fire Company 59 – French Gulch
• CAL FIRE Ono Station 57
• CAL FIRE Shasta Station 58
Shasta Central Valley Area Fire Service 50 MSR/SOI Update November 2018
Table 3.23: CSA #1 Battalion 5 Personnel and Population Served
Volunteer Fire Total number of Total population
Volunteer Fire Company
Chief Staff/ Volunteers served
Company 50 – Igo/Ono Doug Atkins 4 600
Company 52 – Centerville John Luntey 23 138
Company 53 – Keswick Joe Pollard 9 Not provided
Company 59 – French Cliff Shattuck
5 300
Gulch
Table 3.24: CSA #1 Department Numbers for 2016
Station # of Battalions
Shasta Central Valley Area Fire Service 51 MSR/SOI Update November 2018
noitategeV
seriF
erutcurtS
seriF
seriF
rehtO
lacideM /tamzaH
SMF cilbuP tsissA % Total Medical
Incident Responses
Shingletown
3 21 4 42 450 4 45 566 76%
Company 20
Oak Run
2 5 1 5 29 0 1 41 71%
Company 30
Whitmore
3 0 4 34 1 3 45 76%
Company 31
Palo Cedro
4 16 15 51 300 5 40 427 70%
Company 32
Bella Vista
2 13 14 60 458 13 46 604 76%
Company 33
Igo/Ono
5 9 1 10 78 0 2 100 78%
Company 50
Centerville
5 4 2 13 105 3 11 138 76%
Company 52
Keswick
5 9 4 23 102 2 7 147 69%
Company 53
West Valley
4 12 6 13 108 1 5 145 74%
Company 55
French Gulch
5 2 1 10 69 0 2 84 82%
Company 59
Montgomery
Creek 2 9 1 18 217 3 3 251 86%
Company 71
Jones Valley
2 3 2 16 140 4 3 168 83%
Company 72
Total
- 135 59 323 2518 42 191 3268 77%
Responses
Source: 2016 Annual Report
Personnel
The Shasta County Fire Department is a combination paid/volunteer department comprised
of a small number of paid CAL FIRE employees who provide response, administrative, training,
and fire prevention services in support of a force of volunteer firefighters. Eighteen Volunteer
Fire Companies (VFC) make up the Shasta County Fire Department. These VFCs are located
in the unincorporated communities throughout the county. There is one fully funded county
fire engine located in Palo Cedro and four Amador funded engines staffed with full-time paid
CAL FIRE employees.
Current Infrastructure and Facilities
Each of the departments has facilities and infrastructure of various ages and conditions. The
infrastructure needs are determined through an annual inspection of all facilities.
Infrastructure and maintenance needs are addressed by the Shasta County facility
maintenance department. None of the facilities within CSA #1 need to be replaced. A list of
all facilities improvements and additions was compiled in 1999; by 2014 those upgrades and
improvements had been completed and the District moved into a maintenance phase and
issues are addressed as they arise.
There are several benchmarks by which the level of fire service provided by an agency may
be measured, and the Insurance Services Office Public Protection Classification, or ISO PPC,
is one such measure. The ISO is a rating commonly used by insurance companies to
determine fire insurance rates, with 1 being the best rating which indicates the highest level
of fire protection and the lowest being 10.
FINANCING
Current Revenues and Expenditures
The Shasta County Board of Supervisors adopted budget for CSA #1 for Fiscal Year 2017-18 is
shown below in table 3.27. CSA #1 requested a total of $8.1 million with revenues expected
to be approximately $5.4 million. The appropriations exceed revenues by $2.7 million which
will be covered by the Shasta County General fund balance. The fiscal year 2017-18 budget
appropriations have increased $930,305. This is largely due to purchasing of deferred capital
asset vehicles. County Fire deferred three heavy equipment purchases to allow time for
review of specific needs to optimize the purchases. Also, there was a significant increase in
the County Fire Workers’ Compensation rate,
County Fire has allocated substantial funds to purchase specialized equipment for the Shasta
Cascade Hazardous Material Response Team to be offset by grant revenues. County Fire
continues to closely monitor necessary expenditures and encourage program efficiencies
and savings.
Table 3.25: CSA #1 Financial Data
Revenues Actuals 2015- Actuals 2016-
Adopted 2017-18
16 17
Taxes 1,875,396 1,993,135 1,901,050
Licenses, Permits & Franchise 22,610 23,285 23,000
Revenue from Money & Property 16,507 27,503 15,000
Intergovernmental Revenues 797,732 73,533 54,000
Charges for Services 1,138,374 1,079,743 723,917
Miscellaneous Revenues 7,262 465 100
Other Financing Sources Tran in 2,201,474 2,493,821 2,707,930
Other Financing Sources SRCS Sale 29,796 0 10,000
Total Revenue 6,089,153 5,691,488 5,434,997
Shasta Central Valley Area Fire Service 52 MSR/SOI Update November 2018
Expenditures
Salaries & Benefits 399,477 419,113 570,527
Services & Supplies 1,281,046 1,079,450 1,509,984
Other Charges 3,531,503 3,588,113 4,452,217
Capital Assets 1,110,046 164,859 1,639,634
Total Expenditures 6,322,074 5,251,538 8,172,362
Net Total (deficit) (232,920) 439,949 (2,737,365)
Source: Shasta County Budget 2017-18
ACCOUNTABILITY AND GOVERNANCE
The principal act that governs CSAs is the County Service Area law (Government Code
§25210-25217.4). CSA#1 is a dependent district governed by the County Board of Supervisors
who serves as its Board of Directors. The Board of Supervisors holds regular public meetings in
accordance with the Brown Act and considers matters related to CSA #1, including service
contracts and annual budgets, as needed. There is no advisory body that serves CSA #1.
Such a body could provide a vehicle for more local participation and accountability.
Affected property owners may provide input directly to the Shasta County Fire Department
Chief or to the County Board of Supervisors.
Shasta Central Valley Area Fire Service 53 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) The estimated population of CSA #1 is approximately 66,508.
b) Using the projected 0.2 – 1.1 percent growth rate, CSA #1 could serve 67,175 – 70,247
residents by 2023.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) CSA #1 encompasses all of unincorporated Shasta County that is not within an
independent fire district or the City of Redding making DUCs difficult to identify.
b) CSA #1 serves primarily the unincorporated communities of Shasta County. The
County has an MHI of $45,582 which is 74% of the state MHI of $61,818.
c) Big Bend CDP, Hat Creek, Cassel CDP, Old Station CDP, Shingletown CPD, Bella Vista
CDP, French Gulch CDP, and Montgomery CDP qualify as DUCs with an median
household income less than 80 percent of the state median household income.
d) It is likely more communities qualify as disadvantaged within the CSA #1 boundary.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) Each battalion operates a number of stations. Those stations are maintained on a
regular schedule and are reported to be in conditions ranging from fair to good.
(4) Financing ability of agencies to provide services
a) CSA #1 has an operating budget for fiscal year 2017-18 of $5,434,997
b) Budget actuals for fiscal year 2016-17 show a net total of $439,949.
