SHORELINE FIRE DEPARTMENT

Transcription

1 SHORELINE FIRE DEPARTMENT 2012 BUDGET

2 INTRODUCTION The Shoreline Fire Department serves a population of 55,000 citizens within the City of Shoreline in an area of approximately 14 square miles. In addition, the ALS program serves the cities of Bothell, Kenmore and Lake Forest Park with an additional population of 75,000 in an area of approximately 22 square miles. The mission of the Shoreline Fire Department 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 life safety crisis and assist in other situations to meet our customers urgent needs. We provide education, training, and assistance to our customers to make the Shoreline 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 Fire prevention services Special operations services Disaster preparedness and response Community education and outreach Programs to ensure our personnel are safe and prepared to respond The Shoreline Fire Department is committed to providing high quality services to the community at an acceptable level of taxation. The Department has developed and maintains a six-year financial forecast (Strategic Budget) that estimates resource and expenditure behavior for five 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' operations. 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. Page 1 of 39

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. 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 our 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 a budget is considered to be in balance 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 and is considered as a portion of the funds revenue source. It is the policy of the Board of Commissioners to maintain various expense and reserve funds and operating contingencies as follows: General Expense Fund This fund is used for the day-to-day operations of the Department (excluding ALS) and is segmented into cost centers based on the following divisions: Legislative (Board of Commissioners) Administrative Fire/BLS Operations Fire Prevention Training Support Services Other BLS (non-operations) Interfund Transfers Page 2 of 39

4 This account is funded primarily from property taxes (83%) and from additional sources such as the BLS contract and transport fees, ALS overhead charges, service contracts and miscellaneous other sources. ALS Expense Fund This fund is used for the day-to-day operations of the ALS Division. This account is funded through a contract with King County EMS. King County EMS receives its funding from a county-wide EMS property tax levy. The current levy was approved in 2007 for six years ( ) at a rate of $.30 per $1,000 assessed value. This levy passed with an 82% approval rating indicating the high value that the community places in EMS services. General Reserve Fund This fund is available for unforeseen urgent or emergency needs and is intended to provide for unanticipated expenditures or revenue shortfalls of a non-recurring nature. The minimum targeted balance for this fund is 10% of the annual general expense budget with a maximum of $0.375 per $1,000 assessed value. The fund is currently funded at 17% or approximately $200,000 over minimum. The current negative economic climate prevents additional funds from being transferred to this fund. This account is funded by inter-fund transfers from the General Expense Fund and/or from ending fund balance. ALS Reserve Fund This fund is available for unforeseen urgent or emergency needs and is intended to provide for unanticipated expenditures or revenue shortfalls of a non-recurring nature. The minimum targeted balance for this fund is 10% of the annual ALS expense budget with a maximum of $0.375 per $1,000 assessed value. The fund is currently funded at 60% or approximately $245,000 under minimum. This account is funded by inter-fund transfers from the ALS Expense Fund, from ending fund balance and/or the Snohomish County contract with the City of Bothell. General Capital Fund This fund is available for the acquisition and purchase of apparatus, equipment, land, and facilities. It is also available for funding large maintenance projects. The allocation of funds from this account is through the budget approval process and is based on an approved replacement/repair schedule. This account is funded by inter-fund transfers from the General Expense Fund, EMS Donations Fund, and the proceeds from surplus apparatus and equipment. ALS Capital Fund This fund is available for the acquisition and purchase of apparatus, equipment, land, and facilities related to the ALS program. It is also available for funding large maintenance projects. The allocation of funds from this account is through the budget approval process and is based on an approved replacement/repair schedule. This account is funded by inter-fund transfers from the ALS Expense Fund, EMS Donations Fund, and the proceeds from surplus apparatus and equipment. Page 3 of 39

5 Post Employment Benefits Fund This fund is used for the payment of all medical/dental costs related to retired LEOFF 1 employees per applicable State law. In addition it is used to cash out vacation and sick leave obligations for current employees separating from service. This account is funded by inter-fund transfers from the General Expense Fund and the ALS Expense Fund. Retirement eligibility for current employees is calculated on either the minimum retirement age (53 for LEOFF2; 65 for PERS) or 30 years of service, whichever occurs first. GO Bond Fund This fund is used for the repayment of the 1997 GO Bond (re-financed in 2005). This account is funded by a separate property tax. EMS Donations Fund This fund is available for apparatus, equipment and training related to emergency medical services. This account is funded by donations from the community. Operating Reserves It is the Department s policy to maintain an operating reserve balance in the Expense Fund at a level sufficient to provide for cash flow needs, a reasonable amount for emergent or unforeseen needs and an orderly adjustment to adverse changes in revenues. The current policy is to maintain a minimum of two (2) months of fund balance in reserve in the Expense Fund. The Fire Chief, in conjunction with the Director of Administrative Services and the Board of Commissioners, will analyze fund balance requirements from time to time and recommend changes as needed. Strategic Initiatives Contingency In order to provide for unplanned expenditures or new opportunities throughout the year, the General Expense Fund budget has a total operating contingency of $30,000 that will be used only with the Fire Chief s approval. Savings within division budgets throughout the year will be the first source for funding unplanned expenditures or providing for new opportunities before the Strategic Initiatives Contingency is accessed. Page 4 of 39

