East Jefferson Fire Rescue

Transcription

1 East Jefferson Fire Rescue 2015 Budget

2 INTRODUCTION East Jefferson Fire Rescue (Jefferson County Fire Protection District No. 1) serves a population of approximately 22,000 citizens with a service area of 68 square miles, including the City of Port Townsend. We also serve the nearly 1,000,000 tourists that are drawn here each year by local attractions/events. In 2007 the City of Port Townsend and East Jefferson Fire Rescue entered into an Inter-local Agreement whereas East Jefferson Fire Rescue took over the operations of the City of Port Townsend Fire Department. In 2011 East Jefferson Fire Rescue purchased the uptown fire station on Harrison Street in anticipation of the city s future annexation into the Fire District. It is anticipated the vote for annexation will occur in the near future. The mission of East Jefferson Fire Rescue is to make our community safer by protecting lives and property and caring for the needs of the people we serve. We work to the best of our ability to efficiently and effectively mitigate fire and live safety crisis and assist in other situations to meet our customers urgent needs. We provide education, training, and assistance to our customers to make our community a safe place to be. We aspire to provide a prompt, professional and positive experience to all we serve. We accomplish our mission by providing: Fire suppression services Emergency medical services Both basic and advanced life support Fire prevention/investigation services Special operations services Disaster preparedness and response Community education and outreach Programs to ensure our personnel are safe and prepared to respond Transport of our citizens from Jefferson General Hospital when they are in need of specialized care East Jefferson Fire Rescue is committed to providing high quality services to the community at an acceptable level of taxation. The Department has developed and maintains a 5-year strategic plan that estimates resource and expenditure behavior for three years beyond the current budget period. This forecast provides the Department s decision makers with an indication of the long-term fiscal impact of current policy and budget decisions. The following general budget philosophy and policies are the basis on which staff develop budget recommendations, and establishes funding priorities within the identified revenues the Department has available to provide the services and programs identified above. The Department will maintain high service levels in emergency service operations, which include responses to fire and medical emergencies. These services receive the highest priority for funding. When increased service demands are experienced over a sustained period of time, resources should be provided to prevent service level degradation. The Department will avoid adopting budgetary procedures that result in balancing current operational costs at the expense of future years operation. Funding for new programs and services in operating funds should be limited to the extent that they can be reasonably funded over the near-to-long-term, given the current revenue stream. 2

3 The Department will maintain a budgetary control system to ensure compliance with the adopted budget, especially with regard to State of Washington Budget Law, and will prepare regular reports comparing actual revenues and expenditures to budgeted amounts. The Board of Commissioners receives monthly budget to actual financial statements on the funds and programs. (The Board receives monthly financial reports showing year to date receipt of forecasted revenues, year to date expense totals and all fund balances.) Performance measurement and productivity indicators shall be integrated into the budget as outlined in stated goals and objectives. The divisions then must report regularly to the Fire Chief on the status of these goals. The budget highlights key performance objectives and performance against prior goals. The budget is designed to educate our community about our objectives, our priorities, and the goals we set for the organization. It is also designed to serve the needs of our employees by providing budgetary accounts and descriptions of funded programs. The Department s balanced budget philosophy is that a budget is considered balanced when the funds total resources of beginning fund balance, revenues and other financing sources are equal to or greater than the total of expenditures, other financing uses, and ending fund balance. Current revenues (including fund balance less operating reserves) will be sufficient to support current expenditures. Revenue estimates will be realistic and debt financing will not be used for current operating expenses. Budget adoption by the Board of Commissioners shall be at the fund level. Any changes in appropriations at the fund level require Board approval. All interest earned within a fund is retained by that fund. It is the policy of the Board of Commissioners to maintain various expense and reserve funds and operating contingencies as follows: Fire General Expense Fund This fund is used for the day-to-day operations of the Department. As a smaller department we have no emergency medical only personnel. All of our firefighters are also certified Emergency Medical Technicians or Paramedics. As such, there are some expenses that are shared between the Fire General Expense Fund and the EMS General Expense Fund. The shared expenses include non-administrative employee wages and benefits, dispatch fees and our vehicle repair and maintenance contract. The Fire General Expense Fund is segmented into cost centers based on the following divisions: Legislative Administrative Fire Suppression Operations Fire Prevention/Investigation Training Support Services Capital Outlay Inter-fund Transfers (Vehicle Replacement Fund) 3

4 This account is funded primarily from property taxes (53%) and other sources, such as the inter-local agreement with the City of Port Townsend, service contracts and other miscellaneous income. (Refer to graph on following pages) Upon voter approval for annexation of the City of Port Townsend the 2007 Inter-local Agreement and the current $0.43 Fire Levy will terminate. EMS General Expense Fund This fund is used for the day-to-day operations that are specific to Emergency Medical Services, with the exception of those items mentioned in the Fire General Expense Fund (wages and benefits, dispatch fees, vehicle maintenance contract). This account is funded from property taxes: 32% from District, 26% from the City of Port Townsend, and 42% from transport fees and miscellaneous other income. Fire Apparatus Replacement Fund These funds are available as part of long-term planning to be used to purchase fire apparatus. It is the District s intent to fund this account through inter-fund transfers annually. With fire engines costing approximately $400,000 and a ladder engine as much as $1,000,000, maintaining an apparatus replacement fund is a critical element of long-term planning. EMS Apparatus Replacement Fund These funds are available as part of long-term planning to be used to purchase Basic Life Support ambulances and/or Advanced Life Support medic units. It is the District s intent to fund this account through inter-fund transfers annually. Ideally, ambulances/medic units should be replaced approximately every five years at a cost of approximately $165,000 plus sales tax each. Operating Reserves for Fire It is the Department s current fiscal policy to maintain an operating reserve balance in the Fire Expense Fund at a level sufficient to provide for cash flow needs, a reasonable amount for emergency or unforeseen needs and an orderly adjustment to adverse changes in revenues. The current policy is to maintain four months of fund balance in reserve in the Fire Expense Fund. The Fire Chief, in conjunction with the Board of Commissioners, will analyze fund balance requirements from time to time and recommend changes as needed. Operating Reserves for EMS It is the Department s current fiscal policy to maintain an operating reserve balance in the EMS Expense Fund at a level sufficient to provide for cash flow needs, a reasonable amount for emergency or unforeseen needs and an orderly adjustment to adverse changes in revenues. The current policy is to maintain four months of fund balance in reserve in the EMS Expense Fund. The Fire Chief, in conjunction with the Board of Commissioners, will analyze fund balance requirement from time to time and recommend changes as needed. LTGO 2010/2013 Bond Fund This Long Term General Obligation Bond fund, established in December 2010 and refinanced in April 2013, is dedicated to capital projects. These capital projects include: 4

