Base Budget Report. Department of Fire and Rescue

Transcription

1 Base Budget Report Department of Fire and Rescue 2010

2 Table of Contents Agency Review...1 Mission...1 Resources...1 Planning...2 Program Performance Measure Status Fiscal Year Citizen Satisfaction Survey Response...2 FTE Review...3 Risk Rating of Programs and Activities...3 Expenditure and Staff History...4 Base Budget Review and Recommendations...5 Background...5 Assumptions...5 Process...5 Results...6 Items to Note...6 Recommendations and Next Steps...7

3 Agency Review Mission The mission of the Department of Fire & Rescue (DFR) is to protect lives, property and the environment through timely, professional, humanitarian services essential to the health, safety and well-being of the community. In addition to providing fire and rescue services and hazardous materials response capabilities, the department also provides public education, enforces state and local fire prevention codes, and reviews development plans for compliance with fire prevention codes. Resources The county has a combined volunteer and career Fire and Rescue system that provides fire and emergency rescue services to the citizens of Prince William County. PWC has Adopted Funding Sources Fiscal Year 2011 Adopted Expenditure Budget Program Fiscal Year 2011 Charges for Services, $666,462 Miscellaneous Revenue, $512 Revenue from Use of Money & Revenue From Commonwealth, Property, $5,000 $949,051 Revenue From Federal Permits, Privilege Fees & Regulatory Government, $9,819 Licenses, $318,565 Community Safety, $3,521,350 Systems Support, $12,498,745 Operations, $42,014,808 Fire Levy Support, $4,267,146 Office of the Chief, $1,048,308 Adopted Expenditure by Classification Fiscal Year 2011 General Tax Support, $52,866,656 Permits, Privilege Fees & Regulatory Licenses Revenue from Use of Money & Property Charges for Services Miscellaneous Revenue Revenue From Commonwealth Revenue From Federal Government Fire Levy Support General Tax Support Capital Outlay, $269,508 Other Services, $3,341,632 Internal Services, $1,836,100 Contractual Services, $1,153,639 Fringe Benefits, $11,982,467 Leases & Rentals, $30,623 Transfers, $527,790 Personal Services Fringe Benefits Contractual Services Internal Services Other Services Capital Outlay Leases & Rentals Transfers Personal Services, $39,941,452 Department of Fire and Rescue Base Budget Report Prince William County

4 12 volunteer companies with 1,044 volunteers serving citizens. There are 23 fire stations spread throughout the geographical boundaries of the County. Fire stations and the vast majority of fire and rescue equipment are funded through the County s fire levy and are owned and operated by the volunteer companies. DFR s FY 2011 adopted budget is $59,083,211. The entire budget includes the Fire and Rescue Association, funded through the Fire Levy. This base budget report only addresses the Career portion of the fire service system. Career 2011 service programs Adopted Budget Operations Division $42,014,808 Office of the Chief $1,048,308 Community Safety $3,521,350 Systems Support $12,498,745 Planning Documents and code that guide the fire and rescue mission are the PWC Strategic Plan and County Code Chapter 9.1 Fire Prevention and Protection. Chapter 9.1 states the delivery of fire, rescue, and emergency medical services shall be accomplished through a coordinated policy and regulatory framework that addresses the countywide need for such services, advances the competence and capabilities of the county s providers, both career and volunteer, while preserving the community-based perspectives and resources provided by the volunteer companies. The Public Safety FY Strategic Goal The County will continue to be a safe community, reduce criminal activity and prevent personal injury and loss of life and property. Over the next four years, we will focus on in this order: Emergency response/loss of Life and Limb Keeping safe those who keep us safe Reducing and preventing illegal activity Neighborhood Services that impact the public health and safety Optional/discretionary activities Desired FY Strategic Plan Community Outcomes Achieve a rate of residential fire-related deaths that is less than 2 per year Achieve a rate of fire injuries at 8 or fewer per 100,000 population per year Attain a witnessed cardiac arrest survival rate of 15% or greater Reach 70% of the population 90% of the time annually by attaining: Fire and Rescue turnout time of <= 1 minute Emergency incident response <= 4 minutes First engine on scene-suppressions <= 4 minutes Full first-alarm assignment on scene-suppression <= 8 minutes Advance Life Support (ALS) Response <= 8 minutes Decrease OSHA recordable incident per 100 Public Safety employees by 20% by 2012 By 2012, decrease County Public Safety vehicle preventable collision frequency by 10% Decrease Public Safety DART (Days Away Restricted or Transferred) cases by 15% by 2012 Public Safety will retain uniform and sworn staff at a rate of 93% over the four year period FY 2010 Status of FY Strategic Plan Community Outcomes The County has completed two years of the four year strategic plan cycle. Percent of Strategic Plan Community Outcome targets achieved in FY 10 = 33% Program Performance Measure Status Fiscal Year 2010 % of Measures Meeting Program Targets in FY 2010 Operations 40% Office of the Chief 36% Community Safety 53% Systems Support 50% <<INSERT TABLE>> 2 Prince William County Fire and Rescue Base Budget Report