(5) Status of and, opportunities for, shared facilities
a) CSA #1 cooperates extensively with other County Districts to provide fire protection.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) CSA#1 is a dependent district governed by the County Board of Supervisors who
serves as its Board of Directors. The Board holds regular public meetings to consider
CSA #1matters, including service contracts and annual budgets, as needed. To
address volunteer recruitment and retention, open houses, semi-annual volunteer
drives, social media use is recommended.
b) There is no advisory body that serves CSA #1. Such a body may provide a vehicle for
more local participation and accountability.
c) The SCFPD has a website, however individual CAL FIRE supported volunteer fire
departments do not. A website with relevant service information, budgets, financial
data, and contact information postings would provide improved transparency.
d) Both CAL FIRE and Shasta County demonstrated accountability in its cooperation with
LAFCo’s information requests.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that the CSA #1 SOI be maintained.
Shasta Central Valley Area Fire Service 54 MSR/SOI Update November 2018
City of Redding Fire Department (Buckeye FPD)
The Redding Fire Department serves the City of Redding and the
Buckeye Fire Protection District (FPD) with a combined service area of
65 square miles. Redding is the largest city in the Cascade Region and
is a main hub for transportation, entertainment and shopping for
Shasta County. A Joint Powers Agreement between Buckeye FPD and
the City of Redding provides that all fire and emergency services will
be provided to the community by the Redding Fire Department. The
last MSR for the Buckeye FPD was completed in 2014. This report will
update and build up the information provided therein.
Table 3.26: City of Redding Fire Department Contact Information
Interim Fire Chief Cullen Kreider (530) 225-4141 ckreider@cityofredding.org
Mailing Address: PO Box 496071 Redding, CA 96049
Site Address 777 W Cypress Avenue, Redding, CA 96001
Website www.cityofredding.org/departments/fire-department
Types of Services: Fire Protection, Fire Prevention, and Emergency Services
Population Served: 91,320
Service Area: 65 square miles (41,600 acres)
Number of Staff 72 Career Personnel
Agency Boundary and Sphere
The Redding Fire Department’s combined service area is 65 square miles and includes the
jurisdictional boundaries of the City of Redding and the Buckeye FPD. (See Figures 11 and 12).
While this service area can generally be considered one operational area for purposes of fire
and rescue services, LAFCo maintains separate jurisdictional boundaries and spheres of
influence for the City of Redding and the Buckeye FPD. The Buckeye FPD was assigned a zero
sphere of influence (SOI) in 1986 as the entire District is within the City of Redding’s SOI. A zero
sphere, which includes no territory, assumes that the public service responsibilities and
functions of an agency should ultimately be reassigned to another agency. In this case, it is
anticipated that the size of the Buckeye FPD will reduce as territory is annexed into the City
of Redding. Once all the area is annexed and served by the City, the District will subsequently
be dissolved. Currently, there are no plans to annex the Buckeye FPD into the City.
Growth and Population
Between 2000 and 2013, the population of the City of Redding grew from 80,865 to 89,861
people, with an annual growth rate of approximately 0.85 percent. Based on the California
Department of Finance, the 2018 population for the City of Redding is 91,357 people, which
represents a 0.1 percent change from the year prior. In addition, the Buckeye FPD has an
estimated population of 1,665 people based on 2010 census block data. Using the estimated
combined service area population of 93,000 and the Shasta County growth projections of 0.2
and 1.1 percent, the Redding Fire Department could serve between 93,242 and 94,338
residents by 2023.
Shasta Central Valley Area Fire Service 55 MSR/SOI Update November 2018
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Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
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USDA, USGS, AeroGRID, IGN, and the GIS User Community
11
Map Date:
7/10/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
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Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS,
Buckeye Fire Protection District
USDA, USGS, AeroGRID, IGN, and the GIS User Community
12
Date: 7/25/2018
Sources: Boundaries, Roads, Parcels: Shasta County GIS.
Existing and Planned Uses
The City’s land use classifications and zoning designations are determined by the City of
Redding General Plan. Zoning is primarily single-family residential with 38,679 housing units.
Pockets of Industrial and Commercial zoning designations are dispersed throughout the City
with most Commercial areas along the I-5, CA-299 and CA-273 corridors. Within the Buckeye
FPD, land uses are primarily residential with areas of open space dispersed. The County’s
zoning in this area is primarily Interim Residential (IR) which is “applied to urban residential or
suburban residential areas, on an interim basis, where it is apparent that more intensive urban
or suburban development is imminent.”
Disadvantaged Unincorporated Communities
The City of Redding is in Disadvantaged Community Place 0659920 with a MHI of $43,773
which is 71 percent of California’s reported $61,818 MHI, thereby qualifying the area as
disadvantaged. The City of Redding is incorporated, and therefore does not qualify as a DUC.
However, it stands to reason that sections of unincorporated territory surrounding the City
may qualify as disadvantaged. Should the City pursue annexation, DUCs within its vicinity
should be assessed further.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
In 2017 the Redding Fire Department responded to 14,277 calls for service of which 480 calls,
or three percent, were fires of various types and 8,907 calls, or 62 percent, were rescue or
medical related. Other calls such as Public Service and Good Intent calls represented 28
percent of total calls. (See Table 3.34). Of the total calls of service, between 200 and 300
incidents per year are produced within the Buckeye FPD. The Redding Fire Department has
a goal of responding to 90 percent of calls within 5 minutes. Dispatching is contracted with
SHASCOM.
Table 3.27: Redding Fire Department Incident Types (2014-2017)
Incident 2014 2015 2016 2017
Building Fires 147 135 142 171
Vehicle Fires 69 52 62 78
Vegetation Fires 174 196 146 167
Other Fire Incident Types 78 93 68 64
Overpressure/Explosion (No Fire) 37 33 36 26
Rescue & Emergency Medical 8,337 8,131 8,502 8,907
Hazardous Condition 240 198 221 228
Public Service Call 1,153 1,304 1,418 1,559
Good Intent Call 1,816 2,323 2,314 2,569
False Alarm & False Call 385 387 466 466
Severe Weather/Natural Disaster 1 3 3 18
Special Incident Type 25 8 18 19
Total Responses 12,456 12,863 13,396 14,277
% Medical 67% 63% 63% 62%
% Fire Response 4% 4% 3% 3%
Source: www.cityofredding.org
Shasta Central Valley Area Fire Service 58 MSR/SOI Update November 2018
In addition to responding to calls for service, the Redding Fire Department also provides fire
prevention, investigation and other services related to public safety and code compliance.
See Table 3.36 for the number of incidents between 2014 and 2016 (actuals) and those
projected for 2017.
Table 3.28: Redding Fire Department Fire Prevention Workload
Fire Prevention 2014 2015 2016 2017
Arson Fire Investigations 92 88 79 85
General Fire Investigations 170 166 193 180
Fire Inspections (Bureau) 1,109 994 878 994
Plan Reviews 52 89 200 250
Weed/Vegetation Complaint Investigations 218 288 311 300
Public Information Requests 50 54 68 65
Vegetation Management Inspections 26 87 166 175
Source: City of Redding budget
ISO Rating
For several decades, the Redding Fire Department had an ISO rating of 3, which is in the top
20 percent of the nation in terms of fire protection systems and capabilities. In 2016, the
Redding Fire Department was upgraded to an ISO rating of 2, which now places the City of
Redding and the Buckeye FPD in the top 2 percent of communities nationwide for fire
protection. Based on the ISO report, the department only received 64 percent of the possible
points for firefighter staffing. As such, any decreases in number of personnel would likely have
a negative impact on the department’s ISO rating in the future.