6 2012 BUDGET OVERVIEW Similar to last two years, the 2012 budget focuses on managing a budget deficit. 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 the Shoreline Fire Department. While very challenging, the 2012 budget maintains a very high of level of emergency services for the greater Shoreline community This budget addresses a decrease of 5.12% in property tax revenues while maintaining, as noted above, current emergency service levels while at the same time continuing with the financial policies of the Department. The 2012 General Expense budget has been decreased by $862,500 or 6.85% from the 2011 budget. There have been significant cuts in non-emergency service levels most notably in Administration, Training and Fire Prevention. Overall the Department is still in stable financial condition with the passage of a six-year levy in August However, with the recession and the continued uncertainty of future economic conditions, this budget has been reduced to the point that long-term sustainability in support of operations is no longer possible without either increased revenue or a reduction in service level. The expense funds are nearly balanced and match a very conservative estimate of revenue, including the utilization of cash fund 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 reserve funds are funded according to financial policy or in relation to predictable and/or anticipated future costs. All but one of the reserve funds will be adequately funded for 2012, barring any reasonably unforeseen circumstances. The Capital Replacement Fund is underfunded for a third year, as described later in this report. This budget reflects a property tax rate of $1.50 per $1,000 of assessed valuation. The six-year strategic budget forecasts maintain the property tax rate at $1.50 per $1,000 of assessed valuation. The six-year levy lid lift, approved by the voters in August 2008, allows the Department to mitigate the effects of the 1% limitation that has been imposed since Initiative 747 became the law in We are humbled by the fact that our citizens have shown their overwhelming support for the services provided by our fire department by passing the levy lid lift with a 69% approval rate. However, the Department has seen an overall reduction in tax revenue of 20% or $2,380,000 since 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. Page 5 of 39

7 The budget process for 2012 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. 2. Develop a stable and sustainable financial plan. 3. Ensure that essential resource needs are adequately met. 4. Improve organizational communication both internally and externally. 5. Implement ongoing strategic planning. The budget for the Shoreline Fire Department is presented in this document by organizational totals first, followed by individual funds and, as appropriate within funds, by individual divisions. Within each of the units, the following categories have been presented where appropriate: Personnel Services, Maintenance and Operations, Capital Outlay, Debt Service, Contingency, Transfers, and Fund Balance Personnel Summary (all Personnel) Position Fire Commissioners 5 5 5/3 3 Fire Chief Deputy Fire Chief Administrative Services Director Deputy Administrative Services Director IT Manager Executive Assistant Administrative Assistant Maintenance Supervisor Mechanic Maintenance Worker Community Educator/Information Fire Marshal Deputy Fire Marshal Inspector Battalion Chief Captain Lieutenant Medical Services Officer Firefighter/Paramedic Driver Engineer Firefighter/EMT TOTAL Page 6 of 39

8 Overview The proposed 2012 budget reflects an ongoing balance of providing the highest level of service to the citizens we protect, while at the same time keeping the budget within the statutory limits established for fire protection districts. Items highlighted in yellow (noted throughout this document) are areas in which staff is seeking Board direction with regards to policy, practice and/or long-term strategy. While all items of the budget are subject to Board input, discussion and directive through to adoption, staff wants to assure that the Board addresses these key issues. Noteworthy items within the 2012 budget include: The Collective Bargaining Agreement with the firefighters and officers represented by IAFF Local #1760 is still not settled. Adjustments in wages and benefits in the new contract, are unknown at this time and may have an impact on the 2012 budget and reserve funds. Our commitment to the safety and training of our firefighters is highly valued in this organization. Increased focus has been given to local training opportunities versus training that necessitates travel expenses. Maintain full medical and dental coverage for all LEOFF 1 personnel and provide for post retirement benefit obligations to current employees. In addition, it is the policy for this fund is to maintain sufficient reserves to cover catastrophic costs for LEOFF 1 personnel, some of which are currently being mitigated with long-term health care coverage. Currently there are 18 employees that are eligible to retire based on years of service or meeting the minimum retirement age for their pension plan. The General Capital Fund provides for current year apparatus, equipment and facilities needs, as well as set aside money for future obligations according to the replacement/repair schedule. In 2009, 2010 and 2011, the fund was not fully funded to balance the budget. This necessitated postponing some major purchases. There are no vehicle replacements planned for in the 2012 budget. Additional resources such as grants continue to be pursued as an option to supplement some of these purchases. On an as needed basis, major facility maintenance projects, and other planned ongoing replacement and/or upgrades will be provided. Continue to fully fund the ALS Fund for apparatus, equipment and facilities needs, as well as set aside money for future obligations according to the replacement/repair schedule. Page 7 of 39