5 Agency Review Risk Rating of Programs and Activities Citizen Satisfaction Survey Response Citizen Satisfaction with Fire & Rescue Services & Overall Public Safety Response, FY08 - FY10 Satisfaction with Assistance on the Scene Satisfaction with Time for Help to Arrive Satisfaction with Emergency Medical Rescue Services Satisfaction with Fire Fighting in Respondant's Area 80.0% 82.0% 84.0% 86.0% 88.0% 90.0% 92.0% 94.0% 96.0% 98.0% 100.0% Percent Satisfied FTE Review FY 2010: FY2010 Office of the Community Systems Operations Chief Safety Support Total Adopted FTE s Vacancies (As of 6/30/2010) Vacancy % 4% 14% 2% 5% <<INSERT Avg. Length of TABLE>> Vacancies (Days) FY 2011: FY 2011 Operations Office of the Chief Community Safety Systems Support Total Adopted FTE s Vacancies (As of 12/1/10) Vacancy % 7% 7% 3% 6% Avg. Length of <<INSERT Vacancies (Days) TABLE>> 49 1, Risk Rating of Programs and Activities In 2009, Budget Congress developed a risk matrix that ranked all 160 county programs on a 20 point scale in accordance with perceived risks including risk to community & clients, financial risk, preservation of core local county government services and legal risk if the programs were eliminated. The higher the score, the higher the risk if these services are reduced or eliminated. Three DFR programs were categorized as being in the highest risk category: Program Risk Score Operations Division 18 Office of the Chief 18 Volunteer Fire & Rescue 18 Two other DFR programs were ranked as follows: Program Risk Score Community Safety 17 Systems Support 17 Fire and Rescue Base Budget Report Prince William County

6 Agency Review Expenditure and Staff History Full-Time Equivalent (FTE) Positions $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ FY 07 FY 08 FY 09 FY 10 FY FY 07 FY 08 FY 09 FY 10 FY 11 FY 09 FY 10 FY 11 Adopted Adopted Adopted 1 Operations Office of the Chief Community Safety Systems Support Full-Time Equivalent (FTE) Total Authorized Uniform Strength (FTE) Total OTHER RESOURCES NET TAX SUPPORT Note: All Years Adopted Note: All Years Adopted Expenditure History Staff History Staff by Program 4 Prince William County Fire and Rescue Base Budget Report

