· afma annual budget & operational plan fiscal year 2020‐21 page 2 of 129 table of contents...
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AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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TABLE OF CONTENTS
INTRODUCTORY PAGE ................................................................................................................................................... 6
MISSION, VALUES, VISION ............................................................................................................................................ 10
AFMA PROFILE AND GOVERNING BOARD .................................................................................................................... 11
District Profiles and Governing Boards ................................................................................................................. 14
LETTER OF TRANSMITTAL ............................................................................................................................................ 20
STRATEGIC PLAN FISCAL YEAR OBJECTIVES & CRITICAL TASKS ..................................................................................... 22
BUDGET PROCESS ....................................................................................................................................................... 25
BUDGET INTRODUCTION ............................................................................................................................................. 28
Financial Assessment ...................................................................................................................................... 28
Fund Balance Summary ................................................................................................................................... 28
Financial Goals ................................................................................................................................................ 29
Financial Policies ............................................................................................................................................. 29
Fund Balance ...................................................................................................................................... 30
Capital Improvement Plan .................................................................................................................. 30
Long‐Term Financial Forecast .............................................................................................................. 30
Fiscal Planning and Budgeting ............................................................................................................. 32
Expenditure Control ........................................................................................................................... 32
Revenues ............................................................................................................................................ 33
Grants ................................................................................................................................................ 33
User Fee Cost Recovery & Indirect Cost Allocations ............................................................................ 33
Debt Management.............................................................................................................................. 34
Accounting, Auditing, and Financial Reporting .................................................................................... 35
Cash Management & Investing ........................................................................................................... 36
Capital Expenditures…………………………………………………………………………………………………………………………..37
Public Safety Personnel Retirement System (PSPRS)…………………………………………………………….…………….37
Legislative Challenges ......................................................................................................................... 38
Local Economy / Housing Market .................................................................................................................... 40
Comprehensive Annual Financial Report ........................................................................................................ 40
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FUND STRUCTURE ....................................................................................................................................................... 41
General Fund .................................................................................................................................................. 41
Special Revenue Fund ..................................................................................................................................... 41
Capital Projects Fund ...................................................................................................................................... 42
Estimated Year‐End Fund Balance Summary ................................................................................................... 43
BUDGET OVERVIEW .................................................................................................................................................... 45
Revenue Summary .......................................................................................................................................... 45
Expenditure Summary .................................................................................................................................... 45
Assessed Valuation Summary .......................................................................................................................... 46
Tax Rate Summary .......................................................................................................................................... 46
REVENUE OVERVIEW ................................................................................................................................................... 47
Property Taxes ................................................................................................................................................. 47
Fire District Assistance Tax (FDAT) .................................................................................................................... 48
Health & Medical Revenues ............................................................................................................................. 48
Program Revenues ........................................................................................................................................... 49
Miscellaneous Revenues .................................................................................................................................. 49
EXPENDITURE OVERVIEW ............................................................................................................................................ 50
Personnel ......................................................................................................................................................... 50
Maintenance & Operating Expenditures ........................................................................................................... 50
Training and Development ............................................................................................................................... 51
Debt Service & Depreciation ............................................................................................................................ 51
DIVISIONS/PROGRAMS BUDGETS ................................................................................................................................ 52
Authority Organizational Chart ....................................................................................................................... 52
DEPLOYMENT / EMS – TRAINING / SUPPORT SERVICES DIVISION………………………………………………………………………………..53
Deployment .................................................................................................................................................... 54
Deployment Performance Objectives / Response Goals .................................................................................. 56
Special Operations Performance Objectives……………………………………………………………………………………………………56
Firefighting and Personal Protective Equipment Program ............................................................................... 56
Wildland Deployment Program ....................................................................................................................... 57
Regional Wildland Specialist Car 1019…………………………………………………………………………………………………………….59
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Self‐Contained Breathing Apparatus (SCBA) Program ...................................................................................... 59
Honor Guard Program ..................................................................................................................................... 60
Fiscal Year 2020‐2021 Deployment Section Focus ............................................................................................ 60
Emergency Medical Services ........................................................................................................................... 61
Training/Safety………………………..………………………………………………………………………………………………………………..……63
Fiscal Year 2020‐21 Training/Safety Focus………………………………………………………………………….……………..…………...65
Support Services ............................................................................................................................................. 66
Fiscal Year 2020‐21 Support Services Focus ..................................................................................................... 68
COMMUNITY RISK MANAGEMENT DIVISION……………………………………………………………………………………………………………….70
Prevention………………………….…………………………………………………………………………………………………………………………..70
Fiscal Year 2020‐21 Prevention Focus .............................................................................................................. 71
Community Assistance …….…………………………………………………………………………………………………………………………..72
Fiscal Year 2020‐21 Community Assistance Focus ............................................................................................ 73
BUSINESS – FINANCIAL SERVICES / PLANNING ‐ TECH DIVISION ................................................................................... 76
Planning/Technical Services/Emergency Management…………………………………………………………………..……………….76
Fiscal Year 2020‐21 Planning/Technical Services/Emergency Management Focus ........................................... 77
Financial Services ............................................................................................................................................ 83
Fiscal Year 2020‐21 Financial Services Focus .................................................................................................... 85
Debt Service & Capital Projects Funding .......................................................................................................... 86
Business Services ............................................................................................................................................ 87
Fiscal Year 2020‐21 Business Services Focus .................................................................................................... 89
Human Resources ........................................................................................................................................... 90
Fiscal Year 2020‐21 Human Resources Focus ................................................................................................... 91
PERSONNEL COMPENSATION, BENEFITS AND STAFFING .............................................................................................. 95
Pay Plan .......................................................................................................................................................... 95
FY 2020‐21 Compensation & Benefits Modifications ....................................................................................... 96
Compensation and Benefits Study .................................................................................................................. 97
Health Insurance ............................................................................................................................................. 97
Organizational Changes .................................................................................................................................. 98
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Personnel Compensation and Benefits Expenditures ....................................................................................... 98
CONCLUSION ............................................................................................................................................................. 100
REVENUE & EXPENDITURE SUMMARY ....................................................................................................................... 101
GLOSSARY OF TERMS ................................................................................................................................................. 107
APPENDICES .............................................................................................................................................................. 113
Statistical Section Certification of Budget Adoption
Wage Range Summary Budget Development Schedule
Budget Posting Details AFMA Fiscal Year 2018‐22 Strategic Plan
Budget Posting Summary AFMA Fiscal Year 2020‐21 Capital Improvement Plan
Budget Adoption Resolution
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On February 28, 2017, the Governing Boards of North County Fire & Medical District (NCFMD) and Sun Lakes Fire District (SLFD), now South County Fire & Medical District (SCFMD) approved the adoption of an Intergovernmental Agreement forming the first Fire & Medical Authority in Maricopa County, Arizona. The Arizona Fire & Medical Authority (AFMA) was established pursuant to Arizona Revised Statutes governing a Joint Powers Authority (JPA). The personnel, equipment, facilities, and daily operations of the two combined Districts are governed by an Authority Board effective July 1, 2017. The Authority Board is comprised of elected officials who are appointed from each participating agency. The Authority Board sets policies, recommends an annual budget, assists in long‐term planning, negotiates labor/management agreements, and performs other duties as outlined in the JPA governance documents. Effective on January 3, 2019, initial Authority partner Sun Lakes Fire District merged with the Tonopah Valley Fire District (TVFD) to create the South County Fire & Medical District. The newly formed South County Fire & Medical District was then accepted into the Authority as a partner replacing the previous Sun Lakes Fire District.
Throughout this document, the term “Authority” and acronym “AFMA” collectively refer to the Authority’s participating agencies which are currently North County Fire & Medical District and South County Fire & Medical District.
Why a Joint Powers Authority?
Fire districts in Arizona continue to struggle not only from the fallout from 2009 recession, but also from legislative changes that have negatively impacted revenues. Extremely restricted funding sources for districts including tax rate caps, budget growth ceilings, and the passage of Proposition 117 that confines growth in property valuation for taxing purposes to 5% or less annually have made the recession recovery more difficult. These constraints, coupled with increasing operational costs, continue to have a damaging impact on emergency services throughout the state. Authority staff remains proactive in recognizing threats to partner agencies’ shrinking financial stability and have made a concerted effort to maintain the lowest possible property taxes. As a matter of practice, Authority staff continues to utilize a long‐term financial projection process to assist in remaining fiscally responsible.
Numerous fire service organizations have turned to a shared services model. The term “shared services” is used in a broad sense to include any arrangement wherein districts share in revenue, cost, or operational responsibility. This business model enables resources to be leveraged across an entire organization resulting in lower costs.
The Authority’s member agencies have a long history of cooperative efforts. The combination of the ongoing fiscal environment coupled with past collaborative efforts created a perfect window of opportunity to explore expanded shared services, as both Districts endeavored to maintain financial stability and diminish the prospect of a workforce reduction which would have seriously impacted critical emergency services to each
ARIZONA FIRE & MEDICAL AUTHORITY
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agency’s residents. The two Districts combined protect more than 75,000 residents within a roughly 390 square mile area of unincorporated portions of Maricopa County. Last year, the Authority responded to nearly 17,000 calls for assistance. Under the Authority, the participating legal entities divested their operational and administrative obligations to a new third entity the Authority. North County Fire & Medical District and South County Fire & Medical District still exist as taxing authorities; however, the Authority became the employer. The personnel, equipment, facilities, and funds necessary to support the operation of the Authority are combined to provide service to the areas once served by the individual agencies.
Prior to the creation of the Authority, a White Paper analysis indicated that decreased operating costs, increased efficiency, and improved service delivery to taxpayers would be realized with the formation of a Joint Powers Authority. The Authority has assisted all Districts, and will assist any future partners, in their ongoing efforts to maintain or enhance the level of emergency services while maintaining financial stability. Since creation, there has been a positive change to Authority residents’ daily emergency services. One of the primary benefits of the JPA is the reduction in administrative overhead costs. This administrative cost reduction provides both Districts with the opportunity to reallocate funding to stabilize fire and emergency medical service delivery. It has afforded both Districts the ability to meet the goal of providing the highest level of care and quality service to their residents.
AFMA Profile
The Authority is a professional multi‐service organization providing fire protection, emergency and non‐emergency medical services, hazardous materials response, technical rescue, and disaster preparedness and response. Emergency Medical Services include basic and advanced (advanced life support – paramedic) level care as well as ambulance transportation. Authority services and programs also include a robust Fire Corps Program, a community assistance/response team, public assistance/non‐emergency response, inter‐facility transport services, fire cause determination and investigation, fire code enforcement and inspection, public education, public and media information, special needs assistance, and many other support services. Additionally, the Authority contracts with State and Federal governments to provide wildland fire suppression services.
To deal with emergencies, the Authority currently staffs a team of professional personnel with the skills and equipment necessary to deal with a wide variety of emergencies. The Authority deploys its resources from eight strategically located fire stations staffed by a complement of certified firefighters (all of whom are cross‐trained as paramedics or emergency medical technicians) and civilian Emergency Medical Service (EMS) personnel. The Authority currently operates 7 engine companies, 1 ladder company, 6 civilian staffed ambulances, and a minimum of 2 battalion command units 24 hours each day, 365 days annually. The Authority’s engine and ladder companies are all advanced life support (paramedic) staffed and are equipped and operated as first response units for medical emergencies.
The Authority also continues to participate in an active automatic/mutual aid system with over 25 Phoenix Metropolitan area fire agencies. This system helps to assure that the closest unit responds to an emergency
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regardless of the community in which the emergency occurs. Any efforts to enhance the automatic/mutual aid system only serve to strengthen each of the respective departments in providing high quality emergency services in an efficient manner.
AFMA Financial Guidelines
As described in the Joint Powers Authority Intergovernmental Agreement (IGA), each of the individual Districts remains in place as a taxing agency and property taxes collected will be deposited with the Maricopa County Treasurer in each of the District’s accounts. The monies are then transferred to the Authority account for general operations. The North County Fire & Medical District portion of the revenue and costs is approximately 64% and the South County portion is approximately 36%. This pro‐rata share is based on the number of daily emergency services personnel (battalion chiefs, firefighters, EMS) normally assigned to each battalion (Battalion 101 = NCFMD; Battalion 231 & 341 = SCFMD). Coronavirus Disease of 2019 (COVID‐19) The Fiscal Year (FY) 2020‐21 budget development process began in early 2020. At that time, local and national economic indicators were overwhelmingly positive. The U.S. economy had added 225,000 jobs in January, and the unemployment rate was 3.6 percent. The Dow Jones Industrial Average was steadily gaining value and peaked above 29,000 in mid‐February. Personal and household incomes were steadily increasing. The U.S. was enjoying its longest economic expansion in history. Arizona’s outlook was even more positive. Arizona ranked third in overall economic momentum, third in personal income growth, fourth in population growth, and fifth in employment growth, according to the Joint Legislative Budget Committee. Housing permits were also up considerably from the previous year, resulting in strong gains in construction employment. All of this economic momentum was trickling down to the Authority in the form of increasing growth and property values. Then came Covid‐19. When the calendar turned to 2020, most US citizens had not even heard of the novel coronavirus that causes Covid‐19 disease. By late February, however, fears about Covid‐19 led to the largest one week declines in stock markets worldwide since the 2008 financial crisis. President Trump officially declared a national emergency on March 13. Not long thereafter, government and self‐imposed social distancing measures effectively shut down large swaths of the global economy, leading to tens of millions of job losses in the U.S. in a matter of just a few of weeks. The largest source of revenue for the Authority is generated from property taxes. The Maricopa County Assessor’s Office follows a two‐year valuation process, therefore any reductions in property values as a result of the pandemic should not be fully realized for two years. The second largest source of the Authority’s revenues are generated from ambulance transport fees. The Authority is currently experiencing a noteworthy reduction in ambulance transport volume and is projecting a reduction in ambulance revenues for FY2020‐21. As the overall financial and operational impacts from the pandemic are still unfolding, the Authority has opted to take a more conservative approach concerning the FY2020‐01 Budget and Operational Plan.
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G. David Wilson, Board Chairman Dawn Miller, Board Clerk
Richard Bookie, Board Member John Crawford, Board Member
Karen Gueltzow, Board Member
The Role of the Governing Board
Provide financial oversight and strategic policy direction to maximize the public value of Authority services.
Robert L. Biscoe
The Role of the Chief
In collaboration with the Board of Directors and in partnership with all members of the organization, provide direction, protection, and order to the Authority.
Mary Dalton Assistant Chief
Eric Kriwer, Robert Helie
Deputy Chiefs
Brad Puckett, Kane Nixon, Robert Olmstead Division Chiefs
Jesus Bravo, Brad Cohen, John McBride, Steve McCoy
Battalion Chiefs
Diane Goke Finance Manager
AFMA GOVERNING BOARD MEMBERS
AFMA FIRE CHIEF
AFMA BUDGET DEVELOPMENT TEAM
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Coaleen Poland Accountant
Matt Burry
Local 3573 Union Representative
AFMA MISSION:
Our mission is to protect life and property and to enhance the well‐being of all those we serve.
AFMA RITE VALUES:
Respect: We recognize the contributions and unique value of each individual employee, customer, and partner.
Integrity: We conduct all our activities honestly and objectively. We accept responsibility for our decisions/actions.
Teamwork: We achieve our goals by working together through cooperation, communication, service, and commitment.
Excellence: We strive to be the best in everything we do with dedication to quality, efficiency, innovation, and continuous learning.
AFMA VISION:
We will provide exceptional services through organizational teamwork to promote an innovative, responsive, and professional agency that adapts within a changing environment. Utilizing collaborative working relationships, we strive to be a leader in our industry. We endeavor to be fiscally responsible with the single purpose of serving the greater community good.
MISSION, VALUES, VISION
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The Arizona Fire & Medical Authority is administered by a five‐member elected governing board in accordance with the parameters outlined in the Authority’s Intergovernmental Agreement. The Board is comprised of two seats from each of the founding Districts and they, collectively, appoint a fifth member. The Authority’s board members serve without compensation and are appointed to two‐year terms. The term of the Authority’s board members will expire in December 2020, at which time board members will be appointed from the existing pool of individual District board members. Areas of responsibility for the Governing Board include:
Electing a Board Chairman and Board Clerk
Holding public meetings at least once each calendar month
Hiring a Fire Chief to manage the Authority’s operations
Recommending an annual budget
Reviewing and approving Authority monthly expenditures and financial reports
Assisting in long‐term planning
Negotiating labor/management agreements
Setting policies
The following paragraphs provide a short biography of each of the Authority’s current governing board members.
David Wilson, Authority Board Chairman
Initially Appointed to Authority: May 2017 Current Authority Board Term Expires: December 2020 Current NCFMD Board Term Expires: December 2020 Board Chairman David Wilson has lived in Sun City West since retiring in 1998. Previously, he was employed by the State of Colorado working as a Parole/Probation Officer for over 20 years. During the last several years of his career, he was the Administrative Officer in charge of federal funding for the Division of Youth Services,
Department of Human Services. During Board Chairman Wilson’s career, he has served on numerous community boards and commissions. He takes pleasure in working with his fellow citizens to ensure responsive and cost‐effective management of governmental programs and resources.
AFMA GOVERNING BOARD
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Dawn Miller, Authority Board Clerk Initially Appointed to Authority: December 2018 Current Authority Board Term Expires: December 2020 Current NCFMD Board Term Expires: December 2022 Board Clerk Dawn Miller has a long history of community service and volunteer work. Board Member Miller has over 20 years leadership experience and has worked as Administrator & Executive Director for skilled nursing, assisted living and memory support.
Board Member Miller received her Master of Social Work from Arizona State University and her Bachelor of Science from Grand Canyon University. She is licensed as a Nursing Home Administrator, a Licensed Clinical Social Worker, and a Certified Assistant Living Facility Manager. Board Member Miller has served on numerous committees and boards over the past 20 years.
Richard Bookie, Authority Board Member Initially Appointed to Authority: October 2019 Current Authority Board Term Expires: December 2020 Current Term Expires: December 2022 Board Member Richard Bookie and his wife Joyce, met while serving in the U.S. Navy
Hospital Corps. They raised their three children as Richard began his education as well as
a 35‐year public safety career. Richard retired in 2017 as Deputy Chief of Fire/EMS from
the combined duty (Police and Fire) Glencoe Department of Public Safety in Illinois.
Richard holds a bachelor’s degree in Criminal Justice Administration and has advanced education in Forensics
and Supervision from Northwestern University. Richard looks forward to continuing his life of service by
supporting the efforts of our excellent firefighters, paramedics, and civilian staff.
John Crawford, Authority Board Member Initially Appointed to Authority Board: May 2017 Current Authority Board Term Expires: December 2020 Current SCFMD Board Term Expires: December 2020 Board Member Dr. John E. Crawford has served on the Sun Lakes Fire District Board of Directors since November 2008. He and his wife Merrie have been residents of the Cottonwood Country Club since 1998. Board Member Crawford is a consultant for Landsburg Associates and a retired professor of communications from Arizona State
University. He is active in the Sun Lakes Community Theatre and Sun Lakes Tennis Club.
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Karen Gueltzow, Authority Board Member Initially Appointed to Authority: March 2020 Current Authority Board Term Expires: December 2020 Current SCFMD Board Term Expires: December 2022 Board Member Karen Gueltzow served as a Board Member for the Tonopah Valley Fire District prior to merging with the Sun Lakes Fire District to create the South County Fire & Medical District. Karen is a graduate of the University of Wisconsin and in her early California career served as a Flight Nurse in the U.S. Military, Public Health nurse for San Bernardino County, nurse practitioner at Patton State Hospital and in Sacramento as a
personnel analyst. In 1975 she served on the Inland Counties Comprehensive Health Planning Council. Board Member Gueltzow moved to Arizona in 1991 and worked as Health & Safety Director at both Arizona State Hospital and retiring from the Maricopa County Integrated Health System in 2009.
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North County Fire & Medical District
The North County Fire & Medical District (AFMA Battalion 101) was formed in 1981. The District is located in northwest Maricopa County, Arizona, and includes the communities of Sun City West, Wittmann, Coldwater Ranch, Corte Bella, Cross River, Dos Rios, Pinnacle Peak County Island, Rancho Cabrillo, Rancho Silverado, Rio Sierra, and other areas in the northern portions of Maricopa County. Since the formation of the District, it has grown to protect roughly 50,000 residents within an approximately 90 square mile area. Current call volume averages approximately 13,000 calls annually. The current Insurance Services Office (ISO) Property Protection Rating for the District is Class 1 (1 = superior/10 = does not meet minimum criteria), which places the District in the top 1% of more than 49,000 fire departments nationally and the first department in Arizona to have achieved this prestigious classification. The North County Fire & Medical District has also achieved Accredited Agency status by the Commission on Fire Accreditation International (CFAI). The following paragraphs provide a short biography of each of North County’s current Governing Board members.