5 New fire station in the Port Hadlock/Chimacum area - COMPLETED Improvements to or replacement of Station 1-2 located on Marrowstone Island. (To be scheduled) Build administrative offices on District-owned property near Station 1-5, 35 Critter Lane. This plan was changed in 2014 to the long term lease of an already built structure at 24 Seton Road. This site meets the criteria set forth in earlier planning. Purchase three new fire engines, one of which will be paid for by the City of Port Townsend as part of an agreement to repay the 2011 shortfall. (All in service by June 2013) - COMPLETED Purchase one new ALS (Advanced Life Support) medic unit. One additional medic unit purchased from the EMS Apparatus Replacement Fund COMPLETED Purchase two pre-owned heavy duty trucks to be converted to wildland brush trucks- COMPLETED 5

6 2015 Projected Fire Revenue Summary Real & Personal Property (53%) City Per ILA (23%) City Per Fire Levy (17%) Fire Control Services (1%) Other Revenue (see list) (6%) Taxes Real & Personal Property (53%) $ 1,981,000 City City Per ILA (23%) $ 863,075 City City Per Fire Levy (17%) $ 646,973 Serv Fire Control Services (1%) $ 27,000 Misc Other Revenue (see list) (6%) $ 210,082 Other List Timber & Private Harvest Taxes $ 1,900 Excise & Other Taxes $ 1,500 City -3rd Engine Lease/2011 Shortfall $ 187,082 Training Classes (PS) $ 5,000 Investment Interest $ 1,000 Private Contributions $ 2,000 Facilities Short/Long Term Lease $ 7,000 Land Clearing Permits $ 1,500 Other Miscellaneous Revenue $ 3,100 6

7 2015 Projected Fire Expense Summary Legislative (3%) Administration (17%) Suppression (50%) Prevention/Inspection (1%) Training (2%) Facilities/Apparatus Maint (8%) Long Term Debt -Adj (12%) Capital Outlay/Vehicle Fund (7%) LEG Legislative (3%) $ 106,071 ADMIN Administration (17%) $ 607,931 SUPP Suppression (50%) $ 1,767,550 PREV Prevention/Inspection (1%) $ 49,448 TRAIN Training (2%) $ 61,750 FAC Facilities/Apparatus Maint (8%) $ 281,000 LTD Long Term Debt -Adj (12%) $ 446,512 CAP Capital Outlay/Vehicle Fund (7%) $ 240,000 7

8 2015 Projected EMS Revenue Summary Real & Personal Property (32%) City EMS Tax Per ILA (26%) Transport Fees (41%) Other Revenue (see list) (1%) Taxes Real & Personal Property (32%) $ 770,000 City City EMS Tax Per ILA (26%) $ 622,160 Amb Transport Fees (41%) $ 975,000 Misc Other Revenue (see list) (1%) $ 16,529 Other List Timber & Private Harvest Taxes $ 2,100 DOH- Participation Grant $ 1,473 EMS Contract PTPC $ 9,456 Investment Interest $ 1,000 Private Contributions $ 2,500 8

9 2015 Projected EMS Expense Summary Administration (See Fire) Operations (91%) Training (1%) Equipment/Apparatus Maint (3%) Capital Outlay/Vehicle Fund (5%) ADMIN Administration (See Fire) $ - OPR Operations (91%) $ 2,473,865 TRAIN Training (1%) $ 26,000 EQ/APP Equipment/Apparatus Maint (3%) $ 89,580 CAP Capital Outlay/Vehicle Fund (5%) $ 130,000 9