Personnel and Training
The Redding Fire Department is comprised of three Divisions – Administration, Operations, and
Prevention – and employs 72 uniformed career personnel assigned to three alternating shifts
or battalions. The department’s goal is to secure three-person staffing for all fire engines
currently staffed with only two persons. Through a SAFER grant and subsequent city funding,
the department currently staffs five of their eight engines with the industry standard of three
personnel.
The department has indicated they have staffing shortages in both the Fire Suppression and
Fire Prevention Divisions. Currently, the Fire Prevention Division is staffed with one Deputy
Chief/Fire Marshal and two Fire Inspector/Investigators. Due to funding constraints, the
department has not been able to re-establish the Assistant Fire Marshal position and the Fire
Prevention Specialist positions, both of which are top department priorities in order to remain
responsive to increasing construction and development needs of the community.
Members of the Redding Fire Department are continuously involved with training. The
department has a Battalion Chief/Training Officer and administers a four-week Firefighter
Academy for new firefighters. In addition, all personnel are expected to complete a minimum
of 20 hours of training per month in a wide variety of subjects: firefighting, rescue, EMS, and
hazardous materials to name just a few. Due to funding constraints, the department has not
been able to implement Fire Officer and Battalion Chief training programs.
It is important to note that the Buckeye FPD does not have any employees since all services
are provided by the Redding Fire Department.
Shasta Central Valley Area Fire Service 59 MSR/SOI Update November 2018
Current Infrastructure and Facilities
The Redding Fire Department currently operates eight (8) fire stations including the Buckeye
FPD station (Station #6). The department has identified a list of upgrades needed for each
station, however securing funding for those improvements is a budgetary challenge. The
department pursues grant funding whenever possible to help purchase new apparatus and
equipment. Most recently in 2017, the department purchased two new engines, with Buckeye
FPD contributing $250,000 and the Redding Fire Department contributing $950,000. The new
engines replaced models from 1989 and 1990.
Challenges and Needs
The Redding Fire Department continues to monitor apparatus and equipment needs. Funding
to replace aging apparatus remains inadequate; however, given the department is facing
higher-priority staffing needs, no enhancements to the apparatus replacement fund have
been budgeted. The department is has also completed much of the groundwork and
planning to add a secondary VHF repeater as their primary VHF channel is increasingly too
busy to remain effective. However, funding in the amount of $200,000 is needed.
FINANCING
The adopted budget for FY 2018-19 is approximately $20.2 million. The budget is broken down
into the department’s three Divisions – Administration, Operations, and Prevention. The
majority of funds are used for Fire Department Operations (approximately 90%). A contractual
increase for SHASCOM dispatch services in the amount of $89,000 is provided under
“Operating Materials” beginning in 2017-18. See Table 3.36 for full budget details.
Table 3.29: Redding Fire Department Budget Expenditures
Materials,
Supplies & Capital Debt
Division Personnel Services Outlay Services Total
Administration
FY 2018-19 Adopted 945,170 175730 - - $1,121,900
FY 2017-18 Adopted 915,930 177370 - - $1,093,300
FY 2016-17 Amended 882,400 152740 - - $1,035,140
FY 2015-16 Actual 803,200 157425 - - $960,625
Operations
FY 2018-19 Adopted 15,526,120 2,767,640 - - $18,293,760
FY 2017-18 Adopted 14,916,480 2,720,580 10,000 - $17,647,060
FY 2016-17 Amended 15,582,230 2,676,540 86,930 120,320 $18,466,020
FY 2015-16 Actual 15,069,460 2,574,240 115,747 80,192 $17,939,639
Prevention
FY 2018-19 Adopted 776,400 86,150 - - $862,550
FY 2017-18 Adopted 753,490 86,540 - - $840,030
FY 2016-17 Amended 729,140 81,780 - - $810,920
FY 2015-16 Actual 680,901 68,520 - - $749,421
Total
FY 2018-19 Adopted $17,248,690 $3,029,520 - - $20,278,210
FY 2017-18 Adopted $16,585,900 $2,984,490 $10,000 - $19,580,390
FY 2016-17 Amended $17,193,770 $2,911,060 $86,930 $120,320 $20,312,080
FY 2015-16 Actual $16,553,561 $2,800,185 $115,747 $180,192 $19,649,685
Shasta Central Valley Area Fire Service 60 MSR/SOI Update November 2018
As discussed above, the Buckeye FPD contracts for fire services with the Redding Fire
Department. The District’s main revenue sources are property taxes and revenue from leasing
District-owned property (APN 064-220-024) for a wireless telecommunications facility. A
summary of District revenues and expenditures are provided below.
Table 3.30: Buckeye FPD Revenues and Expenditures
FY 2017-18 FY 2017-18 FY 2018-19
Revenue
Adopted Final Proposed
Taxes and Assessments $95,439.00 $95,439.00 $95,345.00
Revenue from use of Money and $15,300.00 $15,300.00 $15,150.00
Property
Intergovernmental Revenues $1450.00 $2,348.00 $2,100.00
Transfer in-Reserve Fund - $58,220.85 -
Prior Year Fund Carryover $44,961.00 $44,961.24 $3,918.00
Total Revenue $157,150.00 $216,269.09 $116,513
Expenditures
Services & Supplies $8,006.00 $8,904.00 $7,171.00
Contributions to Outside Agencies $55,226.00 $55,226.00 $55,230.00
Appropriations for Contingency $93,918.00 $23,918.24 $4,112.00
Fund Balance Assigned (Reserve) - $108,220.85 $50,000.00
Fund Balance Restricted (Hydrant) - $20,000.00 -
Total Expenditures $157,150.00 $196,269.09 $136,513.00
Net Total $0.00 $20,000.00 $0.00
Source: Buckeye FPD
ACCOUNTABILITY AND GOVERNANCE
The Redding City Council consists of five members elected "at large" for staggered four-year
terms. The City Mayor is selected from the council members. Council meetings are held on
the first and third Tuesdays of each month at 6:00 pm in the Council Chambers located at
777 Cypress Avenue in Redding. Redding operates under the Council-Manager form of
government. The City Council appoints a City Manager and who then hires heads of
departments, including the Fire Chief.
Buckeye FPD is an independent special district governed by a five-member Board of
Directors. Board meetings are held on the first Monday of each quarter at 6:00pm inside
Redding Fire Station #6 at 1695 Beltline Avenue in Redding. Agendas are posted and
available to the public 72 hours in advance.
Shasta Central Valley Area Fire Service 61 MSR/SOI Update November 2018
MUNICIPAL SERVICE REVIEW DETERMINATIONS
(1) Growth and population projections for the affected area
a) The combined service area for the Redding Fire Department and Buckeye FPD is
approximately 93,000.
b) Using a projected growth rate of 0.2 – 1.1 percent, the District could expect to serve
93,242 – 94,338 residents by 2023. Based on this estimate, it is anticipated that the
demand for services will increase slightly during the period between now and the next
Municipal Service Review.