9 A concern that remains unfunded is with regards to the Administrative workload. Specifically these concerns center on added attention to the Strategic Plan, assistance with the Deputy Chief of Emergency Services workload, preparation for possible accreditation in the future and other planning-related issues relating to response standards. With State-mandated performance audits on the horizon, it is imperative that the department is functioning according to our stated goals and objectives contained in our Strategic Plan, as well as meeting our legal obligations and performing up to the requirements of minimum industry accepted standards and best practices. Obviously, with the reduced state of the budget, this is not financially supported in the budget. In fact, it can be argued that our ability to respond to these issues has been eroded somewhat due to the reduction of the Executive and Administrative Assistants work hours. The Reserve Fund did not receive any additional money due to the significant decrease in revenue this year. On a positive note this budget does not include any transfers from this fund to achieve a balanced budget. Page 8 of 39

10 2012 BUDGET GENERAL EXPENSE FUND General Expense Fund - Expenditures Expenditures 2012 budget 2011 budget 2010 actual personnel services $ 9,950,000 $ 10,701,358 $ 10,100,493 maintenance & operations $ 826,000 $ 994,914 $ 675,330 inter-governmental $ 517,300 $ 313,397 $ 328,599 transfers out $ 411,600 $ 476,637 $ 448,606 TOTAL $ 11,704,900 $ 12,485,807 $ 11,553,028 General Expense Fund - Revenues Revenues 2012 budget 2011 budget 2010 actual fund balance $ 265,733 $ 336,080 $ 0 property tax $ 9,381,367 $ 9,962,303 $ 10,120,099 BLS contract (King County) $ 629,694 $ 618,422 $ 627,552 BLS Transport $ 637,965 $ 660,000 $ 0 other contracts $ 325,000 $ 384,449 $ 455,901 interest $ 27,000 $ 48,828 $ 39,889 other $ 438,141 $ 475,725 $ 496,442 TOTAL $11,704,900 $12,485,807 $ 11,739,883 Page 9 of 39

11 2012 General Expense Fund Legislative Division Program Description The Board of Fire Commissioners (Board) is comprised of five 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. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 37,170 $ 52,920 $ 33,213 maintenance & operations $ 21,440 $ 40,920 $ 34,511 inter-governmental $ 45,000 $ 5,000 $ 29,622 TOTAL EXPENDITURES $ 103,610 $ 98,840 $ 96,778 Personnel Summary Position Fire Commissioner 5 5 5/3 TOTAL ELECTED POSITIONS 5 5 5/ Significant Changes/Issues/Discussion The Board should consider the benefit of membership in the Washington State Fire Commissioners Association versus annual cost of $4000 and other cost reductions where possible. To avoid significant reductions in the level of service provided to the Shoreline community, the Board will need to consider alternate sources of revenue. This could include a levy and/or bonds. Strategic Plan Goals and Objectives 2012 Performance Objectives Page 10 of 39

12 LEGISLATIVE SERVICES BUDGET DETAIL Phase COMMISSIONER SERVICES 2012 Proposed % change 2011 Budget 10 Salary & Wages salaries $ 35, % $ 50, Salary & Wages $ 35, % $ 50, Personnel Benefits clothing allowance $ 1, % $ 2, Personnel Benefits $ 1, % $ 2, Services & Charges travel $ 2, % $ 4, memberships - registrations - subscriptions $ 17, % $ 33, Services & Charges $ 20, % $ 38, ELECTION COSTS TOTAL LEGISLATIVE SERVICES $ 57, % $ 91, Services & Charges professional services $ 1, % $ 2, Services & Charges $ 1, % $ 2, Intergovernmental Services elections - County fee $ 45, % $ 5, Intergovernmental Services $ 45, % $ 5,000 TOTAL ELECTION COSTS $ 46, % $ 7,500 TOTAL 511 LEGISLATIVE COSTS $ 103, % $ 98,840 Page 11 of 39