David Wilson, Board Chairman Initially Elected: November 2004 Current Term Expires: December 2020 Board Chairman David Wilson has lived in Sun City West since retiring in 1998. Previously, he was employed by the State of Colorado as a Parole/Probation Officer for over 20 years. During the last several years of his career, he was the Administrative Officer in charge of federal funding for the Division of Youth Services, Department of Human Services. During Board Chairman Wilson’s career, he has served
on numerous community boards and commissions. He takes pleasure in working with his fellow citizens to ensure responsive and cost‐effective management of governmental programs and resources.
AUTHORITY MEMBER PROFILES
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Dawn Miller, Board Clerk Initially Appointed: November 2016 Current Term Expires: December 2022 Board Clerk Dawn Miller has a long history of community service and volunteer work. Board Member Miller has over 20 years leadership experience and has worked as Administrator & Executive Director for skilled nursing, assisted living and memory support.
Board Member Miller received her Master of Social Work Degree from Arizona State University and her Bachelor of Science Degree from Grand Canyon University. She is licensed as a Nursing Home Administrator, a Licensed Clinical Social Worker, and a Certified Assisted Living Facility Manager. Board Member Miller has served on numerous committees and boards over the past 20 years.
Richard Bookie, Board Member Initially Appointed: June 2019 Current Term Expires: December 2022 Board Member Richard Bookie and his wife Joyce, met while serving in the U.S. Navy Hospital Corps. They raised their three children as Richard began his education as well as a 35 year public safety career. Richard retired in 2017 as Deputy Chief of Fire/EMS from the combined duty (Police and Fire) Glencoe Department of Public Safety in Illinois. Richard holds a Bachelor’s degree in Criminal Justice Administration and has advanced education in Forensics and Supervision from Northwestern University. Richard looks
forward to continuing his life of service by supporting the efforts of our excellent firefighters, paramedics, and civilian staff.
Merrell “Tony” Sambol, Board Member Initially Appointed: December 2019 Current Term Expires: December 2020 Board Member Tony Sambol and his wife Roberta have lived in Sun City West since 2004, at which time he joined the Sun City West Posse and served in many posts until 2015. Board Member Sambol is a member of the Surprise Sunset Rotary Club and the Sun City West Palms Presbyterian Church.
Prior to his retirement in 1995, Board Member Sambol worked for over 30 years with the Southern California Edison Co., responsible for accounting of labor, materials, contract labor and transportation costs in electric utility construction and maintenance. These responsibilities required application of rules, budgets, and electric
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utility regulations from cities, county, state, and federal government agencies to the working environment of the utility.
Russell “Smitty” Smith, Board Member Initially Elected: November 2012 Current Term Expires: December 2020
Board Member Smitty Smith moved from Michigan to Phoenix with his wife in 1980 after retiring with 15 years of service with the Saginaw Fire Department. Later in 1980, Board Member Smith joined the Rural Metro Fire Department. In 1990, he retired as a Captain from Rural Metro, Sun City West’s original fire department. The Smith’s relocated to Sun City West in 2001 after their last child graduated from high school. Board Member Smith has been familiar with the District since the first station was built in 1982 and he hopes to
contribute to the ongoing excellence exhibited by the District.
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South County Fire & Medical District
In January 2019, the Sun Lakes Fire District (AFMA Battalion 231) and Tonopah Valley Fire District (AFMA
Battalion 341) merged to form the South County Fire & Medical District (SCFMD). The Sun Lakes Fire District
originally formed in July 1975 and is in southeast Maricopa County, Arizona. The Sun Lakes area of the South
County Fire & Medical District services the Sun Lakes communities which include the country clubs of Sun Lakes,
Cottonwood/Palo Verde and Iron Oaks and the communities of Gila Buttes, Oakwood Hills, Estate at San Tan
Vista, and San Tan Vistas. The southeast area borders the City of Chandler and the Gila River Indian Reservation.
The Tonopah Valley Fire District originally formed in May 1999 and is in the far west of Maricopa County, Arizona
along the Interstate 10 Corridor, and borders the City of Buckeye to the east and the Harquahala Fire District to
the west. The South County Fire & Medical District now includes three fire stations and service to over 23,000
citizens and an area of almost 330 square miles. Current call volume averages approximately 4,500 calls annually.
The ISO rating for the Sun Lakes area of the District is Class 1 and the Tonopah area of the District is rated Class
3. The South County Fire & Medical District will be applying for its first Accredited Agency status by the
Commission on Fire Accreditation International (CFAI) in the coming fiscal year.
The following paragraphs provide a short biography of each of South County Fire & Medical District current Governing Board members.
Diane Price, Board Chairman Initially Appointed: September 2006 Current Term Expires: December 2022 Board Member Price was born and raised in Southern California. Her schooling and professional background is in marketing and sales. Board Member Price has chaired the “California Dinner" for several years, served as President of the Sun Lakes Arts & Crafts Association, and was one of the six Founding Members of the Community Assistance Program (CAP) with the Sun Lakes Fire
Department. She has completed training to be a CERT member with Chandler Fire Department.
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Karen Gueltzow, Board Clerk Initially Appointed: December 2018 Current Term Expires: December 2022 Board Member Karen Gueltzow served as a Board Member for the Tonopah Valley Fire District prior to merging with the Sun Lakes Fire District to create the South County Fire & Medical District. Karen is a graduate of the University of Wisconsin and in her early California career served as a Flight Nurse in the U.S. Military, Public Health nurse for San Bernardino County, nurse practitioner at Patton State Hospital and in Sacramento as a personnel analyst. In 1975 she served on the Inland Counties Comprehensive Health
Planning Council. Board Member Gueltzow moved to Arizona in 1991 and worked as Health & Safety Director at both Arizona State Hospital and retiring from the Maricopa County Integrated Health System in 2009.
William “Bill” Becker, Board Member Initially Appointed: April 2020 Current Term Expires: December 2020 Board Member Bill Becker and his wife, Jeanne, have lived in Sun Lakes, AZ for the past
seven years and before that in Gilbert, AZ for fifteen years, after moving from
Massachusetts, where he was an English Department Chair at a suburban high school for
twenty‐seven years. After moving to Arizona, Bill reentered the work force as an English
teacher and then as the Head of Teacher Evaluations for a local online high school for seven years before retiring.
After retiring, Bill was elected to serve on the Board of Directors of the original Sun Lakes Fire Department, as
well as a being a member of the Sun Lakes Country Club’s Food & Beverage Committee and Chairman of the Sun
Lakes Country Club’s Long‐Range Planning Committee. Bill volunteered for the Sheriff’s Posse’ Recycling Program,
and he is currently serving as President of the Sun Lakes Community Theater. In their spare time, Bill and Jeanne
enjoy travelling throughout the US and Europe. Bill enjoyed serving on the previous Fire Board and plans to
continue to support the growth and progress of the South County Fire & Medical District.
John Crawford, Board Member Initially Elected: November 2008 Current Term Expires: December 2020 Board Member Dr. John E. Crawford has served on the Sun Lakes Fire District Board of Directors since November 2008. He and his wife Merrie have been residents of the Cottonwood Country Club since 1998. Board Member Crawford is a consultant for Landsburg Associates and a retired professor of communications from Arizona State University. He is active in the Sun Lakes Community Theatre and the Sun Lakes Tennis
Club.
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Leonard Leach, Board Member Initially Appointed to Authority: April 2020 Current Term Expires: December 2020 Board Member Leonard Leach and his wife have lived in the Tonopah area for the last 10
years. Mrs. Leach grew up in the Tonopah area and their family has a deep history in the
area. Prior to retirement Mr. Leach worked as an over‐the‐road truck driver for 25 years
and worked in the industry focused on safety for over 40 years. Retirement has provided
Mr. Leach the opportunity to get involved with and give back to the community. Mr.
Leach is looking forward to serving on the Governing Board of the South County Fire & Medical District and feels
he can provide valuable insight into the community services provided to the Tonopah area.
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To the AFMA Governing Board, Partner Agencies and Citizens of the Authority:
It is my pleasure to present the Arizona Fire & Medical Authority (AFMA) Fiscal Year 2020‐21 Annual Budget and Operational Plan to the Governing Boards and the citizens of the Authority.
The formation of the Authority in July 2017 has had a significantly positive impact on both North County Fire & Medical District and the South County Fire & Medical District. As Chief of the Authority, I am excited and extremely optimistic about the positive impacts the decision create the Authority has and will continue to have both fiscally and also in the services and programs provided to the residents served by the Authority.
The Annual Budget and Operational Plan, along with the Strategic and Capital Improvement Plans, are the result of many months of hard work by Authority staff, individual District Governing Boards, the Authority Board, and community residents to provide the financial and operational framework for the upcoming fiscal year. I appreciate the guidance and direction from both the North County Fire & Medical District (NCFMD) and South County Fire & Medical District (SCFMD) board members with respect to fiscal policies and development of the budget.
Since the Authority’s inception, NCFMD and SCFMD have remained committed to providing the communities they serve with the highest quality emergency services possible. The Authority continues to maintain its focus on positioning itself operationally, financially, and politically, to maneuver through and beyond economic uncertainty and a changing EMS landscape, while creating a predictable and sustainable future. In other words, AFMA is building and maintaining a resilient and dynamic organization while remaining fully committed to its mission. The Authority will continue this forward progress with our cornerstone commitment to innovation, following best industry practices, adhering to local and national standards for emergency response and deployment, ensuring adequate human resource staffing, and providing for the overall health and safety of our personnel.
The individual District boards, the Authority Board, the Fire Chief, and the command staff are tasked with being the financial stewards of the Organization in partnership with Local 3573 and other stakeholders. Significant effort was invested in developing a fiscally responsible budget which provides for the preservation of our core services. This includes incorporating a plan that balances ongoing spending with ongoing revenues as well as maintaining a prudent level of reserve funds as recommended by the Authority Board. The Fiscal Year 2020‐21 budget is driven by fiscal sustainability and the Authority’s commitment to delivering a high level of fire and emergency medical services. The Authority will achieve that by investing its resources in its most important asset: the men and women who deliver the Authority’s exemplary service 24 hours a day, every day.
Significant effort has been invested this year in evaluating the employee compensation plan and assuring the Authority positions itself to be in line with its peer fire organizations. The ongoing goal is the completion of a bi‐annual extensive market analysis to evaluate the pay and benefits for all personnel to determine the Authority’s comparability with its colleagues. In those instances where gaps are identified, compensation and benefit
LETTER OF TRANSMITTAL
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adjustments are being recommended to address the gaps to the extent feasible within current revenue boundaries. Overall, the total compensation and benefits increase for Fiscal Year 2020‐21 is 4.9%.
The Fiscal Year 2020‐21 budget anticipates an overall revenue increase of approximately $1.5 million (5.2%) with the two largest portions being attributable to property tax revenue and health and medical revenues.
This year’s Budget & Operational Plan was prepared during the COVID‐19 pandemic, and while the full impact is yet to be determined, the Authority is taking steps now to prepare for the possibility of a recession that would likely have an impact on the Authority’s future property tax revenues.
The Authority will continue to make changes as needed to meet economic and political challenges. The current programs, services, and capital improvement projects are continually evaluated to determine their cost effectiveness and efficiency. The Authority remains dedicated to the pursuit of alternative, least‐cost funding options and service delivery models to minimize the impact to our taxpayers.
The Arizona Fire & Medical Authority’s pledge to those we serve remains unchanged – continued protection and service to our communities with professional, caring, and competent staff committed to excellence and to sound, ethical, and transparent business practices. The Authority is committed to making its communities safer every day. As its communities evolve and change, the Authority will be there to meet those changing needs by pursuing innovative, effective, economical, and timely solutions. We look forward to your review of the Arizona Fire & Medical Authority (AFMA) Fiscal Year 2020‐21 Annual Budget and Operational Plan and working together in the coming fiscal year.
Sincerely,
Robert L. Biscoe Fire Chief
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Financial policies are essential to the effective fiscal management of the Authority. However, they must be coupled with strategic, long‐term planning processes to support an effective organization. The Authority’s Strategic Plan provides a vision‐based framework for the Authority that is evaluated and updated at a minimum of every five years. Objectives and critical tasks from the Strategic Plan are included in the Annual Budget and Operational Plan and assist in determining the prioritization of budget requests and the overall allocation of resources. Progress towards planned goals is evaluated on a regular basis and accomplishments are outlined during the Annual Budget and Operational Plan development process. When applicable, annual objectives and critical tasks also reference the Authority’s Accreditation Self‐Assessment Manual categories and criterion to assist in the annual Accreditation and Compliance Report and re‐accreditation processes.
Following are the Fiscal Year 2018‐22 Strategic Priorities as outlined in the Strategic Plan: Strategic Priority #1: Service Delivery and Preparedness
Goal 1.1 – Emergency Response / Effective Deployment of Resources o Objective 1.1A – Analyze current response / deployment practices o Objective 1.1B – Response/deployment modifications or enhancements o Objective 1.1C – Analyze AFMA’s wildland/urban interface risks
Goal 1.2 – Community Integrated Healthcare Program
o Objective 1.2A – Community Integrated Healthcare o Objective 1.2B – Community Integrated Healthcare Program Modification
Goal 1.3 – Community Assistance Programs o Objective 1.3A – Identify long‐term community assistance needs within AFMA
Goal 1.4 – Safety & Disaster Preparedness o Objective 1.4A – Current Disaster Preparedness Plan o Objective 1.4B – Strengthen the Authority’s Emergency Management Section o Objective 1.4C – Analyze current radiological protection, detection, and decontamination o Objective 1.4D – Increase public awareness regarding safety and preparedness
Goal 1.5 – AFMA Accreditation o Objective 1.5A – Adequately prepare for re‐accreditation process and requirements
Goal 1.6 – Ambulance Program
o Objective 1.6A – Complete the Commission on Accreditation of Ambulance Services (CAAS) process and any necessary additional program components for Authority‐wide consistency
Goal 1.7 – Insurance Services Office (ISO) Classification – Maintain the ISO class designations o Objective 1.7A – Adequately prepare for ISO re‐evaluation process requirements
Goal 1.8 – Commercial Business Inspections – Re‐implement Engine Company Safety Survey Program
o Object 1.8A ‐ Re‐implement Engine Company Safety Survey Program
STRATEGIC PLAN
FISCAL YEAR OBJECTIVES & CRITICAL TASKS
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Goal 1.9 – AFMA code enforcement – Adopt Fire Code Amendment Chapter 12 Energy Systems o Objective 1.9 A ‐ Adopt Fire Code Amendment Chapter 12 Energy Systems
Strategic Priority #2: Personnel
Goal 2.1 – Personnel Recruitment o Objective 2.1A – Recruit from a diverse hire group to secure a high performing workforce
Goal 2.2 – Personnel Retention o Objective 2.2A – Promoting and celebrating Authority successes and nurturing Authority‐wide
cohesiveness o Objective 2.2B – Employee Recognition Programs o Objective 2.2C – Employee Performance Evaluation Program
o Objective 2.2D – New Employee Orientation Goal 2.3 – Personnel Training
o Objective 2.3A – Maintain and enhance current training programs and opportunities o Objective 2.3B – Management training and coordination
Goal 2.4 – Succession Planning o Objective 2.4A – Develop a succession plan and create opportunities for employee career paths
and career change when possible o Objective 2.4B – Identify interested qualified candidates and implement employee development
plan o Objective 2.4C – Evaluate the succession development program
Goal 2.5 – Employee Fitness & Wellness o Objective 2.5A – Increase and/or maintain the percentage of personnel who participate in the
Authority’s fitness and wellness programs o Objective 2.5B – Implement Employee Wellness Program
Goal 2.6 – Risk Management / Health & Safety o Objective 2.6A – Foster an environment conducive to the safety and health of all personnel
Goal 2.7 – Fire Corps/CAP Program
o Objective 2.7A – Fire Corps/CAP Program Expansion Strategic Priority #3: Finances, Planning and Infrastructure
Goal 3.1 – Operational Funding, Cost Savings & Recovery o Objective 3.1A – Evaluate current financial processes o Objective 3.1B – Promote the Authority’s Ambulance Membership Program
Goal 3.2 – Planning / Forecasting o Objective 3.2A – Long Term Planning o Objective 3.2B – Annexation and Future Growth
Goal 3.3 – Partnerships / Mergers / Consolidations o Objective 3.3A – Continue shared services dialogue
Goal 3.4 – Preventative Maintenance & Inventory Programs o Objective 3.4A – Preventative Maintenance Program
o Objective 3.4B – Inventory Program
o Objective 3.4C – Future facility needs – New/Remodel
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Strategic Priority #4: Communications, Coordination, Consistency and Education Goal 4.1 – Communications
o Objective 4.1A – Review Communications Practices o Objective 4.1B – Revise and/or implement new communications methods and practices
Goal 4.2 – Regional Consistency & Coordination o Objective 4.2A – Create or maintain coordination, cooperation and collaboration that affords the
Authority the highest levels of service in the most efficient and attainable way. Goal 4.3 – Standards & Legislation
o Objective 4.3A – Incorporate any new standards and/or legislation as required to continue to provide citizens with quality services
Strategic Priority #5: Technology, Data and Records Management Goal 5.1 – Data & Records Management
o Objective 5.1A – Evaluate Authority’s current data & records management systems Goal 5.2 – Paperless Systems
o Objective 5.2A – Current system evaluation Goal 5.3 – Technology
o Objective 5.3A – Evaluate current technological systems and future needs Performance measurements have been integrated into the various sections of this document. These performance measurements have been created to coincide with the Strategic Plan and to highlight certain annual priorities and goals for each program and the Organization as a whole. The entire Strategic Plan is included in the Appendix to this document.
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The Arizona Fire & Medical Authority’s budget process is very detailed and input from numerous contributors was relied upon to generate this vital document. Participants included the individual Authority and participating agency Governing Boards, the Fire Chief, Authority administrative staff, division and program managers, partner agencies such as the Phoenix Fire Regional Dispatch Center, state and local governmental agencies [i.e., the Arizona Property Tax Oversight Commission (PTOC) and the Maricopa County Assessor’s Office], as well as Authority residents and property owners. The budget process encompasses the goals outlined in the Strategic Plan. The budget may also be influenced by capital expenditures approved in the Capital Improvement Plan (CIP). Currently, the Strategic Plan is revised and approved by the Governing Board every five years. The CIP is revised and approved by the Governing Board annually. Together with the Annual Budget and Operational Plan, these three plans comprise the Authority’s core documents. These documents are important components in the ongoing management of Authority resources to accomplish defined service goals. The Authority Core Documents outline the goals and objectives of the Authority as a whole.
The Fiscal Year (FY) 2020‐21 budget development process included approximately 9 public meetings scheduled with the Governing Boards, Staff, and residents to conduct a detailed review of recommended line‐item and capital outlay expenditures. These meetings took place between January and June. After completing the public budget hearings, the North County Fire & Medical District and South County Fire & Medical District Boards published and adopted their portions of the Authority’s annual budget consistent with Arizona State law.
This year’s annual budget evolution began with a budget process overview during the Authority, NCFMD and SCFMD January 2020 board meetings. At that time, all three Governing Boards outlined their expectations and identified critical priorities for the coming fiscal year. The Boards used this opportunity to provide key policy directives and goals for consideration during budget development.
The Authority Board has established a Budget and Finance Committee. The Committee currently consists of three board members, one from each entity, and meets monthly. The primary mission of the Committee is to review
BUDGET PROCESS
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and discuss Authority budget and finance items, including the monthly financial reports, major capital purchases and budget development.
The major deadlines of the Budget Development process are outlined in the following schedule:
January 28, 2020 – Budget process overview and Board direction determined
February 10, 2020 – Finalized Levy Limit Worksheet received
March 2, 2020 – Budget request submission deadline
March 24, 2020 – Budget process overview
May 19, 2020 – Proposed Capital Improvement Plan and Budget & Operational Plan presented to the Authority Board and public for review and discussion
May 26, 2020 – Approval for posting the budget
May 27 through June 15, 2020 – 20‐day posting period
June 23, 2020 – Public budget hearing & final adoption
July 1, 2020 – Begin operations under newly adopted Authority budget The detailed Budget Development Schedule is included in the Appendices of this document. The Financial Services Division consulted with the Fire Chief and both the NCFMD Governing Board and the SCFMD Governing Board concerning the level and types of Authority services to be delivered to each respective jurisdiction. The Financial Services Division then disseminated the annual Budget Development Schedule to all stakeholders in the budget process after receiving direction from the individual District Boards and the Fire Chief regarding previously identified expectations and critical priorities. Budget submission deadlines were set, and guidelines were provided for managers to use in the preparation of base and supplemental budget requests. Division and program managers developed their budgets at the line‐item level with input from the Finance Manager and from personnel within their respective sections. Upon submission, the line‐item budgets were reviewed by the Fire Chief, the Assistant Chiefs, the Finance Manager, and the responsible employee(s). If necessary, modifications were made, reviewed, and finalized in the line‐item budgets before inclusion in the draft tentative budget. Throughout this process, the Boards and the Budget and Finance Committee were updated on the budget’s progress and informed of any items that may have a significant variance over the previous year’s budget.