7 Base Budget Review & Recommendations Background The County Executive has committed the organization to conducting at least two agency base budget reviews (BBR) each fiscal year. The purpose of a BBR is to ensure county departments are correctly funded, that these funds are in the proper programs and to ensure accountability for taxpayer money and transparency on the use of these funds. BBRs may result in savings that can be restored to the General Fund or may result in programs that are underfunded to achieve their adopted mission. The findings of the BBRs are factored into the annual proposed budget. In FY 2011, the Department of Fire & Rescue (DFR) and the Park Authority were selected for BBRs. Assumptions BBR salary and benefit expenditures are based on FTE data from the Human Resource Information System (HRIS) database as of August 6, This HRIS data is used to develop the FY 2012 base budget. Salary and benefit expenditures are 88% of the DFR total expenditure budget. Also, the BBR Information Technology Internal Service Fund (ISF) expenditures are based on the revised FY 2012 billing methodology and fees. The Department of Information Technology revised the ISF bill to better align actual costs with activities. Seat management costs are based on the number of seats in each agency, network costs are based on the number of network logins in each agency, and application support costs are hosted in the agencies most closely associated with the application. Process The BBR team included staff from Budget and Analysis, Finance and DFR. The team met with management from each DFR activity to discuss day-to-day operations and review four years (FY 2007 to FY 2010) of historical expenditures, if available. Also, the team reviewed underlying invoices, contracts and/or purchase orders for certain expenditures to better understand the history and build an accurate base budget. For recurring expenditures, the team calculated a four year average by vendor or by expenditure type (i.e. travel) and, if reasonable, used this average for the base budget. The meetings started in June 2010 and were completed by mid-october Shown in Table 1, the following programs and activities were reviewed with DFR staff. The BBR was created at the expenditure category level. The BBR was compared to the DFR FY 2012 base budget as of November 8, Department of Fire and Rescue Base Budget Report Prince William County

8 Base Budget Review & Recommendations Results Table 1: Activity: Leadership and Management Oversight Management Services Planning and Information Technology Logistics Office of Emergency Management Community Relations Fire Marshal s Office Human Resources Personnel Human Resources Training Health & Safety Emergency Response/Emergency Medical Services DFR Meeting Attendees: Susan Sablinski, Ian Sansoni Susan Sablinski, Ian Sansoni Battalion Chief Boggs, Susan Sablinski, Ian Sansoni Pete Shire, Susan Sablinski, Ian Sansoni Pat Collins, Susan Sablinski, Ian Sansoni Bob Wall, Assistant Chief Culp, Ian Sansoni Assistant Chief Culp, Battalion Chief Robertson, Susan Sablinski, Ian Sansoni Battalion Chief McClintock, Battalion Chief Petrie, F&R Tech Clemons Chief McGee, Assistant Chief Whitley, Battalion Chief Petrie, Captain Cooke, Captain Montminy, Susan Sablinski, Ian Sansoni Battalion Chief Keen, Captain Artone, Susan Sablinski, Ian Sansoni Assistant Chief Bowman, Battalion Chief Kersse, Battalion Chief Shiflett, Susan Sablinski, Ian Sansoni Results The BBR was $254,132 less than the FY 2012 base budget. Below is the summary by expenditure category: Base Budget Review FY12 Base Budget Over/(Under) Salary $ 39,236,566 $ 39,236,566 $ 0 Benefits 11,799,860 11,799,860 0 Contractual Services 822,426 1,027,759 (205,333) Internal Services 2,820,047 2,736,898 83,149 Other Services 2,414,167 2,650,309 (236,142) Capital Outlay 177, ,033 73,967 Leases & Rentals 56,400 24,173 32,227 Transfers Out 193, ,625 (2,000) $ 57,520,091 $ 57,774,223 $ (254,132) Below is the summary by activity: Base Budget Review FY12 Base Budget Over/(Under) Community Relations $ 210,251 $ 208,679 $ 1,572 Operations 41,958,341 42,304,401 (346,061) Fire Marshall's Office 2,715,638 2,796,354 (80,716) Health & Safety 1,138,852 1,103,194 35,658 HR - Personnel 664, ,569 (34,374) HR - Training 3,100,078 3,189,063 (88,985) Leadership 867, ,470 (38,297) Logistics 2,708,795 2,474, ,461 Mgmt Services 1,575,931 1,606,842 (30,911) Emergency Mgmt 462, ,044 (27,690) Planning & IT 2,118,484 1,997, ,211 $ 57,520,091 $ 57,774,223 $ (254,132) Items to Note Training Activities Based on the discussions with DFR management, there are certain activities to note. The Training activity within the Human Resources program is responsible for coordinating and managing training in the following areas: Firefighter Level I and II instruction for career and volunteer staff, leadership and management for officers, emergency medical services basic life support (BLS) and advanced life support (ALS), driver operating, CPR, incident command, fire behavior, hazardous materials, and firefighter safety & survival. They are also responsible for repairs and preventive maintenance for fire and rescue infrastructure at the training facility. This includes the burn building. Physical The Health & Safety activity is responsible for managing the medical physical program for entry candidates and incumbents. In prior years, the baseline physical was part 6 Prince William County Fire and Rescue Base Budget Report