(2) The location and characteristics of any disadvantaged unincorporated communities
within or contiguous to the sphere of influence
a) Buckeye Fire Protection District is located in Disadvantaged Community Tract
06089011600 with a MHI of $41,104, which is 66 percent of California’s reported $61,818
MHI, and 06089010806 with a MHI of $34,722 which is 56 percent of California’s MHI,
thereby qualifying the area as disadvantaged.
b) Should territory in the District or surrounding areas be evaluated for annexation in the
future, disadvantaged communities may be considered further.
(3) Present and planned capacity of public facilities and adequacy of public services,
including infrastructure needs or deficiencies
a) Through a JPA between the Buckeye FPD and the City of Redding, the Redding Fire
Department provides fire and emergency services to the Buckeye FPD.
b) The average response time within the District is 6 minutes.
c) The City of Redding, and by extension, the Buckeye FPD has an ISO Rating of 2.
(4) Financing ability of agencies to provide services
a) The majority of District revenues come from property taxes, which generated
approximately $95,439.00 in fiscal year 2017/18.
b) All revenues are transferred to the City of Redding.
(5) Status of and, opportunities for, shared facilities
a) Buckeye FPD is northwest of and directly adjacent to the City of Redding. The Buckeye
FPD and the District operate as one agency responding to calls within each agency’s
boundaries.
b) Buckeye FPD operates out of Station #6, at 1695 Beltline Avenue in Redding. Station
#6 is owned and maintained by the City of Redding Fire department
(6) Accountability for community service needs, including governmental structure and
operational efficiencies
a) Buckeye FPD in an independent district governed by a five-member Board of
Directors. The Board holds regular meetings on the first Monday of each quarter at
Redding Fire Department Station #6, 1695 Beltline Avenue in Redding.
b) The District does not currently have a website. Maintaining a website would allow the
District to post meeting materials such as agendas, board packets and approved
minutes and would improve District transparency.
(7) Any other matter related to effective or efficient service delivery.
a) It is recommended that Buckeye FPD’s sphere of influence be maintained as a zero
sphere, which includes no territory, to reflect the eventual annexation to the City of
Redding.
Shasta Central Valley Area Fire Service 62 MSR/SOI Update November 2018
Mountain Gate Community Services District
The Mountain Gate CSD service area is located just north
of the City of Shasta Lake along Interstate 5. The District is
generally bounded on the north, northwest and northeast
by U.S. Forest Service lands, on the south by Bella Vista
Water District and on the southwest by the City of Shasta
Lake. Formed in May 1956, the Mountain Gate CSD was
established as an independent special district to provide
water to Mountain Gate area customers. Fire protection
and emergency services were initiated in 1966.
Table 3.31: Mountain Gate CSD Contact Information
Contact: Don Kerns, Fire Chief (530) 275-3003 C41@shastalakefpd.org
Mailing Address: 14508 Wonderland Blvd., Redding, CA 960063
Site Address 14508 Wonderland Blvd., Redding CA 96003
Website https://www.mountaingatecsd.com/
Types of Services: Potable Water and Fire Protection
Population Served: 1,930 Size of Service Area: 3,945 Acres (6.2sq mi)
Number of Staff 1 Part-time fire chief and 13 Volunteers
District Boundary
At the time of formation, the District encompassed approximately 1,280 acres or 2.5 square
miles. A series of annexations occurred in the 1960s and 1970s which increased the District
area by an additional 2,150 acres. In 1960 there was a boundary clean-up with Mountain
Gate CSD, Shasta Lake FPD, and the City of Shasta Lake resulting in a detachment of 60
acres. A recent 311-acre annexation of the Union School Rd area increased the current area
of the District to approximately 4,256 acres (6.7 square miles). (See Figure 13).
Growth and Population
According to the 2016 American Communities Survey 5-Year Estimates, the population of the
Mountain Gate Census Designated Place (CDP) was 928 people. However, the CDP
boundary is smaller than the Mountain Gate CSD boundary. Therefore, the estimated
population served by the District is 1,930. Using the 0.2 – 1.1 percent projected annual growth
and the estimated population of 1,930, the population served by the District could increase
to between 1,980 and 2,224 by the year 2023.
Existing and Planned Uses
Land uses within the response area are subject to the Shasta County General Plan and Zoning
Regulations. The Shasta County General Plan identifies the Mountain Gate CSD as a Rural
Community Center which is defined as a community that may or may not provide water
and/or wastewater treatment. Zoning in the District is primarily Rural Residential (R-R), Limited
Residential (R-L), Commercial (C), and Mixed Use (MU). Within the District, current land-use is
primarily sparse residential with pockets of commercial uses scattered throughout.
Shasta Central Valley Area Fire Service 63 MSR/SOI Update November 2018
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Map Date:
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Sources: Boundaries, Roads, Parcels: Shasta County GIS.
Disadvantaged Unincorporated Communities
Mountain Gate CSD is located in Community Place 0649558 which qualifies as a Severely
Disadvantaged Community Place with a MHI of $33,906, which is 55 percent of California’s
reported $61,818 MHI, thereby qualifying the area as a disadvantaged community. Should
territory in the surrounding area be proposed for annexation in the future, disadvantaged
communities in the area should be considered.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
In 2017 the Mountain Gate Fire Department responded to approximately 683 calls averaging
1.9 calls per day (Figure 14). Of those call, 78 percent were medical calls. In 2016, the District
responded to 665 calls. Eighty-one percent of which were medical calls and 19 percent were
fires of various types. In 2015 the Mountain Gate Fire Department responded to 388 calls, of
which 69 percent were medical calls and 19 percent were fires of various types. The
department reports an average response time of 5-8 minutes depending on where the call
is, with an out of station time of 2 minutes.
ISO Rating
The Mountain Gate Fire Department maintains an ISO rating of 03/3Y. The first number is
applied to properties within five road miles of a fire station and within 1,000 feet of a
creditable water supply. The second number with a Y designation applies to properties within
fiver road miles of a fire station, but beyond 1,000 feet of a creditable water supply. The
Mountain Gate CSD reports to have 151 fire hydrants with 13 recently upgraded.
Personnel
The Mountain Gate CSD employs one part-time fire chief and the department currently has
13 volunteers, though the number of volunteers fluctuates. Maintaining a consistent number
of volunteers is identified as one of the department’s primary challenges.
Incident Type and Response Numbers
500 442 457
400
300
219
200
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100 38 60 54 51 7 22 24 52 46 51 32 14 21
0
Fire Medical Motor Vehicle Vehicle Fire Vegetation Fire Other
Accident (MVA)
2015 2016 2017
Figure 14 Incident Type and Response Data 2015-2017
Shasta Central Valley Area Fire Service 65 MSR/SOI Update November 2018
Current Infrastructure and Facilities
The Mountain Gate Fire Department operates out of one fire station located at 14508
Wonderland Blvd., Redding. Built in 1970, it is 2,800 sq. ft and is reported to be in good
condition. The department operates several apparatus to respond to calls. Those vehicles are
listed below in Table 3.29. The District reports that all of the vehicles are in good condition and
there are no plans for upgrades or replacements.