Upon completion of the tentative budget, the annual Budget and Operational Plan was presented in detail by Authority staff to the individual Governing Boards and the public during an AFMA joint board open public workshop on May 19, 2020. During this meeting, Staff presented line‐item budgets in detail. The Boards and public attendees were encouraged to ask questions and discuss the tentative budget and its contribution to supporting the Authority’s service level goals, as well as those of its partner agencies. Upon completion of this thorough examination of the tentative budget, modifications were made, and the document was finalized.
Once final changes were integrated into the tentative budget and prior to adoption, the proposed budget was made available to the public. Arizona Revised Statutes §48‐805.02 requires that a budget summary be posted on the Authority website and in three public locations at least 20 days prior to the public hearing held at a meeting called by the Boards to adopt the proposed budget. Both the NCFMD and SCFMD Governing Boards met to adopt their portions of the proposed or tentative Authority budget. Once the final budgets were adopted, complete copies were published on the Authority’s website at www.afma.az.gov. The Authority had a printed version
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available at the Authority Administrative Office, the Sun Lakes Battalion 231 Office (Fire Station 232) and Tonopah Battalion Office (Fire Station 341). Printed copies were also be made available to members of the public via a written request submitted to the Authority.
Following the public hearing, the NCFMD and SCFMD Governing Boards adopted their portions of the annual Budget and Operational Plan for the ensuing fiscal year. The adoption of the tentative budget sets the maximum appropriations for the fiscal year. The final adopted budget was then submitted to the Maricopa County Board of Supervisors, the Maricopa County Assessor, and the Maricopa County Treasurer in accordance with state law. The Board of Supervisors’ Office works with the Assessor’s Office to create the tax levy and generate the property tax rate to be used for the new fiscal year. Pursuant to Board policy, revenues received over expenditures resulting in general fund savings from one budget year to the next are transferred into the Capital Improvement Plan and kept in reserve for future capital project needs.
If the adopted budget requires an amendment, much of the same process outlined above would need to be followed. It would involve a public hearing and the approval of the Authority & District Boards for the amended budget adoption.
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In compliance with Arizona Revised Statutes Title 48, the Arizona Fire & Medical Authority Fiscal Year 2020‐21 Budget and Operational Plan represents the Authority’s financial projections for the next fiscal year outlining the forecasted expenditure requirements and the proposed means for financing these requirements. The Annual Budget and Operational Plan represents the most significant policy document that the Authority and its member District Governing Boards approve each year. This document sets the work plan and the service levels for the operating battalions and divisions of the Authority. Many of the outlined goals and objectives contained in the Annual Budget and Operational Plan were based on the Authority’s Strategic and Capital Improvement Plans. The Annual Budget and Operational Plan is balanced and typifies the Authority’s commitment to maintaining expenditures at necessary and reasonable levels.
The Authority utilized the zero‐based, line item form of budgeting. In this form of budgeting, expenditure types are identified and grouped in general categories. Within the categories, specific line items are detailed. Each line item begins with a zero‐based budget and expenditures are detailed to determine the funding necessary to operate during the fiscal year. The Authority’s budgeting system is linked directly to the Authority’s computerized accounting system.
Financial Assessment
The Arizona Fire & Medical Authority is projected to be financially strong. Based upon the Tax Year 2020 Maricopa County property valuation increases the Authority is anticipating a similar revenue growth rate for the following fiscal year. Through sound fiscal management, the Authority will be better positioned to cope with growth and to provide greater flexibility on budgetary issues and balance revenues and expenses to maintain a high level of service.
The Authority has an important responsibility to its member agencies and their citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired. In these times of continued economic challenges and legislative constraints, the Authority was formed to help ensure that both NCFMD and SCFMD continue to adequately fund and provide those core services desired by their citizenry.
Fund Balance Summary
The Authority utilizes three major fund groups: General Fund, Special Revenue Fund, and the Capital Projects Fund. The General Fund contains required annual revenues and expenditures. The Special Revenue Fund is comprised of annual revenues and expenditures associated with special programs and includes donations and bequests. The Capital Projects Fund is a “savings” account for the Capital Improvement Plan (CIP) which allows for the funding of future capital improvements. Due to the uncertainty caused by the pandemic, an increase in contingency funding was implemented. If unused during the fiscal year, the contingency funding is transferred to the capital fund. One unrestricted measure of the Authority’s financial strength will be the level of its fund balance. The Authority’s combined unrestricted fund balance on June 30, 2021 is estimated to be $4.4 million;
BUDGET INTRODUCTION
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this represents 14% of the Fiscal Year 2020‐21 projected expenditures. Table 1 outlines the estimated balances and activity of each of the Authority’s funds.
Table 1
Table 2 summarizes the Capital Improvement Plan funding sources.
Table 2
Financial Goals
The development of guidelines for the Authority’s overall fiscal planning and management foster and support the continued financial strength and stability of Arizona Fire & Medical Authority and its financial goals. Through its established financial policies, the Authority seeks to:
Deliver quality services in an affordable, efficient, and cost‐effective manner, providing full value for each tax dollar.
Maintain an adequate financial base to sustain the current level of fire and emergency medical response.
Withstand local and regional economic fluctuations and respond to changes in funding affecting Authority operations.
Financial Policies
Establishing and following sound fiscal policies enhances the Authority’s financial health as well as its image and credibility with its members and the public in general. As outlined in the Joint Powers Authority
Estimated
Fund Balance
FYE June 30,
2020
Estimated
Revenues
FY 20‐21
Estimated
Expenditures
FY 20‐21
Estimated
Fund Transfers
Estimated
Fund Balance
FYE June 30,
2021
1,847,706$ 30,538,282$ (30,538,282)$ (1,700,000)$ 147,706$
303,334 41,038 344,372
130,000 10,000 (10,000) ‐ 130,000
2,752,356 60,000 (707,000) 1,700,000 3,805,356
5,033,396$ 30,649,320$ (31,255,282)$ ‐$ 4,427,434$
FISCAL YEAR END 2020‐21 ESTIMATED FUND BALANCE SUMMARY*
General Fund
GF Sub‐Account: Emp Benefit Liability Fund
FUND
*Estimated as of May 2020
Special Revenues Fund
Capital Projects Fund
Total All Funds:
DescriptionJuly 1, 2020
Beginning Balance
FY 2020‐21
Estimated
Additions
FY 2020‐21
Estimated
Reductions
June 30, 2021
Estimated
Balance
Capital Projects Fund Balance 2,752,356$ ‐$ 707,000$ 2,045,356$
Transfer In From General Fund ‐ 1,700,000 ‐ 1,700,000
Capital Fund Interest Revenues ‐ 60,000 ‐ 60,000
Totals 2,752,356$ 1,760,000$ 707,000$ 3,805,356$
FY 2020‐21 CAPITAL IMPROVEMENT PLAN FUNDING SOURCE SUMMARY
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Intergovernmental Agreement, the Authority Board is charged with establishing financial policies and Staff is responsible for implementing those policies in the day‐to‐day management of Authority finances.
The Authority’s budget is closely aligned with the financial policies established by the Authority Board. These policies serve to strengthen the current and long‐term financial health of the Authority and are visited, at a minimum, on an annual basis to ensure they represent the most current and realistic framework for decision‐making. A balanced budget is the foundation of the Authority’s financial policies. The Authority Board and Staff define a balanced budget as one that matches required expenditures necessary to provide established service goals with available, sustainable resources. The Authority Board and Staff detail expenditures and identify and verify the revenue sources that are available to support those expenditures. As revenues fluctuate, so must expenditures. However, the Board and Staff will strive to ensure that these fluctuations do not negatively impact emergency service levels.
Fund Balance: During the beginning months of each fiscal year, generally between July and October, the Authority receives little or no property tax revenues from the member Districts. This is a direct result of the State of Arizona’s property tax billing and collection cycle. Property taxes are levied and billed to taxpayers annually and payments are due in two installments. The first installment is due in October and the balance is due in April of each fiscal year. This may create periods of revenue shortfalls for the Authority. During these phases, the Board and Staff are responsible for determining whether the Authority should borrow from the Capital Projects Fund or make use of “registered warrants” through the Maricopa County Treasurer’s Office. A combination of both options has been used in recent years. During times of low interest rates, it will generally be more beneficial for the Authority to borrow from its Capital Projects Fund rather than pay the interest costs associated with registering warrants through the Authority’s line of credit. During times when the Authority may invest funds to earn higher interest rates, short‐term borrowing (registered warrants) may result in lower costs when compared with the higher interest revenues.
Capital Improvement Plan: The purpose of the Capital Improvement Plan (CIP) is to systematically identify, plan, schedule, finance, and track capital assets, as well as monitor capital projects to ensure cost effectiveness and conformance with established policies and priorities. The CIP is a component of the Authority’s core documents and is reviewed and updated annually, at a minimum. The CIP outlines direct costs associated with recommended capital projects and asset purchases. Required ongoing operational costs are identified and presented as a part of each CIP outlay, allowing the Authority Board the opportunity to determine its feasibility. Funding sources for each project or purchase are acknowledged within the Plan. The entire Capital Improvement Plan is included in the Appendices of this document.
Long‐Term Financial Forecast: Legislative requirements under Arizona Revised Statues §48‐805.02(D)(2), which became effective in September of 2013, mandate that the Authority’s member districts project an estimate of the revenues and expenditures for the next two fiscal years based on the previous year’s variances and/or known information that will impact future years, including applicable levy or rate limitations. If these budgetary projections reflect expenditures exceeding revenues in any given fiscal year, the Authority’s member districts must consider merger, consolidation, or joint operating alternatives. The Authority projects member agency revenues and expenditures for a minimum of five years from the current budget year to ensure established service levels and proposed program changes can be maintained without jeopardizing future services.
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The Authority utilized consultants, data from the Maricopa County Assessors’ Office, and internal studies to assist in the development of long‐term financial forecasting systems. Authority Staff reviewed and updated previous NCFMD and SCFMD forecasts based on identified legislative and economic factors and their potential impact on the Authority’s financial and strategic goals for the future.
The Long‐Term General Operations Fund Forecast (Table 3) is a powerful planning tool used to estimate revenue and expenditures over a future period. This forecast assists the Authority in addressing the challenges of balancing revenue and expenditures for services provided by the Authority beyond the one‐year perspective offered by the Annual Budget and Operational Plan. The forecast also assists the Authority Board in allocating financial resources to achieve the long‐term goals outlined in the Authority’s Strategic Plan. This long‐term forecast covers the five‐year period from July 1, 2021 through June 30, 2026.
The five‐year financial projection was calculated using a combination of historical expenditure levels, known operational needs, and analytical data to produce annual revenue and expenditure estimations. The forecast will provide an overall framework for managing financial resources. However, it does not obligate the Authority to specific funding decisions such as the allocation of funds to programs or projects. Approval of specific financial initiatives may only occur through formal action of the individual NCFMD and SCFMD Boards of Directors – primarily through the adoption of the Annual Budget and Operational Plan and approval of the Capital Improvement Plan. The forecast makes several assumptions regarding the Annual Budget and Operational Plan as outlined below:
Wages and benefits costs are estimated to increase an average of 5% each fiscal year with minimal increases in staffing and limited wage scale adjustments. A significant portion of these annual increases are attributed to expenditures outside of the Authority’s control, such as payroll taxes, health insurance costs, Public Safety Personnel Retirement System (PSPRS) and Arizona State Retirement System (ASRS) actuarially determined funding requirements.
Operations expenditures are estimated to increase an average of 3.5% each fiscal year. Operational expenditures include equipment and supplies, property and liability insurance, computer software systems licensing, fuel, utilities, and dispatching fees.
Authority training expenditures are estimated to increase an average of 2% each fiscal year. Training expenditures are a vital component of maintaining quality service levels.
Debt service and CIP funding is projected to remain steady for the next five fiscal years. Based on the results of the pandemic, interest rates have been significantly reduced. During Fiscal Year 2020‐21, the Authority anticipates refinancing its current lease obligation, extending the lease period, and potentially acquiring an additional $2 million dollars in funding for planned capital projects. The debt payment obligations would remain stable for the duration of the debt servicing period, terminating in Fiscal Year 2035‐36. Principal and interest for the anticipated lease are funded by NCFMD (81%) and SCFMD (19%).
In reviewing both North County Fire & Medical District and South County Fire & Medical District assessed valuations for the past four years, the combined increase has been approximately 6.5%. Staff projects that the Authority can maintain current tax rates for the short term. However, with the current COVID–19 pandemic and a possible recession pending, property values may be negatively impacted. Therefore, the Authority is watching this closely.
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Table 3 summarizes the proposed budget totals from Fiscal Year 2020‐21, as well as the long‐term forecast over the next five years. Information will be amended annually, or as new data becomes available.
Table 3
Fiscal Planning and Budgeting: The Authority’s policy concerning fiscal planning and budgeting is to govern the preparation, monitor the expenditures, and analyze the effectiveness of the Annual Budget and Operational Plan. Part of this process includes incorporating a system of identifying available and sustainable resources and then allocating those resources to competing requests for funding. The Authority presents an annual operating budget that is balanced, meaning that planned expenditures are equal to or less than current revenues and ongoing expenditures will only be paid for with operating revenue. The Authority will not postpone expenditures, use one‐time (non‐recurring) revenue sources to fund ongoing (recurring) uses, or use external funding sources for operational requirements. The Authority will identify and allocate funding resources among various service needs. It is increasingly important to incorporate a long‐term perspective and to monitor the performance of programs competing to receive funding. The Authority and member Districts audited financial statements will be presented using the modified accrual basis of reporting; therefore, Authority budgeting will also be done on a modified accrual basis. Under the modified accrual basis, expenditures are recorded when goods or services are received rather than when invoices are paid. The exception to this general rule is interest on general long‐term debt which is recognized when due. Revenues are recorded in the accounting period in which they become measurable and available.
Expenditure Control: The Authority utilizes established policies which govern the compliance of the legally adopted budget by instituting processes for setting and modifying appropriation and expenditure limits and safeguarding the organization from possible “overspending”. The operating budget will be controlled at the organizational level and the Capital Improvement Plan will be controlled at the project level. To further ensure that expenditures are controlled and to comply with Arizona Revised Statutes §48‐807(O), the Authority will
DescriptionFY 2020‐21
BUDGETED
FY 2021‐22
ESTIMATED
FY 2022‐23
ESTIMATED
FY 2023‐24
ESTIMATED
FY 2024‐25
ESTIMATED
FY 2025‐26
ESTIMATED
Revenue Forecasts
Fire District Assistance Tax 1,123,823 1,123,823 1,123,823 1,123,823 1,123,823 1,123,823
Health & Medical Revenues 4,398,768 4,530,731 4,666,653 4,806,653 4,950,852 5,099,378
General Fund Revenues ‐ Other 970,132 979,833 989,632 999,528 1,009,523 1,019,617
Total General Fund Revenues 30,538,282$ 31,877,648$ 33,330,182$ 34,853,095$ 36,449,825$ 38,123,977$
Expenditures
Wages & Benefits 24,597,898$ 25,827,793$ 27,137,985$ 28,512,867$ 29,955,644$ 31,470,536$
Operating Expenditures 3,942,461 4,080,447 4,217,706 4,360,550 4,509,213 4,663,078
District Training & Development 249,216 254,200 259,284 264,470 269,759 275,155
Debt Service & Depreciation 965,208 965,208 965,208 965,208 965,208 965,208
Contingency 783,499 750,000 750,000 750,000 750,000 750,000
Total Expenditures 30,538,282$ 31,877,648$ 33,330,182$ 34,853,095$ 36,449,825$ 38,123,977$
27,923,091$ 29,365,626$
Property Taxes,
Net of Shared Revenues 24,045,559$ 25,243,261$ 26,550,075$ 30,881,159$
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provide the following reports and statements to the NCFMD and SCFMD Governing Boards, the Authority Board, and the public on a monthly basis:
A statement of financial activities presented in the form of a Budget‐to‐Actual Report detailing the adopted budget for the fiscal year, revenues and expenditures for the prior month, and a fiscal year‐to‐date summary
A Register of Checks, Warrants and Deposits listing all transactions occurring in all cash accounts held by the Authority
A Statement of Net Assets and Liabilities as of the last day of the reporting period
A Cash Flow Projection Report through the end of the fiscal year encompassing all cash funds, updated monthly with actual revenues and expenditures from the preceding month.
Proof of reconciliation of each of the Authority’s cash accounts and statements provided by each financial institution at which the Authority maintains an account.
Statutes mandate that each individual District Governing Board and the Authority Governing Board review these reports. Any financial report or cash flow projection report that would indicate that the Districts or the Authority are likely to violate §48‐805.02(D)(1), or that would indicate an adverse impact on the ongoing operations or liquidity of the entity, is to be reported to the County Treasurer and Board of Supervisors. The report must be submitted by the respective Board Chairman in writing and delivered by certified mail within ten days of the discovery. Revenues: Authority policy encourages diversification of the Authority’s revenue base and regular monitoring of all revenues. The Authority will continue to develop opportunities to generate non‐levy revenues. The Authority’s reliance on tax revenues is expected to trend downward, with the current percentage of non‐levy revenues equaling 18.0%. The goal of the Authority will be to minimize tax fluctuations for Authority taxpayers while maintaining established services. The Authority has estimated its annual revenues utilizing an objective, analytical process whenever possible, and will make every effort to forecast revenues by individual category for subsequent years. This process will be completed annually.
Grants: Authority policies establish under which conditions grants will be pursued, as well as the administrative guidelines or approvals that apply to the process of pursuing them. The Authority will apply for grants which are consistent with its objectives and needs. The potential for incurring ongoing costs, including the support for grant‐funded positions from local revenues, will be considered prior to applying for a grant. The Authority will attempt to recover all allowable costs, direct and indirect, associated with the administration and implementation of programs funded through grants. All grant submittals will be reviewed for their cash requirements, their potential impact on the operating budget, and the extent to which they meet the Authority and its members’ objectives.
User Fee Cost Recovery and Indirect Cost Allocations: Authority policy encourages full cost recovery of most publicly provided services that benefit specific individuals or organizations and the utilization of user fees to augment general tax revenues. The Authority has established user fees and charges for certain services provided to users receiving a specific benefit. Examples of these service fees include Cardiopulmonary Resuscitation (CPR) Training, Heart Saver Adult/First Aid Training, and Heart Saver Automated External Defibrillator (AED) Training
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Certification classes, as well as building plan review and permits issued by the Authority. Fees and charges were established by specific action of the Authority Governing Board to recover the cost of providing these services. User fees will periodically be reviewed to calculate their cost recovery levels, to compare them to the current fee structure, and to recommend adjustments where necessary. The Authority’s fee schedule will be updated on an ongoing basis. During Fiscal Year 2020‐21, the Authority will review and revise the fee schedule where appropriate.
Debt Management: The Authority has strived to adhere to a “pay as you go” system for financing its ongoing capital needs. However, the issuance of debt is often a valuable tool in achieving some of the Authority and its members’ strategic goals related to capital expansion or planning for capital programs. Additionally, attractive interest rates for borrowing have made this option more viable.
The Authority will typically restrict long‐term borrowing to capital improvements or projects that cannot be financed from current revenues and to those capital projects with anticipated longevity. The Authority will not use long‐term debt to fund current operations and will first attempt “pay as you go” financing and/or the use of operating funds when applicable. If the Authority funds capital projects using debt proceeds, it will attempt to establish a maturity date that does not exceed the useful life of the project or asset funded by those proceeds.
The Authority’s Debt Management Policy will set parameters for those instances when the Authority will incur debt and the associated limitations. Arizona Revised Statutes §48‐806 establishes limits on the total amount of General Obligation (GO) Bond and Certificate of Participation (COP) indebtedness for fire districts. This limit is set at the lesser of six percent of secondary assessed taxable property value of a District in the year of issuance or the maximum voter approved bond offering amount. The Authority does not currently plan to pursue GO bonds or COP financing, although it may at some point in the future.
Because the Authority has not had the opportunity to pursue bond financing, it has not been evaluated by independent bond rating agencies. However, the Authority has established financial policies that will help position it to achieve a favorable rating if or when the time comes to pursue this option and evaluation is required.
Another form of debt financing is available to the Authority for use in securing larger capital purchases. Lease/Purchase agreements are asset secured loans held by a single investor, usually a bank. This form of debt is backed by the full faith and credit of the Authority and leasehold interests are granted to the bank. The bank, in turn, leases the property back to the Authority under long‐term agreements. Under these agreements, the Authority is obligated to make lease payments to the bank on a predetermined schedule until the debt is satisfied. Once the obligations are satisfied, all rights, title and interest in the assets are transferred back to the Authority. Should the Authority default on the Lease/Purchase Agreement, the bank may terminate the leases, take possession of, and liquidate the assets pledged under the agreements and the Authority is then relieved of any subsequent obligation to the bank.