9 Base Budget Review & Recommendations Recommendations & Next Steps of the Public Health budget, but as part of the FY 2011 adopted fiscal plan, employee physical expenditures were shifted to each public safety agency. In addition to the baseline physicals, DFR is mandated by County Code Chapter 9.1 to perform additional tests on all emergency service providers in order to be National Fire Protection Association (NFPA)-1582 compliant which is industry best practice. Turnback Review In addition to creating a base budget, the team reviewed the past four years (FY 2007 FY 2010) turnback percentage and turnback dollars. Turnback is the unspent budget at the end of each fiscal year. The percentage of expenditure budget turnback at the end of each fiscal year was the following: FY % FY % FY % FY % There was only one recruit class in FY 2009 and FY 2010 as opposed to two classes in the previous fiscal years. DFR, like all County agencies, was asked by executive management to reduce expenditures in order to increase the revenue stabilization fund which improved the County s ability to respond to the downturn in the economy. FY 2011 will have two recruit classes; therefore, the turnback percentage should be more aligned with the FY 2007 and FY 2008 levels. Recruit class size has a direct impact on personnel costs, logistics (uniforms and equipment), training and operations expenditures. Recommendations & Next Steps 1. Budget Savings Returned to General Fund Reduce the FY 2012 budget by $217,000. The BBR was $254,132 less than the FY 2012 base budget; however, a portion of that savings will be used for DFR medical physicals in accordance with County Code Chapter 9.1. The budget reduction does not impact service levels. 2. Expenditure Shifts Incorporate shifts between activities and expenditure types into the FY 2012 base budget based on the BBR results. A shift is recommended from Operations to Logistics. The Logistics team manages the centralized supply warehouse, distributes uniforms, turnout gear and personal protective equipment. Also, Logistics manages the required respiratory protection maintenance and testing program. The standard uniform for recruits includes a Self Contained Breathing Apparatus (SCBA) face piece, 3-4 pairs of pants, shirts, ties, physical training (PT) shorts, t-shirts, and sweatshirts. The firefighter uniform includes two complete sets of protective gear and turnout gear. 3. Turnback Review Review FY 2011 turnback at year end and compare to FY 2007 and FY If the turnback percentage does not return to previous levels, additional scrutiny may be required. 4. Strategic Plan Outcomes Continue to review resource allocation based on the results of the desired strategic plan community outcomes. The desired turnout and response times are not being met based on current resource levels. The goal is to reach 70% of the population 90% of the time for the five strategic plan measures and currently the outcome results are between 14% and 75%. 5. FTE Review While the number of vacant positions in Community Safety has dropped from four to two from FY 2010 to FY 2011, the average length of vacancy has risen to 1,092 days. These positions should be filled as soon as possible or the positions should be reprogrammed to other programs not meeting current performance measures. Fire and Rescue Base Budget Report Prince William County

10 Base Budget Review & Recommendations 8 Prince William County Fire and Rescue Base Budget Report

11 Prince William County Board of County Supervisors Back Row (Left to Right): Michael C. May, Occoquan; John D. Jenkins, Neabsco; Corey A. Stewart, Chairman-At-Large; John T. Stirrup, Jr., Gainesville. Front Row (Left to Right): Frank J. Principi, Woodbridge; Martin E. Nohe, Coles; Maureen S. Caddigan, Vice-Chairman, Dumfries; W.S. Wally Covington, III, Brentsville. Acknowledgements County Executive Melissa Peacor Deputy County Executive Susan Roltsch Deputy County Executive Christopher Martino Directors Michelle Casciato - Budget and Analysis Chief Kevin McGee - Department of Fire and Rescue Budget and Analysis Elizabeth Roe Base Budget Report Team Finance Department Sharon Gill Department of Fire and Rescue Susan Sublinski Ian Sansoni

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