Table 3.32: Mountain Gate CSD Current Fleet
Fire Engines Capacity
2001 Ford F750 750 gpm
2007 International DT 570 1250 gpm
2017 International 4X4 500 gallon
Other Vehicles
2000 Sterling Water Tender 3,750 gallon
2008 Ford F150 Response Vehicle n/a
2011 Ford F350 Rescue Vehicle n/a
FINANCING
Table 3.33: Mountain Gate CSD Current Revenues and Expenditures
Adopted Adopted Adopted
2015-16 2016-17 2017-18
CSD Revenue 132,139.00 150,062.00 150,062.00
Interest 300.00 300.00 300.00
Strike Team Income 50,000.00 50,000.00 50,000.00
Gain/Loss Sale of Asset 100.00 100.00 1.00
Grant Revenue 100.00 100.00 1.00
Total Revenue 182,639.00 200,562.00 200,364.00
Expenditures
Fire Vehicle Maintenance 2,850.00 3,750.00 4700.00
Shop Supply/Tools/Equip 2,000.00 2,000.00 2000.00
Tires 750.00 1,000.00 3900.00
Radio Equipment 23,00.00 2,300.00 2300.00
Clothing 4,600.00 3,000.00 3000.00
Foam/Fire Extinguishers 600.00 600.00 500.00
Gen Medical/Fire Supply 1750.00 1,750.00 1750.00
Office 600.00 500.00 500.00
Fire Hose 0.00 1,000.00 1000.00
Annual Physicals 1000.00 600.00 500.00
59093-2 Fire Protection 100 100.00 100.00
59100-2 FD Admin Expenses 33,500 33,500.00 29500.00
59101-2 Dues & Subscriptions 900 1,125.00 1122.00
59110-2 Volunteer Expense 1,500 1,500.00 1500.00
59120-2 Chiefs Compensation 17,941 17,941.00 290941.00
59130-2 Drill & Response 12,000 15,000.00 11,460.00
Shasta Central Valley Area Fire Service 66 MSR/SOI Update November 2018
Adopted Adopted Adopted
2015-16 2016-17 2017-18
59140-2 Travel Expense 100 100.00 100.00
59200-2 Workers Comp. 11,730 11,730.00 11,730.00
59320-2 FICA Exp 1,337 1,337.00 2,484.00
59079-2 Fuel Expense 7,250 6,400.00 6,800.00
59090-2 Training Expense 2,150 1500.00 500.00
59330-2 Unemployment Exp. 1,112 1,112.00 2,290.00
59340-2 SDI Exp. 90 90.00 158.00
59501-2 SCBA Testing 1,200 1,200.00 1,200.00
59610-2 Strike Team Wages 25,000 25,000.00 25,000.00
59620-2 Strike Team Expense 100 1.00 1.00
59630-2 Grant Writing 0 1,000.00 1,000.00
Transfer Out CSD Budget 35,225.00 38,328.00
Expense
Total Expenditures $132,460.00 $170,361.00 $174,364.00
Net Total $50,179 $30,201 $26,000
Source: Mountain Gate CSD
The Mountain Gate CSD is funded primarily through property taxes, grants, and fees, charges
levied for services provided, and reimbursements from fire calls when dispatched outside of
the District’s service boundary. The Mountain Gate Fire Department budget for FY 2017-18
expects $200,364.00 in revenue and $174,364.00 in expenditures.
ACCOUNTABILITY AND GOVERNANCE
The Mountain Gate CSD is an independent special district governed by a five-member Board
of Directors. Meetings are held on the second Wednesday of the month at 6:00pm at the
District Offices, 14508 Wonderland Boulevard, Redding, CA. The Mountain Gate CSD operates
a website at www.mountaingatecsd.com where meeting materials are made available for
the public.
Shasta Central Valley Area Fire Service 67 MSR/SOI Update November 2018
Shasta Community Service District
The Shasta CSD is generally bounded on
the northeast by CSA #25- Keswick the
southeast by the City of Redding and
Centerville CSD, the south by Centerville
CSD, and on the west by U.S. Forest Service
lands and the Whiskeytown National
Recreation Area. Bureau of Land Management (BLM) parcels are interspersed throughout
the District. The District is bisected by State Route 299 West. Formation of the Shasta CSD was
initiated by petition of landowners and registered voters and submitted to the County Board
of Supervisors on April 6, 1959. After its formation in 1959, the Shasta CSD immediately initiated
fire protection and emergency services in 1960, and by 1964 the District was also providing
domestic water services to its citizens.
Table 3.34: Shasta CSD Contact Information
Contact: Mark Todd, Fire Chief Mark Pereira, Battalion Chief
CSD General Mgr. Chris Koeper
Physical Address 10644 High St. Shasta, CA 96087
Mailing Address PO Box 2520 Shasta, CA 96087
Phone Number (530) 241-4615
Email oldshastafire@yahoo.com
Website Shastacsd.org
Population Served Approx. 1,737 Service Area 7,360 Acres (11.5 sq. miles)
Number of Staff 1 Full-Time Battalion Chief, 1 Part-time Fire Chief, 3 seasonal firefighters
and 10 volunteer firefighters
District Boundary
At the time of formation, Shasta CSD encompassed 7,385 acres, or 11.5 square miles. By 1985,
the District encompassed some 6,400 acres. Currently the CSD encompasses about 7,360
acres, or approximately 11.5 square miles. (Figure 15)
Growth and Population
There is a Shasta census designated place (CDP) so US Census population statistics are
available. According to the 2016 American Community Survey 5-Year Estimates, the
population of the Shasta CDP was 1,737. The CDP boundary is slightly smaller than the Shasta
FPD boundary, however, the CDP captures the areas of densest population. Using the higher
estimate of 0.5 percent annual growth and the estimated population of 1,737, the population
served by the district will increase to approximately 1,756 by the year 2035.
Existing and Planned Uses
Land uses within the response area are subject to the Shasta County General Plan and Zoning
Ordinances. The Shasta County General Plan identifies Shasta CSD as a Rural Community
Center which is defined as a community that may or may not provide water and/or
wastewater treatment. Zoning in the District is primarily Limited Residential (R-L), Rural
Residential (R-R), Building Site (B), Community Commercial. Within the district, current land-
use is primarily sparse residential with pockets of commercial uses scattered throughout.
Shasta Central Valley Area Fire Service 68 MSR/SOI Update November 2018
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Sources: Boundaries, Roads, Parcels: Shasta County GIS.
Disadvantaged Unincorporated Communities
A portion of Shasta CSD is located in Community Block Group 060890124001, which qualifies
as a Disadvantaged Community Tract with a MHI of $31,767, which is 51 percent of
California’s reported $61,818 MHI, thereby qualifying the area as disadvantaged. However,
a large portion of the District does not fall within a disadvantaged community block, tract or
place as defined by the California State Department of Water Resources and therefore does
not qualify as a DUC. Should the territory in the surrounding area be proposed for annexation
in the future, the disadvantaged communities should be considered.
INFRASTRUCTURE AND SERVICES
Service Demand and Service Levels
The Shasta CSD Fire Department Responded to a total of 257 calls in 2016 and 261 calls in
2017. The majority of calls are medical related.
Incident Type and Response Numbers
131 128
140
120
100
80
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2 4 0 0 18 30 9 17 16 6 6 3 7 10 7 15 25 14
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Incident Type
2016 2017
Figure 16 Shasta CSD Incident Type and Response Data 2015-2017
ISO Rating
The District maintains an ISO rating of 05/5Y. The first number is applied to properties within
five road miles of a fire station and within 1,000 feet of a creditable water supply. The second
number with a Y designation applies to properties within fiver road miles of a fire station, but
beyond 1,000 feet of a creditable water supply.