Lease/Purchase Agreements are not subject to any statutory legal debt limitations. However, debt service payments are required to be paid from the tax levy. Since this form of capital funding is paid from the tax levy, it is restricted by the Authority’s taxable levy limit. This may prevent the Authority from entering into agreements for future capital projects that are not currently part of the Capital Projects Replacement Schedule.
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During Fiscal Year 2020‐21, the Authority will explore the option of refinancing its current debt obligations, in a transaction that would extend the maturity date to June 2036 and add approximately $2.0 million dollars in additional funding for essential capital projects. Authority debt liabilities are allocated using the following percentage, NCFMD – 81% and SCFMD – 19%. Table 4 outlines the anticipated debt service payments, for Fiscal Year 2020‐21 and the subsequent five fiscal years.
Accounting, Auditing, and Financial Reporting: Authority policy will dictate the system of internal accounting and external financial reporting that will be adhered to for Authority financial transactions. The Authority will comply with accounting principles generally accepted in the United States in its accounting and financial reporting, as outlined in the following publications:
Governmental Accounting, Auditing, and Financial Reporting (GAAFR), issued by the Government Finance Officers Association (GFOA) of the United States and Canada.
Codification of Governmental Accounting and Financial Reporting Standards issued by the Governmental Accounting Standards Board (GASB).
Pronouncements of the Financial Accounting Standards Board, (FASB).
Monthly financial reports will be provided for the NCFMD and SCFMD Governing Boards, the Authority Board, the Budget and Finance Committee, the Fire Chief, and all Authority division and program managers, and will be reviewed during the Authority and member Districts’ monthly public meetings. The reports will summarize the financial activity comparing actual revenues and expenditures with budgeted amounts. Based on changes to the Arizona Revised Statutes which became effective September 1, 2013, all fire districts shall produce monthly financial reports to include the following:
Register of Checks, Warrants and Deposits
Statement of Financial Activities (Budget‐To‐Actual Report)
Statement of Net Assets
Cash Flow Projection for the Fiscal Year – Actuals revised monthly
Bank Statements provided by the financial institution maintaining each account including proof of reconciliation.
Fiscal Year
Ended Principal Interest
Total FY Debt
Service
Outstanding
Debt at Fiscal2021 388,940$ 177,379$ 566,319$ 7,098,512$
2022 398,331 167,988 566,319 6,700,181
2023 407,949 158,370 566,319 6,292,232
2024 417,798 148,521 566,319 5,874,434
2025 427,886 138,433 566,319 5,446,548
LEASE / PURCHASE DEBT
Outstanding Debt Amortization Schedule by Fiscal Year
For the Fiscal Years of 2020‐21 through 2024‐25
Arizona Fire & Medical Authority
Table 4
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The individual District Boards and the Authority Board must certify, in writing, that they have been provided with and have reviewed each of these reports. During the review of these reports, should any report indicate an adverse impact or deficit in the ongoing operations or liquidity of the individual Districts or Authority, the Chairman of that Board is mandated to report the deficit in writing and deliver it to the County Treasurer and Board of Supervisors within ten (10) days of the discovery. A system of internal accounting controls and procedures will be maintained to provide reasonable assurance of the safeguarding of assets and proper recording of financial transactions. A comprehensive financial audit will be performed annually by an independent public accounting firm with the objective of expressing an opinion on the Authority and member Districts’ financial statements and their validity. Changes under HB‐2572 also mandate that the Authority and member Districts contract with an auditing firm that is in good standing with the Arizona State Board of Accountancy to perform their annual audits. It further stipulates that the auditor must appear in person to present the NCFMD and SCFMD Boards and the Authority Board with the audit findings. The Authority will annually review federal grant proceeds to determine whether an additional comprehensive financial audit of federal grant programs according to the Single Audit and the Federal Office of Management and Budget (OMB) Circular A‐133 is required.
Cash Management and Investing: The Maricopa County Treasurer serves as the Authority’s fiduciary agent and is responsible for the management of tax revenues held in two accounts titled the NCFMD and SCFMD General Funds. The taxing authority for AFMA still resides with the two Districts, NCFMD and SCFMD. Maricopa County will collect real property taxes and Fire District Assistance Taxes (FDAT) on behalf of the Districts and the Districts will recognize tax receipts after notification by the Maricopa County Treasurer. Tax revenues will be deposited by the Maricopa County Treasurer into the General Fund account for each District which will be invested in a pooled account named the Maricopa County Local Government Investment Pool (MC‐LGIP). The funds will then be transferred to the Authority General Fund at Maricopa County to fund Authority operations.
The Authority will maintain several cash accounts associated its three main funds. Below is an outline of the associated cash accounts, where they will be maintained, and their purpose:
General Fund Operations: o Maintained by Maricopa County Treasurer:
General Fund Accounts – Property tax revenues and general expenditures Employee Benefit Liability Account – Benefit liabilities
o Maintained at an FDIC insured financial institution: Ambulance/Insurance Fund Accounts – Ambulance transport fees Payroll Fund Accounts – Payroll processing Secondary General Fund – Recurring receipts and bank fees
Capital Projects Fund: o Maintained by the Arizona State Treasurer:
Savings Account – Arizona State Local Government Investment Pool (AZ‐LGIP) Savings Account – Maricopa County Treasurer
Special Revenue Fund: o Maintained at an FDIC insured financial institution:
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Special Revenue Account – Donations and bequests
All other accounts not maintained by the State of Arizona or Maricopa County will be managed by the Authority as required by state statute. The Authority will participate in Automated Clearing House (ACH) and check fraud protection, as well as collateralization of its accounts and Federal Deposit Insurance Corporation (FDIC) insurance protection through its financial institutions.
Capital Expenditures (Fixed Assets): The Authority Board has adopted an Authority Property Stewardship and Capitalization Policy in accordance with parameters outlined in the Governmental Accounting, Auditing and Financial Reporting Manual (GAAFR). This policy establishes a capitalization threshold of $5,000 and a minimum useful life of more than one year for fixed assets. Fixed assets are purchased through Capital Improvement Plan (CIP) funding. Typically, fixed assets are replacement items as well as new capital items necessary to provide personnel with the tools essential to support the Authority’s mission, vision, and values in the most efficient and productive manner. All assets will be depreciated utilizing the straight‐line method and based on continued usefulness as outlined in the capitalization policy. Fixed asset purchases will be reviewed annually based on need and in correlation with the Authority’s Aging/Replacement Schedule contained in the CIP.
Public Safety Personnel Retirement System (PSPRS): The intent of this policy is to clearly communicate the Board’s pension funding objectives and its commitment to Authority personnel and the sound financial management of the Arizona Fire & Medical Authority and to comply with new statutory requirements of Laws 2018, Chapter 112. PSPRS is administered as an agent multiple employer pension plan. An agent multiple employer plan has two main functions: 1) to comingle assets of all plans under its administration, thus achieving economy of scale for more cost efficient investments, and invest those assets for the benefit of all members under its administration and 2) serve as the statewide uniform administrator for the distribution of benefits.
Under the plan, each participating agency has an individual trust fund reflecting that agencies’ assets and liabilities. Under this plan, all contributions are deposited to and distributions are made from that fund’s assets, each fund has its own funded ratio and contribution rate, and each fund has a unique annual actuarial valuation. AFMA has one trust fund for most firefighter qualified personnel. The Authority Board formally accepts the assets liabilities and current funding ratio of the Authority’s PSPRS trust funds from the June 30, 2019 actuarial valuation which are detailed below.
Trust Fund
Assets
Accrued Liability
Unfunded Actuarial Accrued Liability (UAAL)
Funded Ratio
Arizona Fire & Medical Authority
$47,963,065
$77,166,491
$29,203,426
62.2%
PSPRS funding goal – Pensions that are less than fully funded place the cost of service provided in earlier periods (amortization of UAAL) on the current taxpayers. Fully funded pension plans are the best way to achieve taxpayer and member intergenerational equity. Most funds in PSPRS are significantly underfunded and falling well short of the goal of intergenerational equity.
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The Board’s PSPRS funding ratio goal is 100% (fully funded) by June 30, 2036. The Board established this goal for the following reasons:
The PSPRS trust funds represents only the AFMA’s liability
The fluctuating cost of an UAAL causes strain on AFMA’s budget, affecting our ability to provide services
A fully funded pension is the best way to achieve taxpayer and member intergenerational equity By approving the FY 2020‐21 Budget & Operational Plan, the Board agrees to the following actions to achieve this goal:
Maintain Annual Required Contribution (ARC) payment from operating revenues – The Board is committed to maintaining the full ARC payment (normal cost and UAAL amortization) from operating funds. The estimated combined ARC for FY21 is $3,429,314 and will be able to be paid from operating funds without diminishing AFMA services.
Make bi‐weekly payments early whenever feasible.
Additional payments above the ARC: o Annually evaluate prior year budget compared to actual expenditures and strive to make an extra
payment of 5% of the excess of revenues less expenditures, subject to availability of funds and Board approval.
Based on these actions the Board plans to achieve its goal of 100% funding by June 30, 2036, in accordance with the amortization timeline set forth by the PSPRS June 30, 2019 Actuarial Valuation. While the Authority’s PSPRS fund is one of the healthier plans in the system, funded at 62%, AFMA’s contribution rate is 32.75%. That percent is contributed based on the wages for each of the Authority’s personnel that is a member of PSPRS, which amounts to approximately 72% of AFMA’s current staff. The volatility and decline in the stock market will likely have a negative impact on the funding of the plan and our actuarially determined unfunded liability. Fire districts around the state are continually working with the legislature on ways to fund this liability, but there is not a solution at this point.
Legislative Challenges
Historically, Arizona property receives two valuations: full cash value (FCV) and limited property value (LPV). The Arizona Constitution requires that the FCV of all property valued by the County Assessor be reflective of the current market value. Since the FCV fluctuates with the market, there is no limit to the amount it can increase or decrease each year. Through tax year 2014, growth in the LPV was limited to the greater of 10% of the previous year or 25% of the difference between the current year’s FCV and the previous year’s LPV, with the stipulation that LPV could not exceed FCV.
The LPV is factored by an assessment ratio set by the legislature to determine the assessed value which is the taxable value. The assessment ratio for residential properties has been 10% since 1973. The ratio for most centrally valued commercial properties (utilities) was 50% in 1979, gradually dropped to 25% by 1999, dropped to 20% in 2012, and recently to 18% for a total drop of 64%. Commercial properties valued by the County Assessor had an assessment ratio of 25% through 2005; it dropped to 20% in 2012 and then again to 18% for a total drop of 28%.
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When the legislature reduces the taxable value of one class of property by lowering the assessment ratio, it shifts the tax burden to other classes, mostly residential. Reducing the limited value of centrally valued commercial properties by 64% and County Assessor valued commercial properties by 28% has increased homeowners’ annual taxes by 20‐30%. In 2012 and at the bottom of the market, Arizona passed Proposition 117, which limited property value growth from the previous 10% to 5% per year and moved fire district funding from the FCV to LPV. Consequently, it has taken approximately 10 years for most Arizona fire district values to return to 2008 levels. Additionally, inflationary costs for expenditures continued to increase annually during the same time period.
The amount of tax is determined by the tax rate set by each taxing authority. The tax rate is calculated by dividing the taxing district’s budget by the total limited assessed value in the district. That rate is applied to the assessed (taxable) value of each property to determine what share of each District’s budget it will pay.
Reducing assessment ratios for commercial properties reduces the total limited assessed value that is divided into each District’s budget causing a higher tax rate and shifting the burden to residential properties.
This burden shift to residential properties caused by market changes and special interest legislation will be locked in for many years due to the passage of Proposition 117.
Below is a summary of the significant legislation which negatively impacts a fire district’s revenue stream:
Arizona Revised Statutes §48‐807 – Capped the maximum tax rate of $3.25 per $100 of assessed property value. The fire district tax rate cap was first established in 1992 at $3.00. In 2005, the tax rate cap was adjusted to $3.25 to offset the change in commercial property assessments from 25% to 20% (primarily transferring the tax burden to residential / homeowners). If the $3.25 tax rate cap had been adjusted annually for inflation, the fire district tax rate cap would be $4.27 today.
Senate Bill 1421 – Passed in 2009, limited the increase in total tax levy for fire districts to no more than 8% over the prior year’s actual levy.
House Bill 2001 (Jobs Bill) – Passed in 2011, reduced tax assessment of Class One (commercial) and centrally valued properties (utilities) from 20% to 16% further transferring the tax burden to homeowners (with no additional tax rate cap adjustments).
Proposition 117 – In the 2012 general election, voters passed Proposition 117 amending the Arizona Constitution by setting a limit on the annual percentage increase in property values used to determine property taxes to be no more than 5% above the previous year and established a single LPV as the basis for determining all property taxes on real property starting in Fiscal Year 2015‐16.
In 2012, the gap between full cash and limited values for both residential and commercial properties was less than 1%. This year, the gap for centrally valued properties is still less than 1%, but it is 8.1% for commercial properties valued by the County Assessor, and roughly 11.1% for all residential properties.
There are numerous possibilities depending on what happens to market values of residential and commercial properties. However, if current full cash values were frozen, residential properties would experience the full 5% increase in taxable value for four years while commercial properties would receive the maximum increase for only two years. If the full cash value of residential properties increases at least
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5% each year, the tax burden shift from recent market increases and ongoing tax breaks for commercial properties will never be overcome due to Proposition 117.
Another factor is that Proposition 117 became effective during a year where the assessment ratio for all commercial properties dropped from 19.0% to 18.5%. This reduces the Proposition’s 5% increase in limited value for all commercial properties this year to only 2.37% [5.0 – (0.5 ÷ 19.0) = 2.37]. For Fiscal Year 2017‐18, the ratio drops to 18.0%. This means that the taxable value of commercial property can only increase approximately 4.7% for the first two years Proposition 117 is effective while taxable values of residential property can increase by the full 10%.
Local Economy / Housing Market
Over the past couple of years, the Authority’s residential, commercial, and vacant land prices have continued to increase in value. According to Zillow.com, the median valued home in Sun City West has increased by 7.3% over the past year. However, due to the pandemic, Zillow.com is projecting a .6% decrease over the coming year. The median valued home in Chandler (Sun Lakes area) has increased 6.9% over the past year. Yet, Zillow.com is projecting a .7% decrease in the coming year. The median valued home in the Tonopah area increased 6.6% over the past year. Zillow.com is projecting a 1.9% increase in the coming year. While these projections should not greatly affect the Authority’s valuations in the short term, the long‐term impact of the pandemic are yet to be determined.
Comprehensive Annual Financial Report In addition to the Strategic Plan, the Capital Improvement Plan, and the Annual Budget and Operational Plan, the Authority will produce a Comprehensive Annual Financial Report (CAFR). This document will be prepared by the Financial Services Section in compliance with guidelines recommended by the Government Finance Officers Association of the United States and Canada (GFOA). The CAFR presents the financial position of the Authority as well as significant demographic and statistical information to help the reader understand the financial health and operational condition of the Authority. The CAFR also offers residents and other interested parties’ extensive historical data about the Authority and its member Districts. The CAFR is available for review on the Authority’s website at www.afma.az.gov or upon request. The Authority submitted its CAFR for the Fiscal Year Ended (FYE) June 30, 2018 to the GFOA for award eligibility determination and received a Certificate of Achievement for Excellence in Financial Reporting award for the ninth consecutive year. The Certificate of Achievement is the highest form of recognition for excellence in state and local government financial reporting. To be awarded a Certificate of Achievement, a government agency must publish an easily readable and efficiently organized CAFR which must satisfy both generally accepted accounting principles and applicable legal requirements. The Authority submitted its first CAFR for the (FYE) June 30, 2019 and is awaiting the results. The Authority plans to continue its participation in the award program each year moving forward.
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Arizona Fire & Medical Authority utilizes three major fund groups: General Fund, Special Revenue Fund, and Capital Projects Fund. The General Fund contains required annual revenues and expenditures. The Special Revenue Fund is comprised of annual revenues and expenditures associated with special programs and includes donations and bequests. The Capital Projects Fund is a “savings” account for the Capital Improvement Plan (CIP) which allows for the funding of future capital improvements.
Each fund is considered a separate accounting entity which may or may not carry a fund balance. Fund balance is generally defined as the difference between a fund’s assets and liabilities. The operations of each fund will be accounted for by providing a separate set of self‐balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures as appropriate. The Authority reports each of these funds as major governmental funds in its financial statements. All Authority audited financial statements are presented using the modified accrual basis of reporting.
General Fund: The General Fund, or working fund, outlines anticipated maintenance and operational revenues and expenditures for Fiscal Year 2020‐21. The Employee Benefit Liability Account (EBLA) is a sub‐account of the General Fund and is managed under its purview. The EBLA account was established to fund liabilities created by compensated absence balances and other associated employee benefit liabilities. The General Fund’s activities represent the true financial plan for the Arizona Fire & Medical Authority during the fiscal year. The EBLA maintains a balance at fiscal year‐end; however, the General Fund commonly does not maintain a balance, which is in accordance with Arizona Revised Statutes §48‐807(L). At the close of the fiscal year, in accordance with Authority policy, the Governing Board identifies revenues over expenditures to be transferred into the Authority’s Capital Projects Fund to support future capital needs. However, prior to this fund balance being transferred, it will be reduced by anticipated required funding of the EBLA. The General Fund uses a modified accrual basis for financial reporting and a zero‐based budget basis of budgeting which works effectively with the reporting basis.
Special Revenue Fund: The Special Revenue Fund manages designated, reserved funding for ongoing, usually self‐sustaining specialized programs and includes the Authority’s Fire Corps and Community Assistance Programs, Paramedic Training Grant Program, and any other special purpose grants. This account may carry a fund balance, as any revenues received for a specific purpose must only be expended for that purpose, and these programs may be extended from year‐to‐year. The Special Revenue Fund revenues and expenditures are estimated for Fiscal Year 2020‐21 since revenues received are generally donated and expenditures only occur as necessary to support the associated ongoing programs. The accountability of these funds follows the same documentation and approval requirements as used to administer the Authority’s General Fund transactions. The
FUND STRUCTURE
Figure 1
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Special Revenue Fund also uses the modified accrual basis of financial reporting. However, due to the nature of this fund, budgeting is not necessary.
Capital Projects Fund: The Capital Projects Fund (CIP) is, in effect, the Authority’s “savings” account and was established to support the CIP. It is designed to fund future capital purchases and avoid unnecessary interest expenses. Revenue sources for this fund include transfers from the General Fund as allocated through the Capital Projects Funding Account, loan proceeds, and interest earnings. All unallocated fiscal year end General Fund revenues over expenditures, including non‐utilized contingency funds, are transferred directly into the Capital Improvement Plan in accordance with Authority policy. This account may carry a fund balance from year to year as capital projects may encompass many years. Financial reporting for this fund is completed using the modified accrual basis and budgeting are generated using the zero‐based budgeting system.
The Authority will annually revise and publish a Capital Improvement Plan that outlines specific projected capital expenditures. Capital expenditures, although recommended, are approved on an individual basis by the Authority Board. The CIP will typically be presented to the Authority Board for adoption in March or April of each year and are also approved by the NCFMD and SCFMD Boards. This plan is recognized as a guide for recommended capital asset purchases and replacements only. At the appropriate time, each of the suggested capital asset purchases and/or replacements will be presented to the Authority Board for review, discussion, and possible action. The Authority Board will then provide guidance regarding each asset purchase and authorize each transaction individually. The entire Capital Improvement Plan is included in the Appendices of this document.
It is important to maintain the relationship between each functional unit of the Authority and the major funds of the Authority. This relationship outlines the fund structure and is used for budgeting, accounting, and financial reporting purposes. Table 6 shows the correlation between the Authority’s functional units or divisions and the major funds that support them.
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Table 6
Estimated Year‐End Fund Balance Summary
Fund balance annual deviation overview:
General Fund – Authority management ensures that the budget is balanced with expenditures at the same level as revenues. At fiscal year end, the Authority Board commits funds identified through the budget process to the Employee Benefit Liability Account (EBLA), and the balance of revenues over expenditures, combined with budgeted Capital Projects Funding, and unexpended contingency funds are transferred into the Capital Projects Fund.