10 2015 BUDGET OVERVIEW Unlike the budget years 2008, 2009, and 2010 where balancing the budget required use of reserves to make up the shortfall between revenues and expenses, the 2015 budget will reflect a continued attempt to restore fund balances to acceptable levels. This document represents countless hours of staff time and energy to achieve the goal of long-term financial stability. The budget, as adopted by the Board of Fire Commissioners, authorizes the Fire Chief to carry out the operational objectives needed to achieve the mission of East Jefferson Fire Rescue. While very challenging, the 2015 budget maintains a very high level of emergency services. This budget includes a portion of the decrease to the EMS tax collections due to the reassessments in the City by the County. Our current EMS Levy rate of $0.50/$1,000 is at its statutory limit while our Fire Levy rate of $1.00/$1,000 is not at its statutory limit of $1.50/$1,000. This budget has been structured in such a manner that the Department will be in a position to mitigate potential impacts without an adverse effect on services. The expense funds are balanced and match a very conservative estimate of revenues, including the utilization of cash balance to anticipated expenditures. Growth assumptions for operations and services are based on realistic assumptions with regards to inflation and other market driven factors. The current economic conditions, including devaluation, have been factored into revenue projections for The Fire General budget reflects a Fire Levy property tax rate of $1.00 per $1,000 of assessed valuation for areas within the District boundaries. Prior to 2012 the City of Port Townsend did not have a Fire Levy but made payments for Fire Services per the 2007 Inter-local Agreement between the City and Fire District. The 2011 City payment to the Fire District was approximately $.57/$1,000 assessed valuation which did not meet parity with payments from District citizens. In November 2011 the City passed a temporary Fire levy of $.43/$1,000 assessed value dedicated to Fire Services. With the addition of the $.43/$1,000 along with the $.57/$1,000, the City reached parity with the District in Our EMS General budget reflects an EMS levy property tax rate of $0.50 per $1,000 of assessed valuation. This includes both properties within the District and the City of Port Townsend. We were humbled by the fact that our citizens showed their overwhelming support for the Emergency Medical Services provided by our department by passing the EMS levy lid lift with an approval rate of 62% in the District and 66% in the City. However, because of the decrease in assessed values of up to approximately 25%, coupled with being at the maximum allowable levy rate ($0.50 per $1,000 of assessed valuation), the Department saw a commensurate decline in property tax revenue. We will continue to work diligently to meet our citizen s needs and desires by providing them with the highest level of services possible while maintaining efficiencies and cost effectiveness in all areas. The budget process for 2015 has been driven in large part by our Strategic Plan and the core organizational strategies identified therein: 1. Identify services and service levels and improve service where needed. a. Implement quality improvement program through the use of direct customer feedback instruments 2. Develop a stable and sustainable financial plan a. Identify alternative and additional revenue sources to diversify and fully fund services. 10

11 b. Identify and implement specific cost saving strategies whenever possible. c. Continue to explore strategic partnerships whenever and wherever possible. 3. Ensure that essential resources are adequately met a. Institute personnel individual performance evaluations throughout the organization. b. Establish written procedures to clarify hiring process for positions and promotions within the organization. c. Reinforce the organizational mission and values. d. Monitor employee satisfaction and implement strategies and programs to address concerns or deficiencies. e. Implement joint labor-management problem solving solutions into the administrative decision-making process. f. Improve information access and organizational communications tools. g. Provide better tools for citizen electronic access to fire department services. 4. Improve Organization Communication a. Improve meeting efficiency and communications about decisions and decision-making and reduce unnecessary and redundant meetings. b. Improve individual communications styles and techniques and improve team and organizational communications. c. Develop effective methods to collect and utilize ideas, information, and input from all personnel. d. Create a mechanism to formally hear and answer questions regarding significant organizational issues to increase awareness and reduce rumors. e. Increase interaction between administration and line personnel. f. Improve external communications to our public. 5. Implement ongoing strategic planning a. Establish a regular update/action system for strategic objectives. 11

12 Fire General Expense Fund Legislative Division Program Description The Board of Commissioners (Board) is comprised of three elected members who are responsible for the overall budgetary and policy direction of the Fire Department. The Board approves the scope and direction of the services to be provided through policy and budget adoption and ensures that the needs of the community are met, in so far as possible, with available resources. In addition to setting policy, the Board is responsible for hiring the Fire Chief. The District Secretary is appointed by the Board of Commissioners pursuant to RCW The Secretary, therefore, is held to be an appointed public official. The Secretary has the primary duty and responsibility to carry-out the functions assigned to the position by statute. The Secretary also oversees all financial accounting, budgeting, payroll, and reporting services. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Personnel services $ 92,571* $ 82,819 $ 74,943 Training & Travel $ 5,500 $ 5,000 $ 2,783 Vol Recognition Awards $ 3,000 $ 3,000 $ 3,000 Elections $ 5,000 $ 5,000 $ 2,333 Personnel Summary Position Fire Commissioner District Secretary 1 1+* 1 *Due to District Secretary retirement in Jan. 2015, her replacement was hired in September 2014 to assure time for training and transition Significant Changes/Issue/Discussion Finalize a new Labor/Management agreement with IAFF Local 2032 Training for new Administration personnel Strategic Plan Goals and Objectives Continue to work with City towards annexation and vote in 2015 Continue updating various departmental policies and Standard of Guidelines Move to new Administration Offices in January

13 LEGISLATIVE SERVICES BUDGET DETAIL The Legislative BARS category (511) was eliminated by the Washington State Auditor s Office with instructions to include these expenses under the Administration BARS category (522). We will continue to list these expenses separately using BARS LEGISLATIVE SERVICES 2015 Proposed 2014 Budget 10 Salary & Wages $ 73,871 $ 59, Employer Costs/Benefits* Training & Travel Training Travel $ 18,700 $ 3,000 $ 2,500 $ 23,746 $ 2,500 $ 2, Recognition Award Volunteer Banquet/Awards $ 3,000 $ 3, Election Costs Elections $ 5,000 $ 5,000 TOTAL LEGISLATIVE COSTS $ 106,071 $ 95,819 *Includes Social Security, Medicare, Employment Security, Dept. of Labor & Industries, Department of Retirement, and Medical/Dental Insurance. 13