Personnel and Training
The Shasta CSD Fire personnel includes one full-time Battalion Chief, one part-time Fire Chief,
three seasonal firefighters, and 10 volunteer firefighters.
Current Infrastructure and Facilities
The District operates out of one fire station located at 10644 High Street in Shasta, CA. The
District operates several apparatus to respond to calls in the community. Those vehicles are
listed below in Table 3.31. The District reports that all of the vehicles are in good condition.
Apparatus replacement is made on a 15-year cycle. Generally, apparatus 15 to 30 years old
Shasta Central Valley Area Fire Service 70 MSR/SOI Update November 2018
are second out or reserve equipment. Other equipment such as self-contained breathing
apparatus and Jaws of Life are repaired or replaced as needed.
Table: 3.35 Shasta CSD Current Fleet
Apparatus Type Capacity
E-56 Type 1 1,000 GPM
E-256 Type 2 1,000 GPM
E-556 Type 2/3 500 GPM
B-56 2011 F150 -
WT-56 Water Tender 2,000 Gal/500 GPM
R-56 F350 -
R-256 2009 5150 -
Opportunities for Shared Facilities/Increased Efficiency
The Shasta Fire Department maintains mutual and automatic aid agreements with other fire
protection agencies including the Shasta County Fire Department, the City of Redding, CAL
FIRE, and the National Park Service. Through these agreements the agencies share facilities,
infrastructure, and services toward achieving mutual maximum effectiveness in the delivery
of fire protection and emergency response services. The Shasta Fire Department also
participates in Strike Team assignments when requested by CAL FIRE.
FINANCING
Table 3.36: Shasta CSD Current Revenues and Expenditures
FY 2016-17 FY 2016/17
Revenues
Budget Actuals
49000 Donations 1,600
44700 Interest RBOC 144.09
45100 Shasta County Taxes 192,000.00 140,351.54
46300 Strike Team Revenue 43,055.00 140,002.77
46400 Other Revenue 4,096.55
Total Revenue 235,055.00 293,199.86
FY 2016-17 FY 2016-17
Expenses
Budget Actuals
80000 Pension Expense 4,100.00
59275 SCSD Reimbursement 7,176.00 7,014.29
59450 Volunteer Fund Expenses 1,652.44
Gas/Oil/Diesel/Expanse 9,000.00 6,147.62
Total 59000 Office Expense 7,500.00 8,508.32
59030 Building Maintenance 2,000.00 275.01
Total 59040 Vehicle Maintenance 9,700.00 10,007.55
Total 59060 Repairs/Replace 5333.92 3,000.00
Equipment
59063 Safety Equipment 351.43
59070 General Supplies 22.04
59076 Office/Security Rent 444.00 500.00
59090 Training/Travel Expenses 1,796.49 1,000.00
Shasta Central Valley Area Fire Service 71 MSR/SOI Update November 2018
59091 Meals 575.14 250.00
59095 Firefighter Health Screener/RIOH 64.00
59100 Per Diem Expense 3,160.00 2,000.00
59110 Miscellaneous Expense 427.39
59130 Membership Dues 1418.00 1,500.00
59205 Professional Expenses 5,800.00 4,000.00
59300 Payroll Expenses 168,840.55 110,224.00
59305 Employee Benefits 49,383.86 49,188.00
59400 Liability Fire/Auto Insurance 3,609.35 3,600.00
59600 Interest Expense 908.69
Total Expenses 210,638.00 279,840.09
Net Total 24,417.00 13,359.77
Revenues for Shasta CSD are primarily from water enterprise funds and property taxes. Water
enterprise funds generate approximately 60 percent of all revenues, and property taxes
generate approximately 17-18 percent of revenues. Recent financial data from the State
Controller’s Office indicate that Shasta CSD’s budget is approximately one million dollars
annually. Table 3.36 shows only those revenues and expenditures for fire related purposes.
Actual budget figures for FY 2016-17 indicate that Shasta CSD fire had a budget of
approximately $279,840 with the primary expenditure being payroll expenses and employee
benefits.
ACCOUNTABILITY AND GOVERNANCE
The Shasta CSD Board of Directors operates as the governing body for the District. Regular
meetings are held every third Wednesday of the month at 6:00 PM at the Shasta CSD office
located at 10711 French Alley in Shasta, CA, 96087. Shasta CSD operates a website at
www.shastacsd.org where meeting agendas, minutes and other District information are
made available to the public.
Shasta Central Valley Area Fire Service 72 MSR/SOI Update November 2018
4. REGIONAL SERVICE CHARACTERISTICS AND
OPPORTUNITIES
4.1 Level of Service
LOS standards are important for the following reasons: 1) an established standard will improve
the ability of real estate professionals, public safety personnel, and government officials to
inform landowners and residents of the available level of fire protection; 2) it will support fire
department grant requests to local, state, and federal funding sources for purchase of
apparatus, equipment, and training to help meet standards; and 3) it will allow local
governments to effectively plan for municipal service delivery and population growth.
4.2 Boundaries and Service Areas
The issue of development outside district boundaries has impacted local fire districts, in that
they often extend services to those areas without being reimbursed. This has further been
complicated by State Subdivision Map Act changes, which now requires that all subdivision
of parcels located in the State Responsibility Area (SRA) receive structural fire protection from
a public agency or from another entity organized solely to provide fire protection services
(Government Code Section 66474.02).
There are privately owned properties in Shasta County within the SRA that are not located
within the boundaries of a local fire district or other agency responsible for providing structural
fire protection services that meet the standards of this law. Consequently, parcels in these
areas cannot be subdivided without the provision of structural fire protection services that
meet these requirements. Although fire-related districts, and volunteer fire companies not
associated with districts, are commonly dispatched and respond to calls for service within
most of these areas, they are not responsible for or obligated to provide such service and do
not receive tax funding to do so, and therefor do not meet the definition of the law.
Fire planning efforts to date have generally identified and mapped logical future
expansion/annexation areas for each existing district and where it makes sense to establish
new districts or service areas for the provision of fire protection. Participants will need to refine
and confirm the expansion and formation areas, work to make boundary changes were
needed, and identify the most appropriate approach to providing structural fire protection
services to areas that will inevitably still remain outside of any service boundary.
In addition, the amount of funding that will be required to ensure sustainable ongoing
structural fire protection to the community will need to be determined. Traditional funding
sources are limited to existing or increased special assessments and special taxes, new special
assessments and special taxes, and property tax revenue exchange from the County to
districts. Funding agreements may also be used, such as the agreements between fire districts
and lumber companies to protect mill sites located outside district boundaries. Funding is
likely the most challenging hurdle to achieving the goal. Funding solutions will vary based on
geographic area or service area and could involve more than one funding source.
Shasta Central Valley Area Fire Service 73 MSR/SOI Update November 2018
4.3 Volunteer Recruitment and Retention
Local fire departments cite recruitment and retention of volunteers as a significant challenge
to sustaining and improving emergency fire and rescue services. These departments face the
same recruitment and retention limitations identified in national fire service studies: a more
mobile society, more demands on time, both parents working, other involvements,
demanding training standards, and an increasing number of calls for service.