Capital Project Fund – The fund balance is affected by the timing of the capital projects. It is not unusual for the fund balance to fluctuate from year to year. As more capital projects are completed, the fund balance will decrease significantly. Funding is replenished through transfers from the General Fund
Capital
Projects
Fund
USE OF FUNDS BY FUNCTIONAL UNIT
Fire Authority Board of DirectorsFire Chief
Assistant Chief
Deployment/EMS‐Training/Support Services
(Deployment, Support Services, EMS/Training)
Special Revenue FundGeneral
Fund
Oversees Fund Management
Oversees Assigned Division Expenditures
Oversees Assigned Division Expenditures
Oversees Assigned Division Expenditures
Oversees Assigned Division Expenditures
Community Risk Management Division
(Prevention/Public Education, Fire Corps)
Deputy Chief/Fire Marshal
Oversees Assigned Division Expenditures
Manages All Operations & Expenditures
Oversees Assigned Division Expenditures
Assistant Chief
Business‐Financial/Planning‐Tech Services Division
(Planning/Technical Services/Emergency Management,
Business Services, Financial Services, Human
Resources)
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through the budgeted Capital Projects Funding, unexpended contingency funds and committed revenues over expenditures at fiscal year‐end.
Special Revenue Fund – The fund balance is affected by revenues and expenditures associated with the various special projects of the fund. These projects include the general donation, EMS education, fire & life safety, and Fire Corps programs. This fund will generally maintain a balance due to donations received by patrons of the various programs and intermittent expenditures necessary to support these programs.
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The Arizona Fire & Medical Authority is fiscally strong and positioned to cope well with fluctuations in the economy and to provide greater flexibility on budgetary issues. The Authority resolves to be ready to balance revenues and expenses and continue to maintain the high level of service expected by the citizens it serves. The Fiscal Year 2020‐21 Budget and Operational Plan presents a responsible financial strategy. The priority for each fiscal year’s budget is to maintain quality service while observing prudent spending practices. The Annual Budget and Operational Plan specifically impacts the General Fund only and is outlined in detail throughout the following pages of this document. The summary below represents both the NCFMD and SCFMD combined totals. The combined budget summary includes actual expenditures for Fiscal Year 2018‐19, budget figures for Fiscal Year 2019‐20, estimated end of year totals for Fiscal Year 2019‐20, the Adopted Budget for Fiscal Year 2020‐21, and the budget variance based on the adopted budget.
Table 1
Revenue Summary: The Authority’s financial position reflects revenue growth, with the single largest increase coming from property tax revenues. The overall revenue budget for Fiscal Year 2020‐21 totals approximately $30.5 million; a 5.2% increase over the previous fiscal year.
Expenditure Summary: General Fund expenditures for Fiscal Year 2020‐21 are projected at roughly $30.5 million, which is a 5.2% increase over last fiscal year primarily due to increased funding for wages and benefits and maintenance and operations. The increases are primarily attributable to merit increases, health and dental insurance increases and pension increases. The budget includes a total of 181 full‐time equivalent (FTE) positions.
The Fiscal Year 2020‐21 budget also includes the Authority’s salary range summary (included in the Appendices of this document). Wage and benefit competitiveness are vitally important in maintaining a stable work force.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
REVENUES
Property Taxes 21,219,466$ 22,767,508$ 22,752,518$ 24,105,559$ 1,338,051$ 5.9%
Shared Property Tax Revenues (47,925) (65,000) (50,010) (60,000) 5,000 ‐7.7%
Fire District Assistance Tax (FDAT) 1,556,220 1,117,711 1,117,711 1,123,823 6,112 0.5%
Health & Medical Revenues 3,561,089 4,500,000 3,952,525 4,398,768 (101,232) ‐2.2%
Program Revenues 964,151 113,960 196,493 108,200 (5,760) ‐5.1%
Miscellaneous Revenues 441,197 590,665 481,893 861,932 271,267 45.9%
Total Revenues 27,694,198$ 29,024,844$ 28,451,130$ 30,538,282$ 1,513,438$ 5.2%
EXPENDITURES
Wages & Benefits 21,815,981$ 23,447,640$ 22,586,028$ 24,597,898$ 1,150,258$ 4.9%
Maintenance & Operating Expenditures 3,461,251 4,369,495 3,339,057 4,725,960 356,465 8.2%
Training & Development 141,556 242,505 126,216 249,216 6,711 2.8%
Debt Service 536,710 965,204 514,628 965,208 4 0.0%
Total Expenditures 25,955,498$ 29,024,844$ 26,565,929$ 30,538,282$ 1,513,438$ 5.2%
GENERAL FUND
BUDGET OVERVIEW
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Authority management feels that the highly qualified and dedicated personnel of the Authority should receive wages and benefits that are at least equitable with those of other departments/districts in the greater Phoenix area. A salary study was completed in March 2020 to determine if the Authority wage scale was competitive with other jurisdictions. The results of the survey and the proposed salary scale modifications are detailed later in this document.
Assessed Valuation Summary: NCFMD and SCFMD’s assessed property valuations increased for Fiscal Year 2020‐21. According to the Maricopa County Assessor’s Office, the 2020 certified taxable value for North County Fire & Medical District is $526,772,718. This represents a 5.6% increase over the 2019 certified taxable value. The 2020 certified taxable value for the South County Fire & Medical District is $281,771,293. This represents a 6.4% increase over the 2019 certified taxable value.
Tax Rate Summary: North County Fire & Medical District and South County Fire & Medical District are maintaining the same tax rates as in the prior fiscal year, $2.8644 per $100 of primary assessed value for North County and $3.20 per $100 of primary assessed value for South County. The projected rates are still well below most fire districts in Arizona. Currently, 36% of all Maricopa County full‐time career fire districts are operating at or above the $3.25 tax rate cap. Arizona Revised Statutes §48‐807(F) states that the tax rate typically cannot exceed $3.25 per $100 of assessed value.]
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General Fund Revenues are projected using available information and historical projections. The Fiscal Year 2020‐21 budget includes funding from several different sources. The largest portion of the Authority’s revenues will be provided through property taxes assessed by NCFMD and SCFMD. These taxes, as well as the Fire District Assistance Tax, will be collected and remitted by Maricopa County on behalf of the Authority.
Table 9
Property Taxes: NCFMD and SCFMD property taxes are levied based on a calendar year although the Districts operate on a fiscal year basis. The NCFMD and SCFMD property taxes will constitute most of the Authority’s revenues, totaling 78.7% in Fiscal Year 2020‐21. Property values are established as of January 1 of each year and the tax rates on those values are set by the Maricopa County Assessor in August of each year. The Maricopa County Treasurer’s Office invoices and collects the property taxes for the Districts. The Fiscal Year 2020‐21 tax rate for North County Fire & Medical District is set at $2.8644 per $100 of secondary assessed valuation. The Fiscal Year 2020‐21 tax rate for South County Fire & Medical District is set at $3.20 per $100 of secondary assessed valuation. These revenues are generated by the factoring of the adopted tax rates as applied to the Net
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
REVENUES
Property Taxes 21,219,466$ 22,767,508$ 22,752,518$ 24,105,559$ 1,338,051$ 5.9%
Shared Property Tax Revenues (47,925) (65,000) (50,010) (60,000) 5,000 ‐7.7%
Fire District Assistance Tax (FDAT) 1,556,220 1,117,711 1,117,711 1,123,823 6,112 0.5%
Health & Medical Revenues 3,561,089 4,500,000 3,952,525 4,398,768 (101,232) ‐2.2%
Program Revenues 964,151 113,960 196,493 108,200 (5,760) ‐5.1%
Miscellaneous Revenues 441,197 590,665 481,893 861,932 271,267 45.9%
Total Revenues 27,694,198$ 29,024,844$ 28,451,130$ 30,538,282$ 1,513,438$ 5.2%
GENERAL FUND
REVENUE OVERVIEW
Chart 1
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Assessed Valuation (NAV) of the Districts. A portion of the NCFMD tax revenues, related to the 2015 Pinnacle Peak Annexation Agreement, will be shared with the City of Peoria on an annual basis.
Outlook: The NAV for North County Fire & Medical District is reported as $526,772.718, an increase of 5.6% over the previous year. The NAV for South County Fire & Medical District is reported as $281,771,293, an increase of 6.4% over the previous year. These values are established by the Maricopa County Assessor’s Office in accordance with statutorily mandated guidelines. It is anticipated that for the next two years, growth will continue at a similar pace. However, with the two‐year time lag for property valuation re‐assessments, the Authority anticipates that the growth will likely slow down, due to the pandemic, in 2023.
Major Influences: Normal factors affecting property tax revenues include population, development, property value, tax rate and tax assessor appraisal. Changes in legislation could also influence this revenue stream. The pandemic has now added a new factor. The depth of the economic challenges related to COVID‐19 are largely unknown at this time.
Fire District Assistance Tax (FDAT): FDAT is allocated to each fire district within a county based on a formula outlined in Arizona Revised Statutes §48‐807. The FDAT funding is derived from a tax that is assessed to all properties within Maricopa County. The annual maximum allowable FDAT revenue is $400,000 annually or 20% of a District’s property tax levy, whichever is the lesser amount. State statue provides for consolidated districts to average their FDAT taxes over the previous five years and then combine them with the merged District to get the full amount of FDAT for current and future periods. North County will receive $591,101 and South County will receive $533,722 of FDAT for Fiscal Year 2020‐21. The Districts are projected to receive a total of $1,123,823 during Fiscal Year 2020‐21 in FDAT funding which will account for 3.7% of the Authority’s overall revenue budget. Health & Medical Revenues: The Authority’s Health & Medical Revenues are derived from the emergency and non‐emergency ambulance transport fees collected by NCFMD and SCFMD, along with other medically related revenues. NCFMD and SCFMD have Certificates of Necessity (CON) which allow each District to operate ambulances (excluding the Tonopah area). The Authority also provides an Ambulance Membership Program, which is discussed below.
Outlook: Health & Medical revenues for Fiscal Year 2020‐21 are projected to decrease by 2.2% in Fiscal
Year 2020‐21. The decrease is attributed to declining calls for medical services and ambulance transports.
The decline in transports is directly related to the COVID‐19 pandemic. The Authority’s Ambulance
Membership Program, which allows residents within the boundaries of the Authority (excluding the
Tonopah area) to purchase a subscription plan that would typically eliminate any out‐of‐pocket expenses
for ambulance transports provided by the Authority, is expected to continue to expand. Residents are
billed for any outstanding co‐pays or deductibles if they are transported in an Authority ambulance.
Residents who do not purchase a subscription plan would be responsible for any costs associated with
ambulance transport, as those costs will no longer be subsidized by the Authority. A new medical program
is expected to commence in Fiscal Year 2020‐21. The program sponsored by the Center for Medicare and
Medicaid Innovation’s (Innovation Center) and titled the Emergency Triage, Treat, and Transport (ET3)
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program. This five‐year payment model program will provide greater flexibility to the Authority’s
ambulance care teams to address emergency health care needs of the Authority’s Medicare beneficiaries
following a 9‐1‐1 call. Under the ET3 model, the Centers for Medicare & Medicaid Services (CMS) will fund
the Authority for 1) transporting patients to a hospital emergency department (ED) or other destination
covered under the regulations, 2) transport patients to an alternative destination (such as a primary care
doctor’s office or an urgent care clinic), or 3) provide patient treatment in place with a qualified health
care practitioner, either on the scene or connected using telehealth. The projected reductions in revenues
for Fiscal Year 2020‐21 are currently expected to rebound in Fiscal Year 2021‐22.
Major Influences: Health & Medical Revenues are influenced by insurance reimbursements, population growth, aging population, membership program subscribers, competition for interfacility ambulance transports and fluctuation in the demand for current services provided by the Authority.
Program Revenues: The Authority’s Program Revenues include Construction Fee Revenues, Operational Fee Revenues, Prevention Service/Fee Revenues, State Land/Wildland Revenues, and Special Program Revenues (i.e., Lockbox Program, Smoke Alarm Program, etc.).
Outlook: The Authority’s Program Revenues will comprise approximately .1% of the Authority revenues and are projected to decrease by 5.1% for Fiscal Year 2020‐21. Revenues for this category are difficult to predict; therefore, the Authority has estimated this line item conservatively.
Major Influences: Some of the major influences on program revenues include population fluctuations; Authority development, construction, and tenant improvement projects; the number of Authority wildland deployments; and the development and/or cessation of Authority programs and services.
Miscellaneous Revenues: Miscellaneous Revenues include, but are not limited to, contracts for emergency service responses, cell tower lease revenues, public records requests, and incident report copies.
Outlook: This category is projected to increase by 45.9% for Fiscal Year 2020‐21 and will contribute to approximately 2.8% of the Authority’s revenues.
Major Influences: The major change in this category is due to the Authority being awarded the Staffing for Adequate Fire and Emergency Response (SAFER) grant for three years. This allowed the Authority to hire an additional 3 firefighters in Fiscal Year 2019‐20. These firefighters have been assigned to Station 341 in Tonopah. The grant will reimburse 75% of the salaries and benefits for those firefighters in Fiscal Year 2020‐21.
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The Authority’s Expenditures are classified into four general categories: Wages and Benefits, Operating Expenditures, Training and Development, and Debt Service. The following pages present details regarding each of these expenditure categories. Each expenditure category will be discussed in detail in various segments of this document under the appropriate division/program sections. Each section outlines areas of responsibility and the contributing expenditure accounts.
Personnel: Personnel Compensation and Benefits, which comprises 80.5% of the Authority’s budget, experienced a net increase of 4.9%. This is largely a result of costs associated with the programmed personnel merit increases, an increase in the PSPRS retirement contribution rate, and increases in health and dental insurance costs.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
EXPENDITURES
Wages & Benefits 21,815,981$ 23,447,640$ 22,586,028$ 24,597,898$ 1,150,258$ 4.9%
Maintenance & Operating Expenditures 3,461,251 4,369,495 3,339,057 4,725,960 356,465 8.2%
Training & Development 141,556 242,505 126,216 249,216 6,711 2.8%
Debt Service 536,710 965,204 514,628 965,208 4 0.0%
Total Expenditures 25,955,498$ 29,024,844$ 26,565,929$ 30,538,282$ 1,513,438$ 5.2%
GENERAL FUND
EXPENDITURE OVERVIEW
Table 1
Chart 1
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Maintenance & Operating Expenditures: There was a 8.2% increase in Maintenance & Operating (M&O) expenditures. Some of the notable increases were an increase in apparatus repairs & maintenance, computer software licensing and additional contingency funding.
Training and Development: Authority Training and Development costs are expected to increase by 2.8% for Fiscal Year 2020‐21. Increased costs are largely attributable to increasing Support Services training.
Debt Service & Depreciation: Debt Service is projected to remain the same unless that Authority refinance the current lease. Debt Service accounts for 3.4% of the Authority’s overall expenditure budget.
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The following pages present the detailed budget plan, response goals, strategic objectives, critical tasks, performance measures and authorized staffing levels for Fiscal Year 2020‐21. The sections are divided by operational division/programs as shown on the Authority Organizational Chart (Chart 1).
Chart 1
In keeping with the Authority’s commitment to continuously evaluate Authority effectiveness and efficiency,
some adjustments to the Organizational Chart/Staffing Plan for Fiscal Year 2020‐21 have been made. The details
regarding the modifications are described below.
DIVISIONS / PROGRAMS BUDGETS
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The Deployment, Emergency Medical Services, Training, and Support Services Divisions are overseen by an Assistant Chief. Personnel assigned to field deployment/operations are both sworn and non‐sworn (civilian) personnel. The Authority maintains a part‐time non‐sworn personnel group that assists with Authority staffing requirements. The Authority’s staffing plan addresses many of the recommendations as stated by the National Fire Protection Association (NFPA) Standard standards. It also addresses daily scheduling challenges that arise from attrition, approved personnel leave usage, work related injuries and increased complexity in the daily responsibilities.
For Fiscal Year 2020‐21, the Authority plans to implement a Pilot Shift Commander program. The program will require the promotion of three Authority Battalion Chiefs to Deputy Chief / Senior Advisors, with one Deputy assigned to each of the Authority’s three shifts. The goal of the pilot program is to improve shift consistency and communications. The Deputy Chiefs responsibilities will include: coordinating and monitoring crews’ emergency responses to incidents, training, and participation in public education events; assigning, coordinating, managing and/or resolving Authority projects, assignments, or issues, which may be delegated or distributed by the Assistant Fire Chief or initiated at the battalion level; supervising BCs on their assigned shift, the Fire Captain assigned as their Battalion Safety Officer (BSO), and Fire Captains at stations in their battalion; functioning as the Senior Advisor on major incidents, which involves advising on tactical strategy and overseeing the completion of services on major fires, as well as medical, hazardous materials, and other major incidents; advising Fire Captains on corrective action and discipline for employees in their battalions and coordinating and overseeing the disciplinary process; and monitoring and coordinating coverage for emergency response throughout the Authority. Shift Commanders will also be responsible for functioning as the responding BC for their battalion. The new Deputy
DEPLOYMENT SECTION PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 0.0 1.0
Deputy Chiefs 1.0 3.0
Battalion Chiefs 6.0 3.0
Captains 27.0 27.0
Engineers 27.0 27.0
Firefighters 45.0 45.0
Firefighter Rovers 15.0 15.0
EMS Personnel 36.0 36.0
Part‐Time EMS/FF Personnel 30.0 30.0
TOTAL PERSONNEL ASSIGNED 187.0 187.0
DEPLOYMENT/EMS‐TRAINING/SUPPORT SERVICES DIVISION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Chiefs Shift will supervise the Battalion Chiefs in Battalion 231 and report to an Assistant Chief. Deployment Overview
The Deployment Section represents the most visible aspect of the Authority’s mission. A major consideration in the delivery of effective emergency services is the timeframe, or emergency response time, in which these services are delivered. Emergency response time is defined as the elapsed time from the moment a call is received in the Regional Dispatch Center until the first unit arrives on scene. As a part of the accreditation process through the Commission on Fire Accreditation International (CFAI), Standards of Cover (SOC) were developed for emergency response. The SOC is based on empirical study and demonstrates continuous improvement strategies that include deployment considerations, minimum response times, and standards of cover assessments. These improvement strategies are used to establish formal performance measures or response goals for the Authority. The emergency response performance measure has been segmented into three components which are identified as Call Processing Time, Turnout Time, and Response Time Standards, or travel time, to the incident. The Authority compares emergency responses against these goals to determine the effectiveness of its emergency responses. Details regarding each performance measure are listed below. Authority Call Processing Time: The Authority will work with the Regional Communications Center to strive for an emergency call processing time of sixty (60) seconds or less, 90% of the time. Turnout Time: A critical component of response time is turnout time (the amount of time that passes between the incident being broadcast to firefighters and the time that Authority fire apparatus is in route to the emergency). Turn out time standards are as follows:
Response Time Standards: The Authority will always strive to deliver emergency services in a safe and efficient manner. The response time goals for each type of response, including call processing time and turnout time, are detailed as follows:
0:10:00
0:12:00
First Due Company 0:06:00
0:08:00
Resource
Response Time
Standard
Urban
Response Time
Standard
Rural
FIRE SUPPRESSION RESPONSE TIME STANDARDS
Initial Full Alarm Assignment
0:01:00 90%
0:01:30 90%
0:01:30 90%
0:01:45 90%
EMERGENCY OPERATIONS RESPONSE TIME STANDARDS
Fire Incidents (07:00 ‐ 22:00 Hours)
Fire Incidents (22:01 ‐ 06:59 Hours)
Type of IncidentTurn‐Out Time
StandardPerformance
EMS (07:00 ‐ 22:00 Hours)
EMS (22:01 ‐ 06:59 Hours)
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The information above is presented in the form of Hours:Minutes:Seconds (00:00:00) to represent the length of time for each goal at the 90th percentile. The Authority’s service areas are divided into demand zones. These demand zones will have specific response goals based on population density, travel distances and other factors. The response goals will vary based on the nature of the response in a given area. “Urban” represents suburban areas of the Authority. “Rural” include the rural areas of the Authority. Maintaining staffing recommendations and response times within these guidelines assists the Authority and its member Districts in meeting their Certificate of Necessity (CON) mandates for the provision of ambulance services, in maintaining and expanding Accreditation to the entire Authority, and in maintaining its Insurance Services Office (ISO) rating of Class 1 in the urban areas of the entire Authority. The Authority uses an example to demonstrate performance as compared to the established response goals for FY 2019‐20. The table below displays data for all emergency calls that occurred to date in FY 2019‐20. It lists the emergency response time and the three performance measure components as established under the response goals. The information is presented in the form of Hours:Minutes:Seconds (00:00:00) to represent the length of time in which each component was performed at the 90th percentile. Authority Staff is charged with updating and expanding these response goals during FY 2020‐21 and will be reevaluating the Standards of Cover and demand zone boundaries in preparation for an Authority‐wide accreditation evaluation in FY 2020‐21. In addition, future response time data will be expressed in fractals and percentiles as opposed to averages to better represent actual goals and response times achieved.