13 2012 General Expense Fund Administrative Division Program Description This budget category includes the operations of the Fire Chief s office, Finance and Human Resources. The office of the Fire Chief provides planning, direction, coordination, and general support to all of the Shoreline Fire Department s operations. The Human Resources function encompasses several programs and services designed to support the Department and its employees in the achievement of its mission and objectives. Human Resources oversees all areas pertaining to the people, personnel practices, and leadership aspects of the Department. Included in these are staffing, performance management, salary administration, health and wellness, workers compensation, light duty, employee relations (including labor relations), hiring/promotions, personnel policy maintenance, and other areas essential to the management of the Department s Human Resources. The Finance function provides financial accounting, budgeting, and reporting services; treasury and investment management, risk management, and strategic forecasting services; manage debt issuance and legal services; Deferred Compensation Plans (457 and 401(a)); post employment health plans Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 650,709 $ 743,973 $ 682,441 maintenance & operations $ 180,624 $ 250,936 $ 129,360 inter-governmental $ 7,800 $ 7,500 $ 5,955 TOTAL EXPENDITURES $ 839,132 $ 1,002,409 $ 817,756 Personnel Summary Position Fire Chief Administrative Services Director Deputy Administrative Services Director Executive Assistant Admin. Assistant - Personnel/Payroll Admin. Assistant - Reception/Accounting TOTAL FTE Page 12 of 39

14 2012 Significant Changes/Issues/Discussion The elimination of the Administrative Assistant filling the reception position will place additional work and responsibilities on the remaining staff. This arrangement, while reducing expenses, is creating new issues that will have to be resolved. Board discussion/decision authority of Fire Chief to sign and administer contracts under $50,000. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. 1L Implement quality improvement program through the use of direct customer feedback instruments Goal 2 Develop a Stable and Sustainable Financial Plan 2A Identify alternative and additional revenue sources to diversify and fully fund services. 2B Improve the budget development, tracking and expenditure process. 2C Identify and implement specific cost saving strategies whenever possible. 2D Continue to explore strategic partnerships whenever and wherever possible. Goal 3 Ensure that Essential Resources Are Adequately Met 3A Identify and project impact of personnel attrition on operations and establish succession plan for key individuals. 3I Identify organizational roles of personnel at different levels in the organization and incorporate into organizational structure. 3J Institute personnel individual performance evaluations throughout the organization. 3K Establish written procedures to clarify hiring process for positions and promotions within the organization. 3L Institutionalize the organizational culture and celebrate the positive aspects of the Shoreline Fire Department. 3M Improve the celebration of organizational success and better recognize and reward individual achievement. 3N Reinforce the organizational mission and values. 3O Monitor employee satisfaction and implement strategies and programs to address concerns or deficiencies. 3P Implement joint labor-management problem solving solutions into the administrative decision making process. 3V Improve information access and organizational communications tools. 3X Provide tools for better citizen electronic access to fire department services. Page 13 of 39

15 Goal 4 Improve Organizational Communication 4A Improve meeting efficiency and communications about decisions and decision making and to reduce unnecessary and redundant meetings. 4B Create method(s) of transmitting and maintaining access to key information to personnel in a consistent, efficient, and user- friendly manner. 4C Improve individual communications styles and techniques and improve team and organizational communications. 4D Develop effective method(s) to collect and utilize ideas, information, and input from all personnel. 4E Create a mechanism to formally hear and answer questions regarding significant organizational issues to increase awareness and reduce rumors. 4F Increase interaction between administration and line personnel. 4G Improve external communications to our public. Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis. 5B Establish a regular update/action system for strategic objectives. 5C Maintain coordination of efforts of different strategic teams and individuals. 5D Link the budget process to the Strategic Plan. 5E Continue to perform long-range planning and build the next six-year plan Performance Objectives Continue analyzing and implement efficiencies in our accounting procedures. Page 14 of 39

16 ADMINISTRATION BUDGET DETAIL Phase ADMINISTRATION 2012 Proposed % change 2011 Budget 10 Salary & Wages salaries $ 514, % $ 564,646 part time credit $ (12,768) $ (18,816) overtime $ 16, % $ 47, salaries-other $ 8, % $ 14, Salary & Wages $ 526, % $ 607, Personnel Benefits State retirement $ 30, % $ 30, medical/dental,medicare $ 83, % $ 89, L&I - unemployment $ 2, % $ 5, employee assistance program $ 2, % $ 2, clothing allowance $ % $ tuition reimbursement $ 4, % $ 5, employee recognition program $ % $ 3, Benefits $ 123, % $ 136, Supplies supplies $ 8, % $ 13, fuel $ - #DIV/0! $ small tools/equipment $ - $ - 30 Supplies $ 8, % $ 13, Services & Charges professional services $ 90, % $ 134, postage $ 5, % $ 5, travel $ % $ 4, advertising $ 1, % $ 4, rentals $ % $ 1, insurance $ 65, % $ 65, repairs & maintenance $ % $ memberships - registrations - subscriptions $ 7, % $ 21, Services & Charges $ 172, % $ 237, Intergovernmental Services Government Services $ 7, % $ 7, Intergovernmental Services $ 7, % $ 7,500 TOTAL ADMINISTRATION $ 839, % $ 1,002,409 Page 15 of 39