14 Fire General Expense Fund Administration Division Program Description This budget category includes the operations of the Fire Chief, Deputy Fire Chief, Assistant Chief Support Services, one full-time Administrative Assistant and one part-time Administrative Assistant. The office of the Fire Chief provides planning, direction, coordination and general support to all of East Jefferson Fire Rescue s operations. The office of the Deputy Chief manages continuing education and fire training classes as required by local, state, and federal regulations for all personnel and works with the Jefferson County Emergency Medical Services Training Coordinator to assure that continuing education and training classes for all emergency personnel as required are completed. The Deputy Chief also reviews, develops, and coordinates instruction on organizational procedures. The Assistant Chief of Support Services protects the public s investment in emergency services and ensures effective and uninterrupted emergency response by maintaining the Department s facilities and equipment through inspection and preventive maintenance, provides oversight for major purchases, including negotiating pricing, provides for inventory and fire equipment management, and management of surplus property. This position will play a significant role in the building of an apparatus garage at the 35 Critter Lane Station. Our full-time Administrative Assistant and part-time Administrative Assistant complete tasks as assigned, including processing new hires, inputting payroll and accounts payable information, assisting with testing, orientations, training records and entries into the Records Management System. Each Chief in this organization is assigned as a Shift Chief to maintain span of control. Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services $ 399,631 $ 398,579 $ 405,215 Maintenance & operations $ 208,300 $ 206,500 $ 175,081 TOTAL EXPENDITURES $ 607,931 $ 605,079 $ 580,296 Personnel Summary Position Fire Chief Deputy Chief AC Facilities/Support Services Administrative Assistant Part-time Admin Assistant Significant Changes/Issue/Discussion Prepare for transition to new accounting software in

15 Strategic Plan Goals and Objectives Identify alternative and additional revenue sources to diversify and fully fund services Identify and implement specific cost saving strategies whenever possible Continue to explore strategic partnerships whenever and wherever possible Identify and project impact of personnel attrition on operations and establish succession plan for key individuals Reinforce the organizational mission and values Improve information access and organizational communication tools Improve external communications to the public Continue to perform long-range planning ADMINISTRATION BUDGET DETAIL ADMINISTRATION BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ 305,241 $ 303, Employer Costs/Benefits* Supplies Office Supplies Small Tools/Minor Equip ST/ME Software(Acc) ST/ME Misc 40 Services & Charges Training Professional Services Communications Travel Advertising Rentals & Leases Insurance-Commercial/Auto Repair/Maintenance Contracts Miscellaneous $ 94,390 $ 13,000 $ 5,000 $ 4,000 $ 69,800 $ 49,000 $ 4,000 $ 2,000 $ 5,000 $ 47,000 $ 9,500 $ 95,117 $ 13,000 $ 7,000 $ 2,000 $ 4,000 $ 76,000 $ 42,000 $ 4,000 $ 2,500 $ 5,500 $ 45,000 $ 9,500 TOTAL ADMINISTRATIVE COSTS $ 607,931 $ 609,079 *Includes Social Security, Medicare, Employment Security, Dept. of Labor & Industries, Department of Retirement, medical/dental Insurance, and uniform costs. 15

16 Fire General Expense Fund Fire Suppression Operations Program Description This budget category is established to account for the operations of the Fire Suppression division. This includes the Volunteer Resident Training Program and point reimbursement for Volunteers. It should be noted that all career personnel serve as Firefighters and Emergency Medical responders. Wages and wage-related benefits for Personnel Services are paid 40% from the Fire General Budget and 60% from the EMS Budget. Personnel benefits, such as protective equipment and uniform allowances, are paid entirely out of the Fire budget. Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services $ 1,528,550 $ 1,433,220 $ 1,352,194 Maintenance & operations $ 239,000 $ 218,357 $ 188,345 TOTAL EXPENDITURES $ 1,767,550 $ 1,651,577 $ 1,540,539 Personnel Summary Position Chief Officers LT LT/PM FF/PM FF/EMT Advanced FF/EMT Resident FF/EMT Volunteers Significant Changes/Issue/Discussion Continue adding to inventory of safety equipment and updating protective clothing Consider adding new pay grade to matrix Strategic Plan Goals and Objectives Update 5-year strategic plan Garage on Marrowstone Island 16

17 Performance and Objectives Fire suppression: We exceed the NFPA 1720 requirements and strive to meet the intent of the NFPA 1710 rules governing response times which are: 1. Turn-out time of 1 minute 30 second ---90% of the time. 2. Travel time for the first arriving suppression capable company of 6 to 8 minutes---90% of the time. 3. Travel time for first full-alarm assignment of 12 minutes---90% of the time. Hazardous Materials: 1. Travel time for the first arriving company of 6 to 8 minutes---90% of the time. Technical Rescue Team: 1. Travel time for the first arriving company of 6 to 8 minutes---90% of the time. FIRE OPERATIONS BUDGET DETAIL FIRE OPERATIONS BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ 1,082,110 $ 1,033, Employer Costs/Benefits* Supplies Operating Supplies SCBA Supplies/Repairs Fuel/Marine Fuel Small Tools/Minor Equipment Marine Program Equipment Tech Recue Equipment $ 446,440 $ 20,000 $ 10,000 $ 90,000 $ 25,000 $ 5,000 $ 2,000 $ 399,735 $ 15,000 $ 10,000 $ 85,000 $ 12,000 $ 15,000 $ 2, Services & Charges Wellness Program Radio Purchase/Repair $ 2,000 $ 30,000 $ 2,000 $ 25, Intergovernmental Dispatch Fees $ 55,000 $ 51,857 TOTAL FIRE OPERATIONS COSTS $ 1,767,550 $ 1,651,577 *Includes 40% costs for Social Security, Medicare, Employment Security, Dept. of Labor & Industries, Department of Retirement, and Medical/Dental Insurance. Also includes 100% costs for Disability Insurance, Board for Volunteer Firefighters (Insurance and pension fees), Protective Clothing (turn-out gear, etc.), and Uniform Allowance and Volunteer uniform costs. 17