0:10:00
0:09:30 (TRT)
0:12:00
Balance of Units 0:06:30 (TRT)
EMERGENCY MEDICAL RESPONSE TIME STANDARDS
Resource
Response Time
Standard
Urban
Response Time
Standard
Rural
First Due Unit 0:06:00
Balance of Units 0:08:00
0:06:00 0:10:00
0:12:00 0:14:00
0:06:00 0:10:00
0:12:00 0:14:00Technical Rescue ‐ Balance of Units
Resource
Hazardous Materials ‐ First Due Company
Hazardous Materials ‐ Balance of Units
SPECIAL OPERATIONS RESPONSE TIME STANDARDS
Response Time
Standard
Urban
Technical Rescue ‐ First Due Company
Response Time
Standard
Rural
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Along with the Response Time Standards as discussed above, the Authority also establishes certain on‐scene Performance Objectives. These performance objectives define the Authority’s goals once responding units have arrived on the emergency scene. The following paragraphs detail the Authority’s Performance Objectives: Deployment Performance Objectives:
The first objective is stopping the escalation of a fire. Typically, this includes search and rescue for victims, confining the fire to the room of origin, and limiting the heat and smoke damage to the immediate area of the room of origin. The first arriving engine company initiates search/rescue and fire attack operations. The second arriving engine company provides a back‐up line and/or a Rapid Intervention Crew (RIC). The first arriving ladder company provides ventilation and loss control measures, as necessary. The response shall be capable of providing a 500 gallon per minute initial fire attack. An effective fire force is comprised of a minimum of fifteen (15) personnel deployed via engine companies, ladder/ladder tender(s), rescue unit(s) and battalion chief(s). Upon notification of a “working fire”, additional personnel will be automatically dispatched via engine companies, ladder trucks, and various other vehicles. Special Operations Performance Objectives:
Hazardous Materials: To isolate, evacuate, and identify the hazardous material(s) that created the emergency and mitigate the hazard.
Technical Rescue: To initially determine the number, location, and condition of victims involved in the incident and to extricate the victim(s) using the lowest risk option possible.
An Effective Response Force (ERF) will be composed of eight to fourteen personnel deployed in engine and ladder companies, rescue units, hazmat or technical rescue apparatus and battalion chief(s).
Firefighting and Personal Protective Equipment: This section contains all expenditures related to firefighting and personal protective equipment acquisition, maintenance, and supplies. The Authority will strive to obtain and maintain the appropriate tools for personnel to safely and effectively provide the services necessary to protect Authority residents. The Personal Protective Equipment (PPE) Program ensures that all Authority firefighting personnel possess two sets of PPE clothing and equipment which is maintained in a safe and functional condition. The Program is also responsible to regularly maintain, replace, and/or repair any component of the assigned PPE equipment and to perform other related
2019
0:01:23
0:01:15
0:06:12
0:08:53
TOTAL RESPONSE TIMES ‐ ALL INCIDENTS
Component
Call Processing Time
Turn‐Out Time
Travel Time
Total
2018
0:01:23
0:01:15
0:06:12
0:08:53
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tasks as required. The Authority initiated a Cancer Reduction Program based on a review of the 2013 National Institute for Occupational Safety and Health (NIOSH) Cancer Study. Components of the Program include: 1. Dual turnout program to reduce health and cancer risks; 2. Hood exchange program to reduce carcinogen exposures; 3. Turnout cleaning standard operating procedures; 4. “Cancer Prevention Initiative” standards of practice based on the Firefighter Cancer Support Network White Paper; 5. Implement station clean zones and Station Shoe Policy to minimize transport of toxins into station living quarters. This Program was expanded to include all Authority suppression personnel in 2017 and will now be maintained with ongoing education and resource support in order to enhance the wellness of Authority personnel and manage or minimize the potential overarching costs that accompany a cancer diagnosis. The following table outlines the expenditure accounts associated with the Firefighting and Personal Protective Equipment Section of the budget:
Budget Highlights:
The decrease in the firefighting equipment routine maintenance budget is largely a result of the removal of the funding for the electric smoke ejectors that were purchased in Fiscal Year 2019‐20.
The decrease in Rehabilitation Unit Equipment is the result of decreasing need for supplies.
Wildland Deployment Program:
During Fiscal Year 2019‐20, the Authority experienced 9 major deployments of personnel and apparatus to three different states. The Authority plans to continue this program as it provides numerous benefits to both the Authority and the firefighters who participate in it. Wildland Deployment revenues and expenditures are difficult to predict. Fiscal Year 2019‐20 realized revenues at one of the highest levels since the inception of the Wildland Program. The Fiscal Year 2020‐21 season predictions are similar. Even with these estimates, the Authority’s Wildland Team may be deployed several times or not at all during any given year depending on the number, length, and size of the wildland fires that occur nationwide. Due to the unpredictable nature of wildfires, including when and where they might strike, the Authority may show significant fluctuations in the associated annual revenue and expenditure budgets for this Program. Revenues are expected to meet the anticipated fiscal year expenditures based on continuing program costs.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
543000 ∙ Firefighting Equipment R/M 6,623$ 10,000$ 4,089$ 11,000$ 1,000$ 10.0%
543010 ‐ Personal Protective Equipment R/M 10,790 17,500 9,805 17,500 ‐ 0.0%
571000 ∙ Firefighting Equipment 28,340 26,000 25,432 16,750 (9,250) ‐35.6%
573000 ∙ Protective Equipment 67,904 65,000 67,782 65,000 ‐ 0.0%
576000 ‐ Rehabilitation Unit Equipment ‐ 5,000 624 1,200 (3,800) ‐76.0%
577000 ‐ Drone Program ‐ ‐ ‐ 2,500 2,500 100.0%
Total Firefighting & PPE 113,657$ 123,500$ 107,108$ 110,250$ (8,250)$ ‐6.7%
FIREFIGHTING & PPE EXPENDITURES
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Wildland deployments have provided Authority firefighters with invaluable experience and knowledge in wildfire and urban interface tactics and strategies and brought in approximately $293,000 in revenue in Fiscal Year 2019‐20.
The following table outlines the expenditure accounts associated with the Wildland section of the budget:
Budget Highlights:
The Wildland budget is being increased this year to accommodate the purchase of additional wildland equipment necessary for wildland / brush fires which occur in the Authority’s rural areas and can be utilized on out of Authority responses as well The number of deployments for the coming year is uncertain. Due to the unpredictability of deployments, the revenues for Wildland are budgeted at the same amount as the expenditures.
The Wildland Deployment Program’s Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the services are reaching the targeted results.
WILDLAND SECTION PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Wildland Red Card Engine Boss 5.0 5.0
Wildland Red Card Firefighters 20.0 20.0
TOTAL PERSONNEL ASSIGNED 25.0 25.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
572000 ∙ Wildland Equipment & Deployment 14,690$ 17,500$ 15,948$ 20,700$ 3,200$ 18.3%
623500 ∙ Wildland Training Expenditures 5,943 7,260 3,665 9,500 2,240 30.9%
Total Wildland 20,633$ 24,760$ 19,612$ 30,200$ 5,440$ 22.0%
WILDLAND EXPENDITURES
WILDLAND SECTION PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
22 9
4 4
1 1
19 20
Wildland Deployments
Wildland Re‐Certified Engine Boss
Wildland Engine Boss Trainees
Wildland Red Card Re‐Certified Firefighters
DESCRIPTION
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Regional Wildland Specialist ‐ Car 1019
During Fiscal Year 2019‐20 alone, there were 9 brush fire incidents within the Authority jurisdiction that involved multi agency coordination with Automatic Aid, Mutual Aid, Arizona Department of Forestry and Fire Management (DFFM) and Federal resources. The Central Arizona Life Safety Council (CALSAC) Regional Operations Consistency Committee (ROCC) identified that Brush and Urban Interface fire incidents needed wildland trained personnel to advise Incident commanders and help provide for overall firefighter safety.
The Car 1019 Program is designed to have a designated wildland trained firefighter respond to incidents both within the Authority`s jurisdiction as well as outside of the Authority through Automatic and Mutual Aid to help provide this needed support. Car 1019 participates in multi‐agency coordination training which includes other Regional Car xx19 partners and AZ DFFM typically in April of each year, which is that start of the Brush and Urban Interface fire season. Car 1019 is programmed to be in service from May 1 through August or the start of the Arizona monsoon season.
Self‐Contained Breathing Apparatus (SCBA):
The Self‐Contained Breathing Apparatus (SCBA) program ensures all necessary SCBA equipment is maintained in a safe and functional condition, and provides for the regular service, replacement and/or repair of any SCBA equipment components. The Program is also responsible for performing fit testing on SCBA and HEPA masks for appropriate personnel as required.
The following table outlines the expenditure accounts associated with the SCBA Equipment section of the budget:
Budget Highlights:
The Authority continually has equipment and expenditure needs associated with the SCBA program and with additional staff using the equipment, the costs to maintain the program have increased.
The Self‐Contained Breathing Apparatus (SCBA) Section Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It
SELF‐CONTAINED BREATHING APPARATUS (SCBA) PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Support Services Diviion Chief 1.0 1.0
SCBA Technicians 7.0 7.0
TOTAL PERSONNEL ASSIGNED 8.0 8.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
543500 ∙ SCBA Equipment R/M 8,084$ 8,500$ 6,493$ 10,600$ 2,100$ 24.7%
574000 ∙ SCBA Equipment 3,997 5,000 ‐ 6,380 1,380 27.6%
Total SCBA Equipment Program 12,081$ 13,500$ 6,493$ 16,980$ 3,480$ 25.8%
SCBA EQUIPMENT PROGRAM EXPENDITURES
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quantifies the efficiency and effectiveness of past actions. It can also determine whether services are reaching the targeted results.
Honor Guard: During Fiscal Year 2018‐19, the Honor Guard program was implemented. Several Authority personnel were trained and attended many events. The team performs colors details at civic occasions, such as public parades and special community events as requested. They also perform colors details at many Authority events such as dedications, graduations, promotional and awards ceremonies. The Honor Guard plans, organizes, and performs at funeral and memorial services for Authority personnel. The team also assists other agencies with funeral and memorial services when requested. Members of the Honor Guard have already participated in many state and national events. The following table outlines the expenditure accounts associated with the Honor Guard section of the budget:
Budget Highlights:
Although there were no expenditures in Fiscal Year 2019‐20, the Authority anticipates the need for supplies in Fiscal Year 2020‐21 to adequately maintain the program.
FISCAL YEAR 2020‐21 DEPLOYMENT SECTION FOCUS
This section outlines the direction for the Deployment Division for the current and coming fiscal year. Included are the Division’s assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. The Sections Performance Measures for the coming year were included with each Section and Program listed. Many of the current year objectives and critical tasks are undergoing changes based on organizational changes within the Authority. Some of these tasks will continue into Fiscal Year 2020‐21.
SELF‐CONTAINED BREATHING APPARATUS (SCBA) SECTION PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
67 67
140 140
3 3
2 2
4 4
DESCRIPTION
SCBA Units Maintained
Annual Fit Tests to be Performed
Rapid Intervention Crew (RIC) SCBA Units Maintained
SCBA Air Compressors Maintained
SCBA Training Sessions Conducted
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
563000 ‐ Honor Guard Supplies 11,912$ $ 5,000 $ ‐ $ 5,000 ‐$ 0.0%
Total Honor Guard 11,912$ 5,000$ ‐$ 5,000$ ‐$ 0.0%
HONOR GUARD EXPENDITURES
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Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5G – Emergency Medical Services (EMS)
Emergency Response / Effective Deployment of Resources: The Authority’s current operational procedures ensure that exceptional and efficient emergency services are provided and that Authority personnel are appropriately assigned to provide the safest and most cost‐effective results. Objectives related to emergency response and effective deployment of resources are outlined below: Objective: Analyze current response/deployment practices Critical Tasks Timeline: FY20‐21 – Re‐Accreditation Process
Evaluate the effectiveness and efficiency of the Authority’s emergency response/deployment model utilizing Authority Standards of Cover assessment.
Research best response/deployment practices and standards including revision of response goals for all response zones.
Wittmann & Tonopah Area Location and Response Analysis
Objective: Analyze AFMA’s wildland/urban interface risks Critical Tasks Timeline: FY 20‐21
Identify high risk areas of the Authority
Promote awareness and safety through Community Outreach
Conduct annual brush fire and urban interface training for Authority crews Objective: Complete the Commission on Accreditation of Ambulance Services (CAAS) process and any necessary additional program components for Authority wide consistency Critical Tasks Timeline: FY 20‐21
Complete necessary documentation for onsite accreditation review
Schedule panel of reviewers for onsite reviews consisting of visitation, interviews, and observation
Emergency Medical Services/Training: Emergency Medical Services: The Emergency Medical/Transport Services (EMS) Section is responsible for emergency ambulance operations, part‐time EMS staffing, medical supplies and equipment and all programs related to providing emergency medical services to the communities served by the Authority.
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EMS is responsible for managing the Authority’s Ambulance Membership and Interfacility Transport Programs, as well as overseeing the general safety and health of Authority employees. The goal is to educate employees regarding safety awareness and to assist them in maintaining a minimum level of physical conditioning to prevent personal injury during job performance. The Authority will continue to provide facilities and trainers to encourage self‐awareness of individual physical abilities as well as strengths and weaknesses. By increasing awareness of potential safety hazards both on emergency scenes and in the Authority’s facilities, the Authority will strive to reduce the occurrence of workplace accidents and injuries. The Interfacility Transport Program provides for the non‐emergency ambulance transport of patients from medical facilities. This Program has proven to be very successful and will continue to grow which necessitates continued planning for additional apparatus and additional personnel as needed.
The following table outlines the expenditure accounts for the Emergency Medical Services Division:
Budget Highlights:
The increase in EMS/Medical Equipment Repairs/Maintenance is due to increased costs in the maintenance contracts to service the EMS equipment.
The increase in Health & Medical Equipment is largely due to purchasing a software program that will enhance the Authority personnel’s patient treatment and drug dosing procedures.
Emergency Medical Performance Objectives:
The objective of the Emergency Medical Operations is to stop the escalation of a medical emergency within the capabilities of the effective response force. Specifically, this includes assessment of patients and prioritizing care
EMERGENCY MEDICAL/TRAINING PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 1.0 1.0
Division Chief 1.0 1.0
EMS Manager 1.0 1.0
Captain 0.0 1.0
TOTAL PERSONNEL ASSIGNED 3.0 4.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
544000 ∙ EMS/Medical Equipment Repairs/Maint 14,418$ $51,076 $37,509 $67,925 16,849$ 33.0%
581000 ∙ Medical Licenses & Registrations 3,238 3,500 3,028 2,950 (550) ‐15.7%582000 ∙ Health & Medical Equipment 16,913 20,000 10,949 33,470 13,470 67.4%
583000 ∙ Health & Medical Supplies 193,880 195,000 195,842 195,000 ‐ 0.0%
583500 ‐ Medical Direction 55,304 56,480 51,041 63,480 7,000 12.4%
584000 ∙ Pharmaceutical Supplies 20,389 35,000 36,217 41,000 6,000 17.1%
Total Emergency Medical/Transport Services 304,142$ 361,056$ 334,585$ 403,825$ 42,769$ 11.8%
EMERGENCY MEDICAL SERVICES EXPENDITURES
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to minimize death and disability. This also includes successful intervention in life‐threatening emergencies, stabilizing patients to prevent additional suffering, and providing basic or advanced life support and transportation to a treatment facility, as necessary. An effective response force of three to six personnel with a minimum of two paramedics deployed via ambulance/medic unit, engine company, and/or ladder company or other units as necessary to initiate basic or advanced life support activities as appropriate.
Training/Safety: The Training/Safety Section provides coordination for both the training and development of current deployment/operations personnel, as well as providing an active role in the recruitment of new Authority personnel. However, a large focus of this section is to provide ongoing training for fire suppression personnel. Continuing education is required by local, state, and federal regulations and standards (including NFPA Standards Volume 10, OSHA Regulations 29 CFR 1910, the Arizona State Fire Marshal’s Office, and the Valley Automatic‐Aid Consortium). This section also coordinates instruction on any new organizational procedures and guidelines.
In addition, this section coordinates emergency and medical training for Authority personnel to include Emergency Medical Care Technician (EMCT), Certified Emergency Paramedic (CEP), Chest Compression Only (CCO), Cardiac Pulmonary Resuscitation (CPR), and Automated External Defibrillation (AED). Federal and State entities manage standards of training and frequency of recertification and set minimum training requirement levels that must be adhered to for the Authority to remain eligible to provide pre‐hospital emergency care to its citizenry. It will be an Authority priority to continue to facilitate an EMS Training Program which provides a large portion of the re‐certification training requirements in‐house thus reducing offsite travel costs. In‐house Paramedic and EMCT recertification processes meet the standards as established by the State of Arizona.
EMERGENCY MEDICAL/TRAINING SERVICES PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
60 75
80 95
5,000 5,100
100% 100%
DESCRIPTION
Employee CPR Training Participants
EMS Training Hours
Documentation Quality Assessment (%)
In‐House EMS Training
Paramedic Refresher Training Course Participants
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The following table outlines the expenditure accounts associated with the Training/Safety section of the budget:
Budget Highlights: Adequate funding to train and develop Authority staff. Continuing Education (this is the key component to ensuring that Authority personnel are prepared to lead
the Organization in the future and this area provides funding for succession planning).
The Training Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether services are reaching the targeted results.
TRAINING/SAFETY PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 1.0 1.0
Division Chief 1.0 1.0
EMS Manager 1.0 1.0
Training Captain 1.0 1.0
TOTAL PERSONNEL ASSIGNED 4.0 4.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
565000 ‐ Safety Materials & Supplies 50$ 1,000$ 814$ 800$ (200)$ ‐20.0%622000 ‐ ESD Fitness & Safety Training 99 2,500 599 4,500 2,000 80.0%623000 ∙ Educational Expenditures 73,486 92,000 74,331 86,787 (5,213) ‐5.7%624000 ∙ Training Materials 2,307 13,000 1,191 15,000 2,000 15.4%625000 ∙ Travel Expenditures 5,448 5,000 3,732 5,000 ‐ 0.0%626000 ‐ Health & Safety Training ‐ 5,000 1,999 2,500 (2,500) ‐50.0%651000 ∙ EMS Educational Expenditures 7,280 10,500 1,660 21,500 11,000 104.8%651500 ∙ Health/Medical Educational Expenditures 744 2,000 ‐ 4,250 2,250 112.5%652000 ∙ EMS/Medical Training Materials 1,159 5,000 1,047 4,025 (975) ‐19.5%653000 ∙ EMS/Medical Travel Expenditures 2,311 10,000 4,633 8,852 (1,148) ‐11.5%
Total Training/Safety 92,884$ 146,000$ 90,006$ 153,214$ 7,214$ 4.9%
TRAINING/SAFETY EXPENDITURES
TRAINING/SAFETY PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
8,994 10,000
3,112 4,500
34,413 30,000
2,088 3,000
Company Training Hours
Officer / Professional Development Training Hours
Driver / Operator Training Hours
Special Operations Training Hours
DESCRIPTION
Training & Development
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The following accounts outline the expenditures associated with the delivery of Training/Safety programs by the Authority:
Budget Highlights:
Safety training funds will be provided for Health Safety Officer and Incident Safety Office certifications for Captains and Battalion Chiefs who have not obtained these certifications and require them for their current assignment or program management.
FISCAL YEAR 2020‐21 TRAINING/SAFETY FOCUS
This section outlines the direction for the section for the coming fiscal year. Included are the assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Performance Measures for the coming year.
Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5G – Emergency Medical Services (EMS) Objective: Maintain and enhance current training programs and opportunities Critical Tasks
Research and identify required training (i.e. ISP, CFAI, NFPA, OSHA, etc.).
Identify and inventory current personnel training gaps.
Evaluate effectiveness and efficiencies of current Authority training program, facilities, and props.
Review and compare best practice examples from other agencies.
Identify opportunities to enhance the Authority’s training programs.
Develop and implement a formal multi‐year training plan that streamlines the training processes Authority wide and tracks/ensures that all personnel are receiving sufficient and required training.
Develop an evaluation process to measure the effectiveness of the Authority’s training
Review and re‐format Engineers Academy and Captain Academy to meet updated training/testing requirements
Review and re‐format Authority task books to define and develop critical skills and enhance leadership development programs and to allow avenues for feedback from personnel
Objective: Maintain Training Coordination Critical Tasks
Evaluate current supervisor training programs for improvement
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
547000 ∙ Fitness Equipment Repairs/Maint 2,063 4,500 ‐ 6,250 1,750 38.9%565000 ∙ Safety Materials & Supplies 50 1,000 814 800 (200) ‐20.0%
622000 ∙ Fitness & Safety Training 99 2,500 599 4,500 2,000 80.0%
Total Training/Safety 2,212$ 8,000$ 1,413$ 11,550$ 3,550$ 44.4%
TRAINING/SAFETY EXPENDITURES
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Develop a training program for AFMA supervisors that specifically focuses on supervision, management skills, and accountability
Provide additional opportunities for future leaders to take lead roles, e.g., committees, boards, special tasks, etc.