While firefighter responsibilities continue to grow, departments are trying different ways to
entice new recruits and to retain existing volunteers. The following strategies are
recommended for those agencies where volunteer recruitment and retention has been
identified as a challenge.
Engage the Community
In an effort to engage with the community Districts should consider holding an open house
along with a volunteer drive twice per year. The open houses should be well advertised, and
focus on the benefits of serving as a volunteer, such as: free emergency response training,
deeper community involvement, providing the vital community service of protecting and
saving the homes and lives of friends and neighbors. Consider providing tours of the station
and trucks, and demonstrations that illustrate the types of services the District provides, such
as fire demonstrations, free blood pressure checks, and jaws of life displays.
In addition, recruitment efforts should be continued year-round. Social media provides a
platform that can be used to engage with the community on a regular basis to help spread
the word that volunteers are needed. Focus on recognizing current volunteers, promoting
events held in the community, sharing news articles related to your department, and posting
photos or videos created by your station.
Stipends and Other Incentives
Consider what additional benefits your District may be able to offer to potential volunteers,
including stipends for shifts, on-call stipends, or pay per call. Other incentives may include
discounts at local stores and restaurants, leave from local employers to respond to calls, or
community recognition though awards ceremonies for outstanding service provided.
Where possible, providing a sleeper program would accommodate volunteers and improve
response times.
Consider providing additional unique training to aid in volunteer retention such as Officer
development training, effective leadership training, and other specialized trainings such as
Swift Water Rescue.
Districts should explore the possibility of providing volunteers with health insurance. Many
Districts reporting low numbers of volunteers cite that residents are facing the high cost of
insuring themselves and their families. Otherwise interested volunteers, and their spouses are
working 1-2 jobs to make ends meet. Providing health insurance to volunteers and their
families removes that barrier.
4.4 Funding Opportunities
Lack of funding and for operations and equipment is a common concern for many fire
districts across the state. Revenue is generated primarily from property taxes, however there
Shasta Central Valley Area Fire Service 74 MSR/SOI Update November 2018
are alternative funding sources districts can pursue in addition to property taxes, such as
special assessments and special taxes. A brief description of each is included below:
A special tax is a levy or charge on real property to pay for governmental services that
broadly benefit the public. A special tax requires that a resolution or ordinance be adopted
that finds a reasonable relationship between the tax and the service to be provided and
specifying the type of tax, the tax rate to be levied, and the method of collection. Special
taxes must be approved by a two-thirds majority of voters casting ballots and is subject to the
CA Prop 218 process.
Alternatively, special districts, can pursue a special assessment, which is a charge on real
property by an agency for a special benefit conferred upon the real property. It is a financing
mechanism that distributes costs in proportion to the benefits provided. A special assessment
requires the preparation of an engineer’s report that identifies the area subject to the
assessment, the special benefit that would be received by property, a cost estimate, and a
demonstration that the cost of the special benefit is spread to property in proportion to the
benefit received. A 45-day notice is given to property owners that includes a protest ballot
and information about the hearing scheduled to allow protest ballots to be counted. A
special assessment is approved if weighted protest ballots equaling 50 percent or less of total
benefit/value of the assessment are received. Special assessments are different from a tax in
that the charge is directly related to the benefit the property will receive, whereas a tax is
broadly levied. Should a district pursue a special assessment, they would follow the general
series of steps outlined below:
1. Assessment of Operational, Administrative and Funding Needs
2. Parcel Use Survey
3. Assessment Valuation and Proposed Budget Review
4. Engineer’s Report Preparation
5. Official Notice and Ballot Preparation, Printing and Mailing
6. Informational Meeting and Community Outreach
7. Assessment Ballot Proceedings and Public Hearing
Grant funding is another opportunity for fire districts to fund infrastructure or facilities needs.
These funds are limited and are not always available, however grants can provide financial
relief
5. BOUNDARY CHANGE OPTIONS
The following sections provide a range of boundary change options that can be used to
address any discrepancies between fire-related district boundaries and where the fire service
provider delivers emergency response on a regular basis.
5.1 Annexation
Annexation, or the expansion of an agency’s jurisdictional boundary, is an effective way to
address the problem of districts providing services outside their jurisdictional boundaries
without a sustainable revenue source. Annexation enables districts to extend its current
funding sources (property taxes and special assessments) into the annexation area from
Shasta Central Valley Area Fire Service 75 MSR/SOI Update November 2018
which the fire district can rely upon into the future and improve service delivery. In addition,
the new district boundaries would clearly define service responsibilities for the benefit of
neighboring fire service providers, land use authorities, the public and other service providers.
Annexations can be initiated by a district or a landowner proposing development. LAFCo
annexation processing and costs would be made the responsibility of the applicant. The
environmental effects of annexation must be analyzed and the analysis should document
compliance with all of the applicable state and local LAFCo statutes and policies. It should
be noted that LAFCos in California have approved fire district annexations of areas that
currently receive out of district fire protection service provided by a fire district with the use of
CEQA exemptions.
Annexations to fire protection districts that have the consent of all landowners could occur
without a LAFCo hearing (Government Code Section 56663). This reduces the cost and time
involved in an annexation process. Regardless of hearing, a LAFCo change in organization
application must be prepared, including a plan for service and possibly a modified Municipal
Service Review. The LAFCo Executive Officer evaluates the application based on the required
state statutes and local policy criteria to make the required findings. There are also State
Board of Equalization costs associated with changes in tax rate areas that are mapped for
districts receiving property taxes.
5.2 Contracts for Service
It is very common for counties to contract with CAL FIRE or city or district fire departments for
fire protection services for the unincorporated area. For example, a CSA may utilize property
owner-funded Amador agreement to contract with CAL FIRE for year-round structural fire
protection services to the unincorporated area. However, increases in costs from CAL FIRE
make it difficult to fund and support new and existing Amador agreements.
In addition to counties, existing districts can contract with other fire-related districts as part of
a functional consolidation or for an assistance-by hire arrangement to improve response
times or service levels. However, starting on January 1, 2016, certain fire protection contracts
will require LAFCo approval. SB 239 (Hertzberg) adds Government Code section 56134 to the
Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000, (Government Code
section 56000 et seq.) establishing new procedures for the approval of these contracts
entered into by both local and state agencies.
SB 239 applies to contracts for the exercise of new or extended fire protection services outside
a public agency’s jurisdictional boundaries that meet either of these threshold conditions: (1)
transfers responsibility for providing services in more than 25 percent of a receiving agency’s
jurisdictional area; or (2) changes the employment status of more than 25 percent of the
employees of any public agency affected by the contract. LAFCo’s oversight also applies to
instances where a combination of contracts results in the above threshold conditions. SB 239,
however, expressly excludes from its requirements mutual aid agreements, including those
entered into under the California Emergency Services Act (Government Code section 8550
et seq.), or Fire Protection District Law of 1987 (Health & Safety Code section 13800 et seq.).
By its terms, SB 239 does not appear to apply to an extension of a fire protection contract
unless one of the above threshold conditions is triggered. Arguably, modifications to existing
Shasta Central Valley Area Fire Service 76 MSR/SOI Update November 2018
contracts merely extending the term of the contract would not likely trigger the SB 239
requirements.