17 2012 General Expense Fund Fire/BLS Operations Division Program Description This budget category is established to account for the operations of the Fire/BLS division. Included are services for fire suppression, BLS emergency medical care and transport, rescue services and other emergency related activities. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 7,662,170 $ 7,763,346 $ 7,673,530 maintenance & operations $ 131,617 $ 113,265 $ 65,749 inter-governmental $ 404,448 $ 300,897 $ 293,590 TOTAL EXPENDITURES $ 8,198,235 $ 8,177,508 $ 8,032,869 Personnel Summary Position Deputy Fire Chief Battalion Chief Captain Lieutenant Driver Engineer Firefighter/EMT TOTAL FTE Significant Changes/Issues/Discussion This budget reflects not filling three (3) firefighter vacancies and the dedication of a fulltime Deputy Chief of Operations through reassignment of the Battalion Chief of Training position as an interim Deputy Chief. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. 1A Establish emergency services performance objectives and monitor results. 1C Develop strategic staffing plan consistent with level of service policies and documents. 1D Assess historical incident modeling, perform incident hazard / risk analysis and develop standard of cover document to update and compliment performance objectives. 1F Improve preparedness and readiness to respond to major and / or catastrophic events. 1G Improve pre-incident planning and mapping - especially to target hazards. Page 16 of 39

18 Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis Performance Objectives Fire suppression: o turn-out time of 1 minute 30 seconds---90% of the time. o travel time for the first arriving suppression capable company of 5 minutes--- 90% of the time. o travel time for first full-alarm assignment of 12 minutes---90% of the time. EMS/BLS: o turn-out time of 1 minute---90% of the time. o travel time for the first arriving BLS company of 5 minutes---90% of the time. Hazardous Materials: o travel time for the first arriving company of 5 minutes---90% of the time. Technical Rescue Team (TRT): o travel time for the first arriving company of 5 minutes---90% of the time. Page 17 of 39

19 FIRE/BLS BUDGET DETAIL Phase FIRE/BLS OPERATIONS 2012 Proposed % change 2011 Budget 10 Salary & Wages Salaries $ 5,588, % $ 5,724, Overtime $ 521, % $ 530, Salary & Wages $ 6,109, % $ 6,254, Personnel Benefits State retirement $ 338, % $ 342, medical/dental $ 1,044, % $ 1,006, disability $ 17,400-5% $ 18, L & I $ 119, % $ 107, clothing allowance $ 32, % $ 34, pooled benefits - new FF's $ - #DIV/0! $ - 20 Personnel Benefits $ 1,552, % $ 1,508, Supplies supplies $ 59, % $ 45, fuel $ 45, % $ 39, small tools & equipment $ 9, % $ 7, Supplies $ 113, % $ 92, Services & Charges professional services $ 1, % $ 2, repairs and maintenance $ 16, % $ 18, Services & Charges $ 17, % $ 20, Intergovernmental Services Intergovernmental Services $ 404, % $ 300, Intergovernmental Services $ 404, % $ 300,897 TOTAL FIRE/BLS OPERATIONS $ 8,198, % $ 8,177,508 Page 18 of 39

20 2012 General Expense Fund Fire Prevention Division Program Description This budget category includes all operations and programs overseen by the Fire Marshal. The office of the Fire Marshal provides: Service to the City of Shoreline through an interlocal agreement covering: o Delegation of authority to the Fire Code Official as referenced in the International Fire Code o Fire plan reviews and inspections of building, land use, and fire systems o Issuance of annual operational permits o Annual fire safety inspections o Fire and life safety plan review o Fire investigations in accordance with the City s contract with the King County Sheriffs Office. Public education to citizens, schools, and the business communities Human service coordination Fire Department public relations/marketing CPR training to the public, business, and schools Coordination and collection of new building GIS data Oversight of public chaplain service Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 644,555 $ 771,770 $ 692,474 maintenance & operations $ 17,830 $ 29,635 $ 17,303 inter-governmental $ 0 $ 0 $ 0 TOTAL EXPENDITURES $ 662,385 $ 801,405 $ 709,303 Personnel Summary Position Fire Marshal Deputy Fire Marshal 0 (1) 1 Firefighter/Inspector Community Educator/Information Administrative Assistant TOTAL FTE Page 19 of 39