Continue to enhance AFMA promotional testing and assessment center processes
Create a new manager development/mentorship program
Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.
Support Services Section:
The Support Services area of responsibility is two‐fold. They ensure the Authority is provided with the safest and most reliable apparatus for residents, property owners, and Authority personnel, and provides for the essential needs of each of the Authority’s eight station sites and various administration and support facilities. Support Services provides the Authority with a base work environment that is structurally and mechanically sound. Support Services is challenged to project facility, apparatus and equipment strengths and weaknesses utilizing a combination of preventative maintenance and accurate assessment of equipment life.
The Authority maintains facilities to house both the personnel and the apparatus that support the Authority’s mission. The following table outlines the expenditure accounts associated with the Support Services Facility section of the budget:
SUPPORT SERVICES PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 0.0 1.0
Division Chief 1.0 1.0Fleet Manager 1.0 1.0
Support Services Technician I 1.0 2.0
Support Services Technician II 1.0 1.0
TOTAL PERSONNEL ASSIGNED 4.0 6.0
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Budget Highlights:
There are some fluctuations in expenditures based on changing prices and the negotiation of current contracts.
The increase in Landscaping Services is due to planned landscaping work at Station 231.
In order to effectively provide services to citizens, the Authority has a number of apparatus which require periodic repair and preventative maintenance. The following table outlines the expenditure accounts associated with the Support Services Apparatus section of the budget:
Budget Highlights:
The Outsourced Apparatus Maintenance and Support Services/Shop Supplies budgets have been increased due to historical expenditures and reevaluating funding requirements in the various categories.
The following table outlines the expenditure accounts associated with the Support Services Training section of the budget:
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
539100 ∙ Electricity 161,182$ 192,000$ 194,393$ 196,000$ 4,000$ 2.1%539200 ∙ Natural Gas 6,686 8,400 5,763 7,200 (1,200) ‐14.3%539300 ∙ Water & Sewer 38,933 40,000 33,555 36,000 (4,000) ‐10.0%539400 ∙ Telephone 44,913 45,158 37,205 49,332 4,174 9.2%539500 ∙ Refuse Services 11,038 10,492 12,441 10,335 (157) ‐1.5%541100 ∙ Internal Facility Repairs/Maint 37,125 26,500 33,725 32,000 5,500 20.8%
541200 ∙ Outsourced Facilities Maintenance 33,679 37,288 27,571 36,500 (788) ‐2.1%541300 ∙ Custodial Services 5,709 7,555 5,013 7,630 75 1.0%541400 ∙ Landscaping Services 8,514 4,250 3,475 8,800 4,550 107.1%541500 ∙ Pest Control 8,689 7,500 5,773 7,500 ‐ 0.0%541600 ∙ Fire & Security Alarm Systems 22,444 37,706 21,552 28,908 (8,798) ‐23.3%562000 ∙ Janitorial & Facilities Supplies 33,167 45,000 35,389 37,200 (7,800) ‐17.3%Total Support Services Facility 412,079$ 461,849$ 415,855$ 457,405$ (4,444)$ ‐1.0%
SUPPORT SERVICES FACILITY EXPENDITURES
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
542000 ∙ Internal Apparatus Repairs/Maint 192,112$ 195,000$ 180,899$ 198,795$ 3,795$ 1.9%542500 ∙ Outsourced Apparatus Maintenance 93,671 60,000 72,238 78,000 18,000 30.0%546000 ∙ Support Service Equip Repairs/Maint 3,661 ‐ ‐ ‐ ‐ #DIV/0!564000 ∙ Support Svc/Shop Supplies 39,252 32,000 37,618 40,500 8,500 26.6%568000 ∙ Fuel (Gasoline/Diesel) 224,832 240,000 195,504 240,000 ‐ 0.0%
Total Support Services Apparatus 553,529$ 527,000$ 486,259$ 557,295$ 30,295$ 5.7%
SUPPORT SERVICES APPARATUS EXPENDITURES
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Budget Highlights:
Support Services personnel are required to maintain mechancially complex Authority appartus and
equipment in appropriate running order. This mandates expenditures for specialized technical and
mechanical training and maintaining required certifications. The budget for Support Services Training
and Travel has been increase due to the requirment of more techinical trainging and the addition of
personnel in this section.
FISCAL YEAR 2020‐21 SUPPORT SERVICES FOCUS
This section outlines the direction for Support Services Section for the coming fiscal year. Included are the assigned Strategic Plan objectives and critical tasks with their correlated accreditation self‐assessment manual criterion alignment. Also included are the performance measures for the coming year.
Strategic Priority Alignment: Strategic Priority 3 – Finance, Planning, & Infrastructure Accreditation Self‐Assessment Alignment: 6E – Tools and Small Equipment
Objective: Evaluation of future space/structure needs Critical Tasks Timeline: June 2021
Evaluate current facility space usage and functionality
Research best designs/locations
Develop an evaluation process to measure life expectancy of existing buildings
Evaluate Administration and Community Risk Management Division administrative office needs and
remodel as necessary
Complete internal feasibility study for fleet services / training facility
Complete renovation construction at Station 231
Complete tenant improvement projects at Station 341
Conduct internal feasibility study for fleet services
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
641000 ∙ Educational Expenditures 389$ 3,500$ 1,010$ 7,200$ 3,700$ 105.7%643000 ∙ Travel Expenditures 483 1,500 880 4,500 3,000 200.0%
Total Support Services Training 872$ 5,000$ 1,891$ 11,700$ 6,700$ 134.0%
SUPPORT SERVICES TRAINING EXPENDITURES
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SUPPORT SERVICES PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
10,535' 10,535'
Community Risk Management/Communications/Planning Division 1,500' 1500'
Warehouse 1,000' 1,000'
9,174' 9,174'
1,935' 1,935'
10,488' 10,488'
9,254' 9,254'
1,447' 1,447'
4,252' 4,252'
Station 106 [2030 W. Patton Rd] 15,174' 15,174'
14,851' 14,851'
Station 232 [25020 S. Alma School Rd] 11,712' 11,712'
Station 341 [36511 W. Salome Hwy] 6,000' 6,000'
82,148 82,148
28 29
15 21
24 27
67 77
100,000 100,000
Station 102 [20622 North Stardust Boulevard]
Facilities Maintained
Administration/Fleet Services [18818 North Spanish Garden Drive]
Station 231 [25455 S. Sun Lakes Blvd]
Non‐Emergency Response Apparatus
Emergency Response Apparatus (Reserve)
Station 103 [13431 West Deer Valley Drive]
Station 104 ‐ Quarters [24930 North 119th Avenue]
Station 104 ‐ Apparatus Bay [24930 North 119th Avenue]
Total Facilities (Square Feet of Space)
Emergency Response Apparatus Estimated Annual Mileage
Station 101 [19001 North Camino Del Sol]
District Health & Fitness Center [19001 N Camino Del Sol]
Apparatus Maintained
Emergency Response Apparatus (Front‐Line )
Total Apparatus
DESCRIPTION
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The Community Risk Management Division includes the following areas: Prevention, Community Assistance and the Volunteer Programs are overseen by a Deputy Chief/Fire Marshal.
Prevention:
The Community Risk Management Division (CRMD) utilizes the 5 E’s as a guide that has been set forth by the
National Fire Academy which includes Engineering, Enforcement, Education, Emergency Response and
Economics. CRMD is responsible for annual fire life safety inspections and fire code enforcement; plans review
(to include the issuance of construction permits associated with both new structures and tenant improvements);
fire investigations (origin & cause); planning and development of Authority resources; community fire and life
safety education and community/media relations.
Community fire and life safety education is the first line of defense in risk management. Through community fire
and life safety education, the Authority has a responsibility to educate the public to reduce life‐ threatening and
debilitating injuries. They are responsible for the development and delivery of all fire and life safety education
programs.
Fire inspections and fire code enforcement minimize the damage to life and property due to fires. CRMD works
with the Maricopa County Sheriff’s Office in determining the origin and cause of fires involving significant damage
or that are suspicious in nature. Authority personnel also participate in the plan review process to identify
potential fire and life safety hazards prior to the construction and/or remodel of commercial occupancies within
the Authority.
The following table outlines the expenditure accounts associated with the Prevention/Public Education portions of the budget:
PREVENTION/PUBLIC EDUCATION PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Deputy Chief/Fire Marshal 1.0 1.0
Assistant Fire Marshal 1.0 1.0
TOTAL PERSONNEL ASSIGNED 2.0 2.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
566500 ‐ Risk Management Materials 8,216$ $ 14,500 $ 8,174 $ 15,600 1,100$ 0.0%
564900 ‐ Prevention Services Materials ‐ 4,500 231 4,400 (100) 0.0%
Total Prevention 8,216$ 19,000$ 8,405$ 20,000$ 1,000$ 5.3%
PREVENTION EXPENDITURES
COMMUNITY RISK MANAGEMENT DIVISION
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FISCAL YEAR 2020‐21 PREVENTION FOCUS This section outlines the direction for the coming fiscal year. Included are assigned Strategic Plan objectives and critical tasks with their correlated accreditation self‐assessment manual criterion alignment. Also included are the performance measures for the coming year.
Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5C – Public Education Program
Objective: Increase public awareness regarding safety and preparedness Critical Tasks Timeline: December 2020
Increase the number of residents who participate in Authority fire and life‐safety prevention activities.
Develop an evaluation process to measure AFMA resident safety and preparedness
Evaluate effectiveness of the AFMA Fire Pal Program and enhance to meet the needs of the community demographics. November 2020
Expand AFMA resident education efforts regarding disaster preparedness
Improve and expend Home Safety Survey Program
Host annual community Preparedness event in each battalion including the communities of Sun City West,
Wittmann, Sun Lakes and Tonopah
Augment CCC CPR/AED program that is taught by CRMD and Fire Corps
Objective: Reimplement Engine Company Safety Survey Critical Tasks Timeline: December 2020
Assign quarterly inspections for each shift and station
Develop engine company training on safety survey techniques
Monitor effectiveness of the Engine Company Safety Survey
Objective: Adopt Fire Code Amendment Chapter 12 Energy Systems Critical Tasks Timeline: December 2020
Draft Chapter 12 Energy Systems Fire Code Amendment for Authority adoption
Obtain Board approval for Chapter 12 Energy Systems Fire Code Amendment
Enforce Chapter 12 Energy Systems code amendment throughout the entire Authority
Develop engine company training on safety survey techniques
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Community Assistance
As a part of proactive and progressive planning, volunteer programs were created by both NCFMD and SCFMD to coordinate volunteer activities that will help make the Authority’s communities safer, stronger, and better prepared to respond to any emergency. The Authority’s volunteer Fire Corps program continues to build on the successful efforts that are currently in place in many organizations in the community that prevent crime and respond to emergencies. Programs that started through local innovation are the foundation of Fire Corps and this national approach to citizen participation in community safety.
Community relations and public information are additional functions for which this section is responsible. The Authority must continually reach the community with methods other than call response to maintain and enhance the community’s safety messages and the positive influence of the Authority. Proactive and progressive Authority planning, and development is another important program administered by this program in projecting new services and needed improvement in current service delivery to Authority residents and property owners.
PREVENTION PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
15 280
478 350
300 235
178 200
178 200
58 50
58 50
210 245
138 150
18 28
180 210
10 10
82 60
200 230
98 120
198 230
3750 4500
Hazards Abated
Community Education / Relations
News Releases & Articles
Pre‐Fire Planning Inspection Hours
DESCRIPTION
Community Risk Management Code Enforcement
Planning & Development
Permits Issued
Plat / Development Plan Reviews
Developer / Owner Consultations
Plans Reviewed
Plans Reviewed Within 30 Day Goal
Consultations
Inspections ‐ Fire Crews
Inspections ‐ Community Risk Management Staff
Fire Investigations
Fire Investigations Performed
Hours Expended in Investigations
Public Education / Community Risk Presentations
Public Education / Community Risk Participants
Construction Inspections
Hazards Noted
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The following table outlines the expenditure accounts associated with Community Assistance sections of the budget:
Budget Highlights:
The decrease in Smoke Alarm expenditures is due to the change in the Authority’s program. The Authority no longer uses volunteers to install smoke detectors. However, AFMA still offer residents the availability to purchase them.
The Crisis Response Operations/Supplies line item has been decreased due to changes in the program, there have not been expenditures in this area, however with the addition of a Service Van, there will be required expenditures in Fiscal Year 2020‐21.
The decrease in T‐Shirt Materials is due to decreased historical purchase demand..
FISCAL YEAR 2020‐21 COMMUNITY ASSISTANCE FOCUS Strategic Priority Alignment: Strategic Priority 2 – Personnel Accreditation Self‐Assessment Alignment: 7B – Recruitment, Selection, Retention and Promotion
Objective: Fire Corps/CAP Program Expansion Critical Tasks Timeline: October 2020
Implement plan developed in Fiscal Year 2018/19 to address current needs and implement modifications
and/or new services
Complete Annual Report for the Fire Chief
Standardize Fire Corps Volunteer Programs Authority wide.
Evaluate options and implement Volunteer Community Assistance/Service Van Program in South County
COMMUNITY ASSISTANCE PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Deputy Chief/Fire Marshal 1.0 1.0
Assistant Fire Marshal 1.0 1.0
TOTAL PERSONNEL ASSIGNED 2.0 2.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
564500 ‐ Crisis Response Operations/Supplies ‐$ $ 18,000 $ ‐ $ 14,000 (4,000)$ 0.0%
569100 ∙ Lock Box Materials 26,293 27,700 6,110 27,700 ‐ 0.0%
569200 ∙ T‐Shirt Materials ‐ 1,000 ‐ ‐ (1,000) ‐100.0%
566000 ‐ Fire Corps Materials & Supplies 5,935 7,000 4,194 9,600 2,600 37.1%
569300 ∙ Smoke Alarm Materials 24,201 5,000 525 1,000 (4,000) ‐80.0%
635000 ‐ Fire Corps Training 763 2,500 439 500 (2,000) ‐80.0%
Total Community Assistance 57,191$ 61,200$ 11,268$ 52,800$ (8,400)$ ‐13.7%
COMMUNITY ASSISTANCE EXPENDITURES
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Research viability of Service Van Program in North County
Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5C – Public Education Program Objective: Identify long‐term community assistance needs within the Authority Critical Tasks Timeline: December 2020
Identify needs and existing service gaps, including but not limited to community healthcare and transportation issues
Develop an evaluation process to measure the effectiveness of implemented programs
Performance measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.
COMMUNITY ASSISTANCE PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
8 10
100 120
300 320
40 40
822 850
788 780
900 900
3000 4000
38 200
65 65
15180 17500
300 300
Service Van Volunteers 50 30
CAP Volunteer Hours Provided 7800 6000
960 1100
CAP Interactions with clients 960 1100
Fire Corps Volunteers (Battatlion 101 & 231)
Fire Corps Volunteer Training Hours
Community Assistance Program (CAP)
Lock Box Maintenance
Lock Box Installations
Lock Box Sales
Blood Pressure Checks
Child Safety Seat Installations
Smoke Alarm Checks
Home Inspections
Fire Corps Volunteer Coordination
Public CCC/CPR/AED Trainings
Public CCC/CPR/AED Participants
CAP Incidents Responded to
DESCRIPTION
Community Education / Relations
Fire Corps Volunteer Hours Provided
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The following table outlines the expenditure accounts associated with the Community Risk Management Division Training section of the budget. Funding in this category supports continuing education in the areas of code enforcement, arson investigation, community education, or other Division related training. Community education related training for employees is also necessary for the continued growth of these programs.
Budget Highlights:
The educational expenditures changes are necessary to ensure that personnel are adequately trained.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
632000 ∙ Educational Expenditures 6,161$ 9,000$ 3,681$ 10,000$ 1,000$ 11.1%
634000 ∙ Travel Expenditures 4,592 6,000 2,332 4,697 (1,303) ‐21.7%
Total Community Risk Management Training 10,752$ 15,000$ 6,013$ 14,697$ (303)$ ‐2.0%
COMMUNITY RISK MANAGEMENT DIVISION TRAINING EXPENDITURES
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The Business Services Division includes the Planning/Technical/Emergency Management Services, Financial Services, Administration and Human Resources and is overseen by an Assistant Chief.
Planning/Technical Services/Emergency Management:
The Planning Section works with the Board, Staff, citizens, and community leaders to assist in the Authority's growth and planning, both in the short and long term. This is accomplished through the coordination of a variety of planning and technical services functions that range from strategic and succession planning and growth development for the future of the Authority to assisting with annexations and legislation to ensure they reflect the Authority's vision.
The Technical Services Section advises the Fire Chief on all planning and growth‐related activities. It develops the Authority's strategic plans, succession plans, accreditation and organizational evaluation processes, customer service surveys, and continuous quality assurance methods. This section is also responsible for all information technology, data analysis, mapping, network services, software, and hardware. This section will also focus on organizational outreach and networking with peer associations, intergovernmental relations, and legislative efforts.
Technical Services is responsible for the Information Technology systems that the Authority uses on a day‐to‐day basis, which is overseen by the Authority's IT Manager. Although the Authority's Managed Service Provider supports some of the Authority's technology, the IT Manager is responsible for routine technical needs, including network administration, server management, IT security, software, hardware, and all IT project management. The Authority's information technology services have been partially outsourced to a professional informational technology provider that provides the Authority with some leased computers and manages technical needs. The IT Manager has evaluated the Authority's information technology requirements and has built a comprehensive plan. Planning/Technical Services manages emergency communications. This includes the purchase, as well as preventative maintenance and repair work, of most Authority emergency communication and preemption systems. This program is also responsible for the annual dispatch agreement with the Phoenix Fire Department, cellular services used by emergency apparatus for contacting medical control and receipt of medical direction, and communications equipment necessary to manage emergency incidents.
The Authority must maintain an effective and efficient communications system to enable quick response to emergencies and to ensure the safety of Authority personnel. This system is supported through internal personnel and external entities such as the City of Phoenix Dispatch system. The Emergency Management Section is responsible for the Authority's Emergency Management programs. The Authority faces an array of hazards and threats every year, some of which include brushfires, wildfires, and destructive storms with flooding. The Authority will continue to prepare to protect our people and critical infrastructure proactively with local, regional, state, and federal partners by establishing effective plans, including Emergency Operations Plans (EOP), the Continuity of Operations Plan (COOP), and Emergency Response Plans (ERP).
BUSINESS – FINANCIAL SERVICES/PLANNING‐TECH SERVICES
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Safety and Disaster Preparedness The Authority will continue to ensure that appropriate steps are taken to prevent disasters from occurring, minimize the impact of those that do occur, and preparing the Authority's mitigation, response, and recovery operations for large‐scale emergencies. Emergency Operations Plans
The Maricopa County Department of Emergency Management is responsible for coordinating the response
activities of county agencies. Maricopa County has established a multi‐hazard, functional plan that treats
emergency management activities generally with the unique aspects of individual disasters contained in hazard‐
specific annexes. It describes the emergency organization and the means of coordination with other entities. It
assigns functional responsibilities and details tasks to be carried out as accurately as permitted by the situation.
The Maricopa County EOP is reviewed and revised annually. It is for official use only and is not distributed to the
general public.
Continuity of Operations/Continuity of Government
Continuity planning provides a framework in which Maricopa County departments can plan for and perform their
respective essential functions during a disruption, disaster, or emergency event. It establishes policy and
guidance to ensure the execution of the essential functions for departments in the event that an emergency
threatens or incapacitates operations, and the relocation of selected personnel and functions of any essential
facilities of the department are required. Emergency Management has purchased web‐based software to assist
in the development of Continuity of Operations Planning for all County departments and jurisdictions within
Maricopa County. Administrators can access their COOP at MaricopaRegionPrepares.com. Emergency
Management's COOP is reviewed and revised annually. COOPs are for official use only and are not distributed to
the general public.
Palo Verde Generating Station Emergency Response Plan (ERP)
The State of Arizona and Maricopa County prepare and maintain a joint emergency response plan for the Palo
Verde Generating Station (PVGS) to ensure a coordinated response to protect the public from the effects of
radiation exposure in the event of an incident. This ERP is reviewed and revised annually. It is for official use only
and is not distributed to the public.
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The following table outlines the expenditure accounts associated with the Planning/Technical Services/Emergency Management sections of the budget:
Budget Highlights:
The increase in the Software Licensing budget is due to software and licensing costs.
Due to the Authority’s continuing increase in incident call volume, the Dispatching Services costs have increased.
The Commission on Fire Accreditation International (CFAI) accreditation is valid for 5 years. The Authority is currently in the process of reaccreditation.
The following table outlines the expenditure accounts associated with the Planning/Technical Services/Emergency Management Training Section of the budget. Funding in this category supports continuing education for information technology related training.