To initiate the process, an agency must adopt a resolution of application after a noticed
public hearing, and either obtain the consent of all applicable recognized employee
organizations representing firefighters, or provide the recognized employee organizations,
and each affected public agency, at least 30 days advanced notice of the public hearing
together with a copy of the fire protection contract. For contracts between a state and local
agency, the application must also be approved by the Finance Department Director. The
application must be submitted with a plan for services, which must include information
delineated in Government Code section 56134, and an independent comprehensive fiscal
analysis. This analysis must review the plan for services, include a cost analysis with cost
comparisons with other like providers with similar service areas, populations and geographic
size, a determination of the costs to the agency providing the new or extended fire protection
services, and a determination that the affected territory will receive revenues sufficient to
provide the services and provide for a reasonable reserve during the first three fiscal years of
the contract.
Once an application is complete, LAFCo must consider the contract at a public hearing.
LAFCo may not approve the contract unless it either determines, among other things, that
the agency providing the services will have sufficient revenue to provide the services and
provide for a reasonable reserve for three years following the effective contract date, or it
conditions approval on the concurrent sufficient revenue source approval. (New Contract
Procedures, BB&K, Paula C.P. de Sousa Mills, December 2015).
5.3 Consolidation
Two (or more) Districts may jointly initiate, and provide support for, a consolidation. Pursuant
to the Cortese-Knox-Hertzberg Act (CKH Act, specifically, Government Code section 56853),
if all districts proposing a consolidation adopt substantially similar resolutions of application,
the Commission shall approve the proposal. While the CKH Act limits the Commission’s
authority to deny consolidations, it still provides the Commission discretion to impose terms
and conditions to mitigate issues that have been raised while processing the application and
conducting the public hearing.
After consolidation, the area currently within the former District would become a fully
integrated part of the newly consolidated District, and the former District will no longer exist
as a separate entity. The consolidated District’s boundary and sphere of influence would
encompass both former districts’ boundaries and spheres. The former District’s assets and
liabilities will transfer to the consolidated District. After consolidation, voters within the former
District will become eligible to vote for, and serve as, members of the newly consolidated
District’s board of directors.
The successor District would serve as the CEQA Lead Agency for a consolidation. LAFCo
would serve as a Responsible Agency. It is anticipated that the consolidation would be
categorically exempt from CEQA pursuant to CEQA Guidelines Section 15320, which exempts
special district consolidations where changes in organization of local governmental agencies
Shasta Central Valley Area Fire Service 77 MSR/SOI Update November 2018
do not change the geographical area in which the previously existing powers are exercised.
This finding would be included in the District’s resolution initiating the consolidation.
While current law does not specify criteria for when consolidations should occur, it does
specify that a consolidation may occur only if consistent with the recommendations or
conclusion of a LAFCo study, which is typically a MSR or sphere of influence report. Upon
submittal of an application for a consolidation, LAFCo staff would prepare a Municipal
Service Review and Sphere of Influence for the consolidated District. This “consolidated
sphere” would include the areas served by both former districts and indicates the entire area
should be served by a single local agency.
5.4 Fire Protection District Formation
Independent fire protection districts (FPD) are one of the most accepted ways to provide fire
services and emergency response, especially in unincorporated communities. District
formation involves LAFCo approval. The process can be initiated by petition of landowners or
registered voters. A new district would not receive property tax revenue (post Prop 13) and
therefore would need a sustainable revenue source in the form of a voter approval of a
special tax or property owner approval of a benefit assessment. The district must demonstrate
they can provide a sustainable revenue source for equipment, staffing, facilities and other
expenses necessary for adequate response and protection.
5.5 Funding Sources for Boundary Changes
Property tax revenue exchange negotiations for annexation areas are limited to those
existing districts that currently receive property taxes within their existing district boundaries.
Negotiations for the sharing of real property ad valorem taxes is authorized by Section 99(d)
and 99.01 of the California Revenue and Taxation Code. Considering the base value of
property taxes collected are currently committed, it is likely that annexing districts may only
receive a share of property tax revenue attributable to the change in base value (i.e.,
property tax growth).
6. RECOMMENDATIONS
Defining spheres of influence for special districts is an important planning responsibility of
LAFCo. Municipal service reviews must be prepared prior to, or in conjunction with, the
establishment or update of spheres of influence. It is therefore recommended that the
spheres of influence for the fire the fire districts included in this review remain the same as
shown on the maps included in each profile. Spheres of Influence for Shasta CSD, Mountain
Gate CSD, and the City of Redding were not reviewed in this MSR. Spheres for those agencies
will be reviewed as scheduled in upcoming MSRs.
The above-mentioned response area boundaries have been defined as to reduce overlap
and to designate the primary responder to the designated areas. These boundaries do not
reflect the important mutual aid responses and reciprocal agreements that departments
have established over time.
Shasta Central Valley Area Fire Service 78 MSR/SOI Update November 2018
Sphere review helps define where out of district services are currently being provided and will
support future boundary change or reorganization options. Clearly defining district
boundaries and establishing reliable sources of revenue will ensure a higher level of fire
protection to the community. Shasta LAFCo is committed to work with the County, the
districts, and the communities they serve to find the best service options and to develop
sustainable, on-going funding sources to support fire protection into the future.
7. SPHERE OF INFLUENCE DETERMINATIONS
Shasta LAFCO makes the following written SOI determinations.
The present and planned area land uses, including agricultural and open-space lands.
Land uses within the Central Valley area are subject primarily to the Shasta County General
Plan and Zoning Regulations with the exception of those districts whose boundaries
encompass portions of incorporated cities. Current land uses include primarily agriculture and
residential with some commercial and public uses. Land Use maps for the six fire protection
districts are included as appendices in this MSR for reference.
The present and probable need for public facilities and services in the area.
There is a present and continued need for fire protection, first responder medical aid, and
emergency response services throughout the sphere areas. Any changes in boundaries will
need to be coordinated with affected cities, districts and CSA #1.
The present capacity of public facilities and adequacy of public services that the agency
provides or is authorized to provide.
The regional MSR indicates the current fire protection services are adequate to meet
present community needs while identifying several service challenges shared by the fire
service. The lack of essential training and equipment, the increasing demands and costs
of providing services, and the difficulty in recruiting and retaining volunteers are issues for
service providers throughout the county. In addition, issues relating to sustainable funding
levels needs to be addressed for local fire service providers in a comprehensive manner.
The existence of any social or economic communities of interest in the area if the
commission determines that they are relevant to the agency.
The districts have strong social and economic ties to the communities they serve.
The Present and Probable Need for the Services for Any Disadvantaged Unincorporated
Community within the Area
The Buckeye FPD, Cottonwood FPD, Happy Valley FPD, and Millville FPD qualify as DUCs.
Additionally, certain communities within CSA #1 qualify as DUCs, including Big Bend, Hat
Creek, Cassel, Old Station, Shingletown Bella Vista, French Gulch and Montgomery. CSA #1
primarily serves the unincorporated communities of Shasta County. The County has an MHI
that is 74 percent of the state MHI, which indicates that other areas of CSA #1 would likely
qualify as DUCs and should be considered prior to annexations or other boundary changes.
Shasta Central Valley Area Fire Service 79 MSR/SOI Update November 2018