21 2012 Significant Changes This budget shows a vacancy in the Deputy Fire Marshal s position. The vacancy is not funded. Two (2) members in this division are currently eligible to retire based on age and/or years of service. Any further attrition will result in dramatic reduced efficiency and effectiveness until such time as said position(s) could be replaced. Presumably replacements would come from either the Operations Division or a lateral transfer from another fire department. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. 1H Reduce demand on system from unnecessary and inappropriate responses 1G Develop Strategic Plan for Fire Prevention and Public Education outreach services Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis Performance Objectives Establish a division staffing model by the end of the year that provides for stability of personnel with sufficient expertise. This plan shall incorporate contingency planning should current personnel need to be temporarily reassigned to Operations to assist in meeting minimum staffing levels. Page 20 of 39

22 PREVENTION/EDUCATION BUDGET DETAIL Phase FIRE PREVENTION/EDUCATION 2012 Proposed % change 2011 Budget 10 Salary & Wages salaries $ 486, % $ 590,583 part time credit $ - $ (12,096) overtime $ 32, % $ 51, Salary & Wages $ 518, % $ 629, Personnel Benefits State retirement $ 31, % $ 35, medical/dental $ 83, % $ 92, disability $ % $ 1, L & I $ 6, % $ 7, deferred compensation $ - #DIV/0! $ clothing allowance $ 2, % $ 2, Chaplain program $ 1, % $ 2, Personnel Benefits $ 125, % $ 141, Supplies supplies $ 5, % $ 10, fuel $ 6, % $ 5, small tools & equipment $ % $ Supplies $ 11, % $ 16, Services & Charges professional services $ - $ communications $ % $ 1, travel $ 2, % $ 5, advertising $ 400 $ rentals $ 250 $ repairs and maintenance $ % $ memberships - registrations - subscriptions $ 2, % $ 4, Services & Charges $ 5, % $ 13,535 TOTAL FIRE PREVENTION/EDUCATION $ 662, % $ 801,405 Page 21 of 39

23 2012 General Expense Fund Training Division Program Description The Training Division manages continuing education for all suppression and medical personnel. It delivers fire suppression, rescue and emergency medical training. The Training Division provides classes for emergency personnel required by local, state, and federal regulations. It also reviews, develops, and coordinates instruction on organizational procedures. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 260,115 $ 464,838 $ 386,181 maintenance & operations $ 24,448 $ 41,443 $ inter-governmental $ 0 $ 0 $ 0 TOTAL EXPENDITURES $ 284,563 $ 506,281 $ 403,800 Personnel Summary Position Battalion Chief Captain Medical Services Officer* Administrative Assistant** TOTAL FTE *funded from ALS expense fund **1/2 funded from ALS expense fund 2012 Significant Changes Reassignment of the Battalion Chief position to Interim Deputy Chief of Operations. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. 1K Increase joint training with non-consortium partners Goal 3 Ensure that Essential Resources Are Adequately Met 3B Identify training needs for all personnel. 3C Establish specifications and performance objectives for Training Consortium. 3D Evaluate recommendations of Training User Group. 3E Establish formal personnel career paths. 3F Implement adopted apprenticeship program. 3G Establish formal Officer Development Program. 3H Develop and implement company evaluation and training needs analysis system. Page 22 of 39

24 Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis Performance Objectives TRAINING BUDGET DETAIL Phase TRAINING 2012 Proposed % change 2011 Budget 10 Salary & Wages Salaries $ 152, % $ 301,197 part time credit $ (3,024) $ (6,048) Overtime $ 62, % $ 92, Salary & Wages $ 211, % $ 387, Personnel Benefits retirement $ 12, % $ 21, medical/dental $ 31, % $ 50, disability $ % $ L & I $ 2, % $ 3, deferred compensation $ - #DIV/0! $ clothing allowance $ 1, % $ 1, Personnel Benefits $ 48, % $ 77, Supplies supplies $ 4, % $ 6, small tools & equipment $ 350 $ Supplies $ 4, % $ 7, Services & Charges professional services $ 4, % $ 8, travel $ 1, % $ 4, rentals $ 2, % $ 2, repairs & maintenance $ % $ memberships - registrations - subscriptions $ 10, % $ 18, Services & Charges $ 19, % $ 34,343 Page 23 of 39