PLANNING/TECHNICAL SERVICES/EMERGENCY MGMT PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 1.0 1.0
Division Chief 1.0 1.0
Emergency Manager 0.0 1.0
IT Manager 1.0 1.0
TOTAL PERSONNEL ASSIGNED 3.0 4.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
545000 ∙ Computer/Systems/Equip Repairs/Maint 89,834$ 97,712$ 88,967$ 99,878$ 2,166$ 2.2%
545500 ∙ Computer Software Licensing 117,087 130,042 149,412 185,269 55,227 42.5%
554500 ∙ Computer Hardware 6,895 22,000 16,050 15,000 (7,000) ‐31.8%
555000 ∙ Computer Software 9,488 22,000 4,824 10,000 (12,000) ‐54.5%
565500 ‐ Disaster Preparedness Supplies ‐ 5,000 ‐ 3,000 (2,000) ‐40.0%
559000 ∙ Accreditation 1,770 17,500 3,346 14,000 (3,500) ‐20.0%
591000 ∙ Dispatching Services 702,750 760,731 765,878 798,938 38,207 5.0%
592000 ∙ Communication Connections 65,567 65,000 62,221 74,600 9,600 14.8%
594000 ∙ Radio Repair 8,386 10,000 7,111 5,000 (5,000) ‐50.0%
595000 ∙ Communications Parts/Equipment 3,991 10,000 1,660 5,000 (5,000) ‐50.0%
596000 ∙ Network Systems 23,151 27,580 24,532 37,230 9,650 35.0%
Total Planning/Technical Services 1,028,918$ 1,167,565$ 1,124,001$ 1,247,915$ 80,350$ 6.9%
PLANNING/TECHNICAL SERVICES/EMERGENCY MANAGEMENT EXPENDITURES
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
632500 ∙ Educational Expenditures 3,445$ 10,775$ 1,455$ 10,775$ ‐$ 0.0%
634500 ∙ Travel Expenditures 785$ 14,970 2,575 14,970 ‐ 0.0%
Total Planning/Technical/Emerg Mgmt Services Training 4,230$ 25,745$ 4,030$ 25,745$ ‐$ 0.0%
PLANNINIG/TECHNICAL SERVICES/EMERGENCY MANAGEMENT TRAINING EXPENDITURES
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Budget Highlights:
The budget is necessary to ensure Authority staff are suffiencienty prepared and trained.
FISCAL YEAR 2020/21 PLANNING/TECHNICAL SERVICES/EMERGENCY MANAGEMENT FOCUS This section outlines the direction for the Planning/Technical Services/Emergency Management Sections for the coming fiscal year. Included are the assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Performance Measures for the coming year.
Strategic Priority Alignment: Strategic Priority 3 – Finances, Planning & Infrastructure Accreditation Self‐Assessment Alignment: 4C – Resource Allocation
Objective: Continued shared services dialogue Critical Tasks Timeline: Ongoing
Explore and evaluate possible future program partnerships (shared services) / functional consolidation / mergers, and/or Joint Power Authority (JPA) partners
Identify informational strategies that highlight the value of partnering
Continually research and seek growth and expansion opportunities for the Authority Objective: Annexation and Future Growth Critical Tasks Timeline: Ongoing
Develop and maintain a plan to identify areas of opportunity for AFMA annexation
Work with landowners, developers, and other stakeholders to ensure progressive growth for the Authority Strategic Priority Alignment: Strategic Priority 5 – Technology, Data & Records Management Accreditation Self‐Assessment Alignment: 3B – Resource Allocation
Objective: Evaluate current technological systems and future needs Critical Tasks Timeline: January 2021
Determine whether existing technology continues to assist with achieving the Authority’s mission.
Evaluate areas in which technology could enhance or improve effectiveness.
Evaluate for relevance, redundancy, and obsoleteness of current systems
Evaluate cybersecurity threats and needs for AFMA and develop a plan to improve
Determine whether modern technologies would improve effectiveness.
Develop a plan to objectively test and evaluate modern technologies.
Choose appropriate technologies in accordance with the Authority’s mission and values.
Expand GIS capabilities within Technical Services through more efficient use of contractors as well as internal training and education
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Objective: Revised and/or Implement New Communications Methods & Practices Critical Tasks Timeline: January 2021
Develop an annual “Strategic Vision” report which will capture the previous year’s accomplishments as well as list the following year’s goals.
Implement new communication methods based on data obtained regarding best practice communication options for varying age groups.
Evaluate current data and records management systems / processes
Review and analyze response data regularly
Maintain social media sites such as Twitter, Facebook, and Instagram so they are active, timely, accurate
and continue to grow followers.
Collaborate with all AFMA divisions to identify performance measurement gaps
Develop a data collection and performance measurement improvement plan
Improve the current monthly and yearly activity reports to increase the quality of data collected and presented
Develop an evaluation process to measure the effectiveness of the changes implemented. Strategic Priority Alignment: Strategic Priority 4 – Communications, Coordination & Consistency Accreditation Self‐Assessment Alignment: 10A – External Agency Relationships
Objective: Create or maintain coordination, cooperation and collaboration that affords the Authority the highest levels of service in the most efficient and attainable way Critical Tasks Timeline: Ongoing
Improve cooperation, coordination, and synergy with neighboring fire service agencies.
Identify and evaluate membership in pertinent industry related groups and agencies.
Research additional potential partnerships with local and regional agencies. Strategic Priority Alignment: Strategic Priority 4 – Communications, Coordination & Consistency Accreditation Self‐Assessment Alignment: 1B – Agency Administration
Objective: Incorporate any new standards and/or legislation as required to continue to provide citizens with quality services Critical Tasks Timeline: Ongoing
Continue referencing relevant standards and legislation to enhance services, improve safety and quality, and meet industry best practices.
Evaluate compliance with all emergency services protocols and rules; make any required changes.
Utilize “acceptable solutions” or “means of compliance” when necessary to ensure compliance with standards and/or legislative mandates.
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Maintain pertinent memberships in fire and EMS related agencies to stay current with any standard or legislative changes, to actively assist with crafting new legislation, and/or to modify existing or proposed legislation potentially detrimental to the Authority.
Objective: Current Disaster Preparedness Plan Timeline: Ongoing
Evaluate existing plans, including the Maricopa County Disaster Plan and Physical/Cyber Terrorist Attack protocols.
Identify any necessary modifications needed.
Work to maintain the Authority's Emergency Operations Plan (EOP).
Work to maintain the Continuity of Operations Plan (COOP).
Complete new Disaster Preparedness Plan revision keeping it relevant, exercised, and accurate and so that it coincides with the County plan.
Objective: Strengthen the Authority's Emergency Management Section Timeline: Ongoing
Conduct surveys to determine the types of emergency‐related needs that will need to be addressed in disaster planning or provide technical support to others conducting such surveys.
Consult with officials of local, regional, and state governments, schools, hospitals, and other institutions in order to determine their needs and capabilities in the event of a natural disaster or another emergency.
Design and administer emergency/disaster preparedness training courses that teach people how to respond to major emergencies and disasters effectively.
Develop and maintain liaisons with municipalities, county departments, and similar entities in order to facilitate plan development, response effort coordination, and exchanges of personnel and equipment.
Develop and perform tests and evaluations of emergency management plans in accordance with state and federal regulations.
Inspect facilities and equipment such as emergency management centers and communications equipment in order to determine their operational and functional capabilities in emergency situations.
Keep informed of activities or changes that could affect the likelihood of an emergency, as well as those that could affect response efforts and details of plan implementation.
Keep informed of federal, state, and local regulations affecting emergency plans, and ensure that plans adhere to these regulations
Propose alteration of emergency response procedures based on regulatory changes, technological changes, or knowledge gained from outcomes of previous emergency situations.
Apply for federal funding for emergency management related needs; administer such grants and report on their progress.
Attend meetings, conferences, and workshops related to emergency management in order to learn new information and to develop working relationships with other emergency management specialists.
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Objective: Analyze current radiological protection, detection, and decontamination Timeline: Ongoing
Develop and implement training procedures and strategies for radiological protection, detection, and decontamination.
Develop instructional materials for the public and make presentations to citizens' groups in order to provide information on emergency plans and their implementation process.
Inventory and distribute nuclear, biological, and chemical detection and contamination equipment, providing instruction in its maintenance and use.
Objective: Adequately prepare for re‐Accreditation processes and requirements Critical Tasks Timeline: FY20‐21 – Re‐Accreditation Process
Obtain Authority wide CFAI accreditation
Maintain an awareness of evolving accreditation standards
Analyze policies, practices and equipment that need improvement or modification to meet industry best practices for non‐accredited areas of AFMA
Identify service gaps that negatively impact AFMA
Determine and implement changes needed to maintain accredited status Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Section’s programs and/or services are reaching the targeted results.
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Financial Services Section: Financial Services administers and maintains all financial systems utilized by the Authority. These systems include developing and maintaining the Capital Improvement Plan (CIP); focusing on operational funding; cost savings and recovery; revenue generation strategies; health, medical and customer billing; accounting; payroll; budget preparation; and purchasing services. This section also has the responsibility of ensuring that the Authority is following all applicable state and federal financial reporting statutes; including meeting all Authority budget development and financial reporting requirements outlined in Arizona Revised Statutes, Title 48. In conjunction with the Authority’s member district ambulance operations, the Financial Services section must submit an annual Ambulance and Revenue Cost Report for each District. The section compiles and submits reports to state and local governments regarding the annual budget and the preparation and undergoing of annual audits as required by state statutes. The reports are prepared in accordance with Generally Accepted Accounting Principles (GAAP), and the Governmental Accounting Standards Board (GASB) including the incorporation of GASB 34 requirements into audit and financial presentations.
PLANNING/TECHNICAL SERVICES/EMERGENCY MGMT PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
13 23
100 100
30 30
117 155
67 77
184 232
27 34
27 34
7 8
28 28
36 39
19 27
52 52
10 21
Pre‐emption Communication Systems
Intersection Receiver Systems
Apparatus Transmission Devices
Emergency Cellular/Data Communications Systems
Cellular Communications Devices
Wireless ePCR & Tablet Cellular/Data Transmission Devices
Heart Monitor/Defibrillator Cellular/Data Transmission Devices
Emergency Communications Radios
Portable Radios
Mobile Radios
Total Radios
Emergency Dispatch Systems
Mobile Computer Terminal (MCT's)
Automatic Vehicle Locator (AVL's)
Station Alerting Dispatch Systems
Information Technology
Servers Supported
Desktop & Portable Computers Supported
Critical Software Packages Supported
DESCRIPTION
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It is the goal of Financial Services to ensure that the Authority is fiscally responsible in all areas of operations. This includes administering and maintaining all financial systems utilized by the Authority as well as budgeting and expending budgeted funds.
Accounting responsibilities include all finance, accounting, payroll, accounts payable, customer billing, budget preparation, purchasing oversight, and miscellaneous program services. Completion of the annual audit and Comprehensive Annual Financial Report (CAFR) and annual budget report submissions are also tasks performed with the assistance of these funding categories. The Authority must periodically seek the services of outside professionals to provide needed services. The following table details the expenditure accounts associated with the Financial Services section of the budget:
Budget Highlights:
Contingency funding was increased based on pandemic related concerns.
Insurance expenses have increased due to addition of new equipment and inflationary price increases.
Medical Services Billing has decreased due to the decrease in the medical billing revenue.
FINANCIAL SERVICES PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 1.0 1.0
Finance Manager 1.0 1.0
Accountant 1.0 1.0
Finance Clerk 1.0 1.0
Lead Billing Specialist (Future) 0.0 TBD
Billing Specialist (Future) 0.0 TBD
TOTAL PERSONNEL ASSIGNED 4.0 4.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
556000 ‐ Facilites Insurance 20,943$ 43,595$ 55,973$ 20,507$ (23,088)$ ‐53.0%
522000 ‐ Motor Vehicle Insurance 38,941 36,353 41,818 47,370 11,017 30.3%
523000 ‐ Umbrella, Errors & Omissions Insurance 49,612 38,372 17,323 60,075 21,703 56.6%
530500 ∙ Auditing Services 46,657 38,750 37,155 38,850 100 0.3%
531000 ∙ Bank Service Charges 18,220 19,000 22,349 21,640 2,640 13.9%
531500 ∙ Payroll Processing ‐ 1,000 491 1,000 ‐ 0.0%
532000 ∙ Medical Services Billing 243,656 345,694 317,375 337,901 (7,793) ‐2.3%
550500 ∙ Memberships & Dues 9,105 13,500 13,049 13,554 54 0.4%
551000 ∙ Professional Subscriptions 889 3,850 1,647 4,320 470 12.2%
559500 ∙ Contingency 24,458 600,000 ‐ 783,499 183,499 30.6%
Total Financial Services 452,480$ 1,140,114$ 507,180$ 1,328,716$ 188,602$ 16.5%
FINANCIAL SERVICES EXPENDITURES
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FISCAL YEAR 2020‐21 FINANCIAL SERVICES FOCUS This section outlines the direction for the section for the coming fiscal year. Included are the section’s assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Division’s Performance Measures for the coming year.
Strategic Priority Alignment: Strategic Priority 3 – Finance, Planning, & Infrastructure Accreditation Self‐Assessment Alignment: 4B – Financial Practices Objective: Evaluate current financial processes Critical Tasks Timeline: Ongoing
Evaluate effectiveness of current alternative revenue/cost savings practices.
Evaluate the current ambulance billing process and explore cost‐benefit implications of in‐house billing versus utilization of a commercial billing company.
Identify & evaluate additional revenue & cost savings opportunities.
Create/implement an annual budget & operational plan that: Ensures ongoing financial stability & predictability Maintain strategies that encourage innovative ideas, partnerships, and programs to achieve revenue
diversification, cost control, service efficiency efforts, and service enhancements. Leverages use of existing resources and seeks efficiencies for the greatest community good. Measures actual financial performance against financial forecasts and ensures adequate plans are in place
for various fluctuations. Maintain financial transparency and accountability.
Objective: Complete Long‐term Financial Planning Critical Tasks Timeline: Annually
Develop and maintain financial forecasts that include long‐term equipment, apparatus, facility maintenance and construction; and the modifications needed to serve AFMA’s changing population and service roles.
Develop and maintain long‐term financial modeling including potential response deployment modifications that could be implemented if financially necessary
Coordinate with all sections of AFMA to complete a long range plan that incorporates all sections objectives and goals
Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.
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Debt Service & Capital Projects Funding The Authority utilizes this section of the budget to allocate funding for the support of the Capital Improvement Plan (CIP), also identified as depreciation funding. Although the Authority prepares a separate CIP from the Annual Budget and Operational Plan, the two plans are closely related. The CIP is a systematic method of anticipating, planning, and budgeting for major capital projects. The structure of the plan is based on the Authority’s Property Stewardship and Capitalization Policies and will be reviewed annually. The Plan includes depreciation schedules, normal replacement schedules, and annual funding requirements for additional capital projects. The entire CIP is included in the Appendices of this document. However, some of the more notable capital projects for Fiscal Year 2020‐21 include a new ambulance, firefighter turnout replacements, video laryngoscopes and various renovation and maintenance projects at several of the Authority facilities. Using aging and depreciation schedules, and future capital funding projections; the Authority will utilize the Capital Projects Funding Program developed to assist in dispersing, over multiple years, the detrimental impact that large capital purchases have on the annual budget process. This negative impact has been lessened through capital planning including the depreciation of large assets over their life span and designating funding on an annual basis to support this program.
FINANCIAL SERVICES PERFORMANCE MEASURES
Actual
FY 19‐20
Projected
FY 20‐21
6 6
6 6
2 2
1 1
3 2
1 1
14 14
3 3
36 36
11 11
65 67
653 700
2300 2500
1700 1900
2500 2600
2100 2200
50 60
800 800
3‐1096 1‐1096
60‐1099’s 60‐1099’s
22/$1.7 mil 25/$707k
4550 4680
400 450
32 32
3‐W3 1‐W3
200‐W2’s 210‐W2’s
1‐A1‐R 1‐A1‐R
Quarterly Payroll Reports Filed
Federal W3/W2’s Wage & Earnings Statements
Monthly Governing Board Financial Reports
General Accounting Requirements
Bank Accounts Managed
Credit Card Accounts Managed
Maricopa County Board of Supervisors
Maricopa County Treasurer
Arizona Department of Health Services
Lending Agencies
Arizona State Fire Marshal’s Office
United States Department of Commerce
DESCRIPTION
Mandated Annual Reports Processed & Filed
Deposits Processed
Account Transfers Processed
General Receivables Invoices Processed
1096/1099 Miscellaneous Reports Processed
Purchase Orders Processed
Payroll Requirements
Payroll Checks/EFT’s Processed
Payroll Liability Checks/EFT’s Processed
Vendor Bills Processed
Credit Card Charges Processed
Warrants/Checks Processed
Arizona Department of Revenue
Arizona Property Tax Oversight Commission
Capital Projects Managed/Value
Arizona A1‐R Wage & Earnings Statements
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Business Services Section: The Business Services Section provides administrative/clerical/ support for special projects/programs, office management, secretarial, receptionist, administrative training, and customer service. The employees are charged with assistance with public documents and customer relations. Administration also provides assistance with contract management, board meetings and records management. Special Projects are assigned to Administration including development assistance with the Authority’s Core Documents and other assignments as necessary (i.e. Accreditation, Strategic Planning, Budget, and Operational Plan, etc.). Business Services expenditures include, but are not limited to, the following: general administration and records management, clerical support, Core Document development and postage expenses. The records management responsibilities include assisting with the management of official records, and records retention and destruction processes. Business Services is also charged with the administration, development, and annual revision of the Authority’s Core Documents (Strategic Plan, Capital Improvement Plan, and Annual Budget and Operational Plans). Other assignments such as assisting with accreditation processes, Policy and Operation Manuals’ maintenance and updating the Intranet, Milestone Recognition Program, and overseeing the training and education of administrative staff are all responsibilities of this Division. The Authority Clerk provides administrative support for the Authority and member district elected officials, ensuring all Open Meeting laws are adhered to for all open public meetings, development and maintenance of a Records Management Program, including timely response to all Public Records Requests, Contract Management, and serves as the liaison with the Maricopa County Elections Department and Recorders Office.
The individual NCFMD and SCFMD Governing Boards are each comprised of five elected officials who are responsible for the overall financial and service levels of the Districts. The Boards approve the scope and direction of the services to be provided to the citizens and ensure that their needs are met, insofar as possible, with available resources. District board members, while elected to service, may come from varied backgrounds, and may have limited knowledge of the federal, state, and local governmental requirements to which they must adhere in the oversight of a fire district.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
725000 ∙ Lease/Purchase Principal 406,696$ 321,041$ 321,042$ 332,279$ 11,238$ 3.5%725500 ∙ Lease/Purchase Interest Expenditure 130,014 194,163 193,587 182,928 (11,235) ‐5.8%
729000 ∙ Capital Projects Funding (Deprc) ‐ 450,000 ‐ 450,000 ‐ 0.0%
Total Debt Service 536,710$ 965,204$ 514,628$ 965,207$ 3$ 0.0%
DEBT SERVICE EXPENDITURES
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The governing body of the Authority is its appointed Board of Directors (“Authority Board”) and has all fiduciary responsibility and legislative power of the Authority. According to an adopted Intergovernmental Agreement, the Authority Board shall be comprised of not less than five (5) board members. Each board member is appointed by Authority member Districts and shall be entitled to cast one vote on any matter that comes before the Board. The Authority Clerk manages training requirements for the elected Governing Board members to ensure that adequate opportunities for education are provided. The largest single training entity for Governing Board officials has been the Arizona Fire District Association (AFDA). AFDA has sponsored conferences twice a year, in winter and summer months, however due to COVID – 19, the summer conference has been cancelled for Fiscal Year 2020‐21. There will be training offered throughout the year to replace the summer conference. Training typically includes representatives from state and local governmental entities to which fire districts are required to submit annual reporting mandates; legal counsel who provide information on Open Meeting laws and board member roles and responsibilities; auditors, accountants and other experienced individuals in the field of fire district finance, etc. Each conference offers varied subject matter and reinforces the importance of continued education. In 2014, the Arizona legislature passed Senate Bill 1387 amending Arizona Revised Statutes Title 48‐803. Beginning with the 2014 general election, all persons who are elected or appointed to a board and the fire chief who is appointed or hired by the Authority Board shall attend professional development training and shall complete at least six hours of professional development training, with Board Members completing their training within one year after the date of the certification of their election and for the fire chief, within one year after the date of hire. This training benefits both new and tenured Board Members. There are occasions when other professional organizations may provide training that would benefit Board Members and that funding is also reserved in this area. This section of the budget also contains Board Educational and Travel and elections funding, as required. Budget expenditures in this area may fluctuate dramatically between election years and non‐election years.
Budget Highlights:
State requirements for newly elected, or re‐