18 Fire General Expense Fund Prevention/Investigation Division Program Description This budget category now serves a dual purpose. The first includes all operations and programs dedicated to prevention, inspection, and public education to citizens, schools, and the business communities. The second supports the development of an in-house Fire Investigation component. The current Public Education Specialist also serves as the District s Public Information Officer and is in charge of researching and applying for grants. The Assistant Chief is in charge of the Fire Inspection and Investigation Program while all of his personnel costs are paid out of the Fire Administration budget. He is also directly involved with local law enforcement agencies on coordination and planning regarding school security issues. He also works closely with the City and County regarding code standards and enforcement. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Personnel services(public $ 30,448* $ 29,589 $ 30,874 Education/PIO) Maintenance & operations $ 19,000 $ 27,000** $ 8,698 TOTAL EXPENDITURES $ 49,448 $ 56,589 $ 39,572 *Personnel costs are for the Public Education Specialist/PIO only and do not include the Assistant Chief. All of his personnel costs are included in Fire Administration. **Additional expenses are for equipment and materials for community training, equipment and materials for fire investigations and for costs of training for the Public Education Specialists/Public Information Officer and fire prevention and investigation. Personnel Summary Position AC Inspect/Invest (From Fire Admin) LT Inspection (From Fire Operations) Public Ed Spec/Public Info Officer Significant Changes/Issue/Discussion Continue to develop and fund Prevention/Inspection division Work closely with City and County officials on compliance issues Apply for any grants beneficial to the District and its citizens Purchase of new public training props Strategic Plan Goals and Objectives Develop a measuring tool to gauge the effectiveness of our department s fire prevention activities education in the community Develop a measuring tool to gauge the overall customer satisfaction regarding department services Refine inter-agency coordination efforts for fire code compliance and enforcement Refine inter-agency coordination efforts for post-fire and arson investigations Increase the number certified fire inspectors within our department by providing training opportunities to operational employees 18

19 PREVENTION / INVESTIGATION SERVICES BUDGET DETAIL PREVENTION / INVESTIGATION SERVICES 2015 Proposed 2014 Budget 10 Salary & Wages $ 25,708 $ 24, Employer Costs/Benefits* Operating Supplies/Pub Education Supplies/Fire Investigation $ 4,740 $ 5,000 $ 5,000 $ 4,629 $ 5,000 $ 10, & 45 Training Prevention/Investigation Equipment for Community Training Seminars/Conferences Training $ 6,000 $ 3,000 $ 9,000 $ 3,000 TOTAL PREVENTION/INVESTIGATION COSTS $ 49,448 $ 44,589 *Includes Social Security, Medicare, Employment Security, Dept. of Labor & Industries, and Department of Retirement. 19

20 Fire General Expense Fund Training Division Program Description The Training Division manages continuing education for all suppression personnel. It delivers fire suppression, technical rescues, and hazardous materials training. The Training Division provides classes to personnel required by local, state, and federal regulations. It also reviews, develops, and coordinates instruction on organizational procedures. Currently the Training Division is also responsible for processing new volunteers, orientation, supplying study materials, and scheduling minimum training requirements. The Deputy Chief in charge of the Training Division is also responsible for development of policies and standard operating guidelines for safety and training purposes. Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services $ * $ * $ * Maintenance & operations $ 61,750* $ 59,466 $ 32,635 TOTAL EXPENDITURES $ 61,750* $ 59,466 $ 32,635 *See Capital Additional funds have been allocated to the Capital budget for completion of the Training Tower at Station 1-5, 35 Critter Lane. Personnel Summary Position Deputy Chief, Training Officer 1** 1** 1** *Our Deputy Chief is in charge of the Training Division. All his personnel costs are included in Administration Division. **See Administration Division 2015 Significant Changes Purchase of additional training props Continue plans and development of Training Center Completion of the new training tower Strategic Plan Goals and Objectives Identify services and service levels and improve services where needed. Complete Train-the-Trainer for selected individuals Continue to develop regional cooperative teams for special rescue operations, high angle rescues and trench rescues Provide training opportunities to neighboring districts including Naval Magazine Indian Island Recruitment and training of new volunteer Firefighter/EMTs Continue to develop relationship with Navy Region NW, Indian Island, for training for ship board fires as well as standard mutual aid 20

21 Changes implemented by the Washington State Auditor s Office BARS accounting system include changes to the Training Budget. All training expenses will now be coded and These changes are reflected within each budget division so affected. TRAINING BUDGET DETAIL or 45 TRAINING BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ $ 20 Personnel Benefits Supplies Office Supplies Training Supplies Training Equipment Small Tools/Minor Equipment 40 Services & Charges Training Registrations Resident Recruit School Volunteer Recruit School Training Classes Career Training Classes - Volunteer Professional Services Travel General Business Volunteer Academy Meals Dues, Subscriptions/Memberships Miscellaneous $ $ 1,500 $ 3,000 $ 10,000 $ 10,000 $ 12,000 $ 3,500 $ 10,000 $ 3,000 $ 5,000 $ 250 $ 1,000 $ 500 $ 500 $ $ 1,500 $ 4,700 $ 9,366 $ 13,750 $ 12,000 $ 3,500 $ 5,000 $ 6,000 $ 250 $ 1,000 $ 400 $ Equipment Repairs & Maintenance $ 1,500 $ 1,500 TOTAL TRAINING COSTS $ 61,750 $ 59,466 Fire General Expense Fund Support Services 21