25 2012 General Expense Fund Support Services Division Program Description This budget category includes the operations of facility, fleet and equipment maintenance, technology services, and purchasing. The Facilities Maintenance section 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. It also manages environmental compliance efforts including improving overall energy efficiency within our facilities and equipment. The Fleet Maintenance section of the division provides a full range of services on emergency apparatus, light trucks, automobiles and related equipment. This division is responsible for delivering preventive and corrective maintenance services, mobile field repair, apparatus specifications, standardized vehicle setup, and computerized maintenance management on the 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. The Fleet Maintenance section is responsible for the annual testing and certification procedures conducted on fire pumps, aerial devices and vehicle emissions. The Information Technology (IT) section is responsible for supporting the Department s computing infrastructure, including the wide area data network, wireless local area network (to support Operations), the portal, internet access, resources, all employees desktop and/or laptop PCs and related equipment, and Department owned software. This section provides support for all Department applications and databases. It also ensures Department-wide integration and coordination of all communication and technology applications. The section is responsible for supporting the multitude of Department-wide communications systems. This includes site specific landline phone systems, all emergency response portable and mobile radios, cell phones and PDAs, and pagers. The division also provides oversight for major purchases, including negotiating pricing, provides for central inventory and fire equipment management, and management of surplus property. It oversees the capital replacement program of the Department. Page 24 of 39

26 Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 625,314 $ 614,711 $ 585,198 maintenance & operations $ 401,756 $ 460,553 $ 365,347 inter-governmental $ 0 $ 0 $ 0 TOTAL EXPENDITURES $ 1,027,070 $ 1,075,264 $ 950,545 Personnel Summary Position Deputy Chief IT Manager Maintenance Supervisor Mechanic Maintenance Worker TOTAL FTE Significant Changes/Issues/Discussion Continue development and implementation of vehicle maintenance program. Continue evaluation of diversification of the IT section. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. 1B Improve methods and tools for data acquisition and improve expertise in analysis 1J Establish performance specifications for dispatch center and radio communications Goal 3 Ensure that Essential Resources Are Adequately Met 3Q Establish apparatus replacement policy with associated financial plan. 3R Establish facility major maintenance schedule with associated financial plan. 3S Establish long-range facility upgrade/replacement schedule. 3T Create a strategic IT plan by identifying IT services provide, service levels and performance objectives for those services; create three year goals and objective, and financial plan. 3U Support collection of incident data, and identification of data to assist in strategic resource acquisition and deployment. 3V Improve information access and organizational communication tools. 3W Support migration to electronic incident information; place electronic access to data in all emergency apparatus Page 25 of 39

27 Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis Performance Objectives Obtain an outside audit of the Department s IT structure, systems and software that can be utilized in implementing efficiency initiatives. SUPPORT SERVICES BUDGET DETAIL Phase SUPPORT SERVICES 2012 Proposed % change 2011 Budget 10 Salary & Wages salaries $ 488, % $ 485, overtime $ 6, % $ 7, Salary & Wages $ 495, % $ 493, Personnel Benefits State retirement $ 33, % $ 26, medical/dental $ 90, % $ 88, disability $ 1, % $ 1, L & I $ 3, % $ 3, deferred compensation $ - #DIV/0! $ clothing allowance $ 1, % $ 1, Personnel Benefits $ 130, % $ 121, Supplies supplies $ 41, % $ 69, fuel $ 5, % $ 4, small tools & equipment $ 4, % $ 10, Supplies $ 50, % $ 84, Services & Charges professional services $ 53, % $ 56, communications $ 73, % $ 92, travel $ 1, % $ 2, advertising $ % $ 1, rentals $ 9, % $ 13, utilities $ 136, % $ 133, repair & maintenance $ 75, % $ 76, memberships - registrations - subscriptions $ % $ Services & Charges $ 351, % $ 376,489 TOTAL SUPPORT SERVICES $ 1,027, % $ 1,075,264 Page 26 of 39

28 2012 General Expense Fund Other Program Description This budget category provides a catch-all for programs not otherwise categorized. Included is the Reserve Program, Health/Wellness program and Safety Officer. The Health/Wellness Program was established to provide vaccination and testing services, and provide for annual health/wellness physicals for employees. Also included in this program is mandatory physical fitness training. The Safety Officer is an assigned position with responsibility to assure compliance with applicable safety rules, regulations and standards. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 70,000 $ 84,800 $ 47,456 maintenance & operations $ 4,250 $ 13,513 $ 4,873 inter-governmental $ 0 $ 0 $ 0 TOTAL EXPENDITURES $ 74,250 $ 98,313 $ 52,329 Personnel Summary n/a 2012 Significant Changes/Issues/Discussion Significant reductions in overtime and travel will impact training and meeting opportunities on the programs that relied on these funds. Strategic Plan Goals and Objectives Goal 1 Identify services and service levels and improve services where needed. Goal 5 Implement Ongoing Strategic Planning 5A Create a one-year operational plan (based on the Strategic Plan) on an annual basis. 16 Life Safety Initiatives (bolded items are continued 2011 priorities) 1. Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability and personal responsibility. 2. Enhance the personal and organizational accountability for health and safety throughout the fire service. 3. Focus greater attention on the integration of risk management with incident management at all levels, including strategic, tactical, and planning responsibilities. 4. All Firefighters must be empowered to stop unsafe practices. 5. Develop and implement national standards for training, qualifications, and certification (including regular recertification) that are equally applicable to all firefighters based on the duties they are expected to perform. Page 27 of 39