22 Program Description This budget category includes the operation, maintenance, and repairs of facilities and fleet. Part of the changes implemented by the Washington State Auditor s Office included dividing the Support Services Division into two budget categories. The two categories and associated BARS numbers are Facilities (522.50) and Vehicle and Equipment (522.60). The Facilities Maintenance section protects the public s investment in emergency services and ensures effective and uninterrupted emergency responses by maintaining the Department s facilities and equipment through inspection and preventive maintenance. It also manages environmental compliance efforts including improving overall energy efficiency with our facilities and equipment. Fleet Maintenance provides a full range of services on emergency apparatus, light trucks, automobiles and related equipment. This division is responsible for preventive and corrective maintenance services, mobile field repair, apparatus specifications and standardized vehicle setup on all vehicles within the Department. The maintenance procedures provided are specifically designed in keeping with fire industry standards to preserve the investment in the apparatus and equipment and to ensure the operational capability to respond to emergencies. This section is also responsible for assuring the annual testing and certification procedures are conducted on fire pumps, aerial devices, and ladders. This division also provides oversight for major purchases, including negotiating pricing, oversees central inventory and fire equipment management, management of surplus property and provides recommendations to the Fire Chief on capital replacement program of the Department. With the addition of our new Fire/Rescue boat made possible by a Department of Homeland Security Port Security Grant, we have added related marine maintenance items to our budget. Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services $ * $ * $ * M & O - Facilities $ 168,000 $ 149,000 $ 128,622 M & O Vehicles & Equip $ 116,000 $ 116,857 $ 93,266 TOTAL EXPENDITURES $ 284,000 $ 265,857 $ 221,888 *The Assistant Chief position is in charge of the Support Division. All of his personnel costs are included in the Administration Division. Personnel Summary Position Assistant Chief, Support Services Significant Changes Loss of 1 Reserve Engine due to diesel engine failure 22

23 Strategic Plan Goals and Objectives Assist with new construction projects to include additional stand alone apparatus bay at Station 1-5 Assist with repair or replacement of Station 1-2, Marrowstone Island Establish apparatus replacement plan with associated financial plan Establish facility major maintenance schedule with associated financial plan Establish long-range facility upgrade/replacement schedule Support migration to electronic incident information; electronic access to data in all emergency apparatus Create a one-year operational plan on an annual basis Replace Reserve Engine SUPPORT SERVICES - FACILITIES BUDGET DETAIL SUPPORT SERVICES FACILITIES BUDGET 10 Salary & Wages $ * 2015 Proposed 2014 Budget $ * 20 Personnel Benefits $ * $ * 30 Supplies Building/Cleaning Supplies Building Repair/Maint Supplies Rents/Lease $ 10,000 $ 35,000 $ 30,000 $ 8,000 $ 40,000 $ 18, Services & Charges Utilities Electric Utilities Water/Sewer Utilities Garbage Utilities Station Heating Oil Utilities - Propane Contracted Repairs/Maint Bldgs $ 44,000 $ 8,000 $ 6,000 $ 5,000 $ 20,000 $ 10,000 $ 40,000 $ 7,000 $ 6,000 $ 15,000 $ 7,500 $ 7,500 TOTAL SUPPORT SERVICES FACILITIES $ 168,000 $ 149,000 * The Assistant Chief position is in charge of the Support Division. All of his personnel costs are included in the Administration Division. 23

24 SUPPORT SERVICES VEHICLE & EQUIPMENT BUDGET DETAIL SUPPORT SERVICES VEHICLE & EQUIPMENT BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ * $ * 20 Personnel Benefits Services & Charges Contracted Repairs/Maint Equip Vehicle Maint/Repair NKF&R Vehicle Maint/Repair Other Marine Rep/Maint-Volunteer Marine Rep/Maint Guardian $ * $ 5,000 $ 53,000** $ 50,000 $ 2,500 $ 5,500 $ * $ 5,000 $ 51,857** $ 60,000 TOTAL SUPPORT SERVICES VEHICLES & EQUIP $ 116,000 $ 116,857 **Represents 60% paid by Fire. See EMS Support Services budget for additional 40%. 24

25 Fire General Expense Long Term Debt (Non-personnel) This category is established to properly budget long term debt principal and interest payments in accordance with the terms of each debt. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual 2013 LTGO Bond Principal $ 45,000 $ 40,000 $ 95, LTGO Bond Interest $ 120,171 $ 120,423 $ 75, LTGO Bond Principal $ 170,000 $ 165,000 $ 165, LTGO Bond Interest $ 22,118 $ 26,078 $ 29, Fire Engine Purchase Principal $ 81,588* $ 88,284* $ 84, Fire Engine Purchase Interest $ 7,635* $ 7,635* $ 11,320 TOTAL EXPENDITURES $ 446,512 $ 447,420 $ 460,933 * 2012 is a four year Fire Engine lease. Strategic Plan Goals and Objectives Monitor for continued compliance LONG TERM DEBT BUDGET DETAIL Proposed 2014 Budget LTGO Bond Principal $ 45,000 $ 40, LTGO Bond Principal $ 170,000 $ 165, Fire Engine Purchase Principal $ 81,588 $ 88, LTGO Bond Interest LTGO Bond Interest Fire Engine Purchase Interest $ 120,171 $ 22,118 $ 7,635 $ 120,423 $ 26,078 $ 7,635 TOTAL and LONG TERM DEBT COSTS $ 446,512 $ 447,420 25

26 Fire General Expense Capital (Non-personnel) Program Description This budget category includes funds designated for replacement of machinery and/or equipment as Capital Outlay. Generally capital items are defined as durable goods (greater than a one-year life) and/or exceed $1,000. The purchase, replacement, and/or upgrading of items such as SCBA retro fitting and protective clothing are not included as they are designated to their specific budget line. This budget also includes funds designated for the Vehicle Replacement Fund. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Buildings/Structures $ 20,000 $ 115,735 $ 90,320 Machinery/Equipment $ 90,000 $ 415,925* $ 56,829 Vehicle/Equip Replacement $ 130,000 $ 130,000 $ 130,000 Fund TOTAL EXPENDITURES $ 250,000 $ 661,660 $ 277,149 *Includes $392,925 Grant dollars for a new fire/rescue boat Significant Changes/Issues/Discussion Continue funding Vehicle Replacement Fund Continue funding for Equipment Replacement (Included in Vehicle Replacement Fund) Build stand-alone garage at Station 1-5 to store and protect equipment Complete Training Tower at Station 1-5 Strategic Plan Goals and Objectives Establish long-range machinery/equipment replacement schedule Continue annual funding to Vehicle Replacement Fund Establish vehicle replacement plan with associated financial plan CAPITAL BUDGET DETAIL Proposed 2014 Budget Buildings/Structures Station 1-2 Improvements Training Tower Stand Alone Garage St 1-5 Fueling Station ILA Jefferson Transit Machinery/ Equipment New Phone System Fire/Rescue Boat - Grant Fire/Rescue Boat Non grant Convert Aid Car to Air Truck Vehicle/Equip Replacement Fund $ 20,000 $ 15,000 $ 75,000 $ 140,000 $ 20,000 $ 10,735 $ 25,000 $ 60,000 $ 15,000 $ 392,925* $ 8,000* $ 130,000 TOTAL CAPITAL COSTS $ 250,000 $ 661,660 *Funds from Department of Homeland Security, Port Security Grant. 26

27 FIRE VEHICLE/EQUIPMENT REPLACEMENT FUND Program Description This fund is established for accumulating funds by using annual deposits from the General Fund for the purchase of fire apparatus. In 2013 the Board of Commissioners wanted to establish an equipment replacement fund. Due to restrictions by the County Treasurer the equipment replacement funds will also be deposited to this account. Fire Vehicle/Equipment Replacement Fund - Expenditures Expenditures 2015 Proposed 2014 Projected 2013 Actual Vehicle Replacement Fund $ 75,000 $ 70,000 $ 14,376 TOTAL EXPENDITURES $ 75,000* $ 70,000 $ 14,376 *Cost for converting aid car to air truck Fire Vehicle Replacement Fund Revenues Revenues 2015 Proposed 2014 Actual 2013 Actual Fund Balance $ 470,436 $ 470,436 $ 263,387 Transfer In For Vehicle Replace $ 100,000 $ 100,000 $ 100,000 Transfer in For Equip Replace $ 30,000 $ 30,000 $ 30,000 Interest $ 760 $ 421 $ 549 Sale Surplus Vehicles/Equip $ $ 743* $ 76,500 TOTAL $ 601,196 $ 601,600 $ 470,436 *Refund conversion costs Personnel Summary n/a 2015 Performance Objective Ability to continue funding Conversion of DNR vehicle to Tender Strategic Plan Goals and Objectives Continue annual funding to Vehicle Replacement Fund Establish vehicle replacement plan with associated financial plan Continue annual funding for Equipment Replacement 27

28 EMS Expense Fund Administration Division Program Description The EMS Administrative Division was created in 2009 with the appointment of a part-time Assistant Chief of EMS. The Assistant Chief of EMS was appointed Fire Chief in 2009 and the position of Assistant Chief of EMS has not been filled since. Currently the Fire Chief oversees all EMS activities including review of all division activity. He works closely with the Jefferson County Medical Program Director for trauma and emergency medical services on training issues, program and protocol changes, coordinates the selection process including testing, interviews, etc. for in-house applicants for the Medic One paramedic training program, works directly with Jefferson Healthcare administration and professional staff on combined health care issues including out of area transports, both hospital requested and from scene, and the implementation of the STEMI Program. He also leads the coordination of the countywide code stroke protocols with Jefferson Healthcare. The Fire Chief personnel and benefit expenses are paid from the Fire Administration Budget therefore there are no Administration expenses for the EMS Fund. Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services TOTAL EXPENDITURES 28

29 EMS Expense Fund Operations Division Program Description This budget category is established to account for the operations of the EMS division. Personnel costs include career personnel (60%), the Volunteer Resident training program (60%), point reimbursement for Volunteers (60%), paramedic students (100%), and overtime (60%). Budgeting for the use of perdiem paramedics was discontinued in The District utilizes an outside billing agency for all transports and the related fees are included in professional services costs. In accordance with the changes implemented by the Washington State Auditor s Office, the payments made for dispatch services, transport fees and ferry fees (formerly coded inter-governmental) are now classified as professional services. Beginning in 2012 payments made for dispatch services include the additional costs of a new CAD (Computer Aided Dispatch) system and RMS (Records Management System). Capital items include $20,000 for machinery and equipment and $100,000 to be transferred to the Vehicle Replacement Fund. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Personnel services $ 2,196,365 $ 2,041,330 $ 1,971,698 Maintenance & operations $ 277,500 $ 375,140 $ 189,430 TOTAL EXPENDITURES $ 2,473,865 $ 2,416,470 $ 2,161,128 Personnel Summary Position * LT LT/PM FF/PM FF/EMT Advanced FF/EMT Resident FF/EMT Volunteers *Increased Paramedics from 7 in 2010 to 14 in Significant Changes/Issue/Discussion Increase in Dispatch Fees Continue contribution to Vehicle Replacement Fund Strategic Plan Goals and Objectives Turn-out time of 1 minute---90% of the time Travel time for the first arriving ALS/BLS company of 6 to 8 minutes---90% of the time 29