29 6. Develop and implement national medical and physical fitness standards that are equally applicable to all firefighters, based on the duties they are expected to perform. 7. Create a national research agenda and data collection system that relates to the initiatives. 8. Utilize available technology wherever it can produce higher levels of health and safety. 9. Thoroughly investigate all firefighter fatalities, injuries, and near misses. 10. Grant programs should support the implementation of safe practices and/or mandate safe practices as an eligibility requirement. 11. National standards for emergency response policies and procedures should be developed and championed. 12. National protocols for response to violent incidents should be developed and championed. 13. Firefighters and their families must have access to counseling and psychological support. 14. Public education must receive more resources and be championed as a critical fire and life safety program. 15. Advocacy must be strengthened for the enforcement of codes and the installation of home fire sprinklers. 16. Safety must be a primary consideration in the design of apparatus and equipment. OTHER SERVICES BUDGET DETAIL Phase OTHER SERVICES 2012 Proposed % change 2011 Budget 10 Salary & Wages salaries $ - #DIV/0! $ overtime $ 10, % $ 19, Salary & Wages $ 10, % $ 19, Personnel Benefits benefits $ - #DIV/0! $ wellness program $ 60, % $ 65, Personnel Benefits $ 60, % $ 65, Supplies supplies $ 1, % $ 2, small tools & equipment $ % $ 1, Supplies $ 1, % $ 3, Services & Charges professional services $ 2, % $ 5, travel $ % $ 2, repairs $ % $ 1, memberships - registrations - subscriptions $ % $ 1, Services & Charges $ 2, % $ 10,375 TOTAL OTHER SERVICES $ 74, % $ 98,313 Page 28 of 39

30 2012 General Expense Fund EMS/BLS (non-personnel) Program Description This budget category is established to account for all non-personnel BLS activities. (Exception is the trial program of staffing A63 in 2011.) Included are BLS supplies and fuel for BLS aid cars. Intergovernmental includes the fees associated with the BLS transport program. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 0 $ 205,000 $ 0 maintenance & operations $ 43,646 $ 44,150 $ 40,568 inter-governmental $ 60,000 $ 60,000 $ 0 TOTAL EXPENDITURES $ 103,646 $ 309,150 $ 40,568 Personnel Summary n/a 2012 Significant Changes Strategic Plan Goals and Objectives 2012 Performance Objectives Page 29 of 39

31 EMS/BLS BUDGET DETAIL Phase EMS (BLS) 2012 Proposed % change 2011 Budget 10 Salary & Wages overtime $ % $ 205, Salary & Wages $ % $ 205, Supplies supplies $ 24, % $ 28, fuel $ 15, % $ 10, Supplies $ 39, % $ 38, Services & Charges professional services $ 2, % $ 2, repairs $ 2, % $ 3, Services & Charges $ 4, % $ 5, Intergovernmental Services Transport Billing Office $ 60,000 $ 60, Intergovernmental Services $ 60,000 $ 60,000 TOTAL EMS (BLS) $ 103, % $ 309,150 Page 30 of 39

32 General Expense Fund Interfund Transfers - OUT Program Description This budget category accounts for transfers from the General Expense Fund to other Department funds. Budget Summary Expenditures 2012 proposed 2011 budget 2010 actual personnel services $ 0 $ 0 $ 0 maintenance & operations $ 0 $ 0 $ 0 inter-governmental $ 0 $ 0 $ 0 transfers out $ 411,564 $ 476,637 $ 448,606 TOTAL EXPENDITURES $ 411,564 $ 476,637 $ 448,606 Personnel Summary n/a 2012 Significant Changes/Issues/Discussion Benefits Fund anticipates up to 18 retirements based on minimum retirement age or 30 years of service. Strategic Plan Goals and Objectives 2012 Performance Objectives INTERFUND TRANSFERS-OUT BUDGET DETAIL INTERFUND TRANSFERS-OUT 2012 proposed 2011 budget 2010 actual 00 Transfers-out general expense reserve fund $ 0 $ 0 $ facilities/equipment replacement fund $ 0 $ 66,000 $ 56, post employment benefits fund $ 411,564 $ 410,367 $ 391, Transfers-out $ 411,564 $ 476,637 $ 448,606 TOTAL TRANSFERS-OUT $ 411,564 $ 476,637 $ 448,606 Page 31 of 39