30 EMS OPERATIONS BUDGET DETAIL EMS OPERATIONS BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ 1,642,120 $ 1,554, Employer Costs/Benefits* Supplies Supplies Drugs/Oxygen Operating Expense Small Tools/Minor Equipment IT Computers $ 554,245 $ 75,000 $ 30,000 $ 4,000 $ 5,000 $ 5,000 $ 486,855 $ 60,000 $ 25,000 $ 6,000 $ 5, Services & Charges Prof Services-Ambulance Billing Prof Services Other Prof Services Dispatch Fee Prof Services ER.com (60%) Prof Serv Wellness Program Ferry Fees - WSDOT Reimburse Amb Billing Errors Medic One Foundation Miscellaneous EMS Council Transport fees $ 48,000 $ 63,000 ** $ 2,000 $ 15,000 $ 5,000 $ 1,000 $ 24,500 $ 48,000 $ 1,500 $ 62,310 $ 4,000 $ 2,000 $ 10,000 $ 5,000 $ 750 $ 1,000 $ 24,500 TOTAL 522.7X EMS OPERATIONS COSTS $ 2,473,865 $ 2,296,390 *Includes 60% costs for Social Security, Medicare, Employment Security, Dept. of Labor & Industries, Department of Retirement, and Medical/Dental Insurance. **Moved to Fire Budget 30

31 EMS Expense Fund Training Division (Non-personnel) Program Description The EMS Training Division manages continuing education for all medical personnel. There are no direct personnel costs because a dedicated long-term volunteer oversees and tracks all training mandated by local, state, and federal regulations. Additional specialized training opportunities are available with approval. Housing and miscellaneous expenses for student Interns participating in the paramedic training program at Harborview Medical Center through the Medic One Foundation are included. (Tuition is paid by the Medic One Foundation.) Budget Summary Expenditures 2015 Proposed 2014 Budgeted 2013 Actual Personnel services $ $ $ Training $ 26,000 $ 15,500 $ 12,985 TOTAL EXPENDITURES $ 26,000 $ 15,500 $ 12, Significant Changes No new appointment to the paramedic training program in 2015 Strategic Plan Goals and Objectives Continue participation in the Paramedic/EMT continuing education training, Tuesday Series, offered by Harborview Medical Center. Continue to work with Jefferson Healthcare and the other Jefferson County fire districts by offering approved EMT training class. TRAINING BUDGET DETAIL TRAINING BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages Supplies Supplies $ 6,500 $ 5, Services & Charges Training/Conferences Travel Per Diem Paramedic Training Expenses Training Registrations(EMS On-Line) $ 5,000 $ 2,000 $ 8,000 $ 4,500 $ 4,000 $ 2,000 $ 4,500 TOTAL TRAINING COSTS $ 26,000 $ 15,500 31

32 EMS Expense Fund Support Services (Non-personnel) Program Description This budget category includes the operations of fleet and equipment maintenance, and purchasing recommendations. The Support Services section protects the public s investment in emergency services and ensures effective and uninterrupted emergency responses by maintaining the Department s equipment through inspection and preventive maintenance. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Personnel services $ $ $ Maintenance & operations $ 89,580 $ 104,580 $ 73,122 TOTAL EXPENDITURES $ 89,580 $ 104,580 $ 73, Significant Changes See page 33 Strategic Plan Goals and Objectives Establish apparatus replacement plan for new medic units Establish facility major maintenance schedule with associated financial language Support collection of incident data, and identification of data to assist in strategic resource acquisition and deployment SUPPORT SERVICES BUDGET DETAIL SUPPORT SERVICES BUDGET 2015 Proposed 2014 Budget 10 Salary & Wages $ * $ * Contract Equip Repairs/Maint Contract Vehicle Rep/Maint (NK&R) Contract Vehicle Repair - Other $ 20,000 $ 34,580* $ 35,000 $ 30,000 $ 34,580 $ 40,000 TOTAL SUPPORT SERVICES COSTS $ 89,580 $ 104,580 *This represents 40% of contract payments. See Fire Support Services budget for remaining 60%. 32

33 EMS General Fund Capital (non-personnel) Program Description This budget category includes capital expenditures for purchase of machinery and equipment and to allocate funds to the Vehicle Replacement Fund. Fund is established for replacement of specialized equipment as needed and the purchase of new equipment to assure quality of care. Budget Summary Expenditures 2015 Proposed 2014 Budget 2013 Actual Personnel services $ $ $ Machinery/Equipment $ 20,000 $ 20,000 $ 143,077 Vehicle Replacement $ 110,000 $ 100,000 $ 100,000 TOTAL EXPENDITURES $ 130,000 $ 120,000 $ 243, Significant Changes/Issues/Discussion Continue to improve ambulance fleet with one to two ambulances ordered for delivery in 2016 Currently evaluating gasoline verses diesel powered vehicles Strategic Plan Goals and Objectives Establish long-range machinery/equipment replacement schedule Continue annual funding to Vehicle Replacement Fund Establish vehicle replacement plan with associated financial plan CAPITAL BUDGET DETAIL CAPITAL BUDGET 2015 Proposed 2014 Budget Machinery/Equipment $ 20,000 $ 20, Vehicle Replacement Fund $ 110,000 $ 100,000 TOTAL CAPITAL COSTS $ 130,000 $ 120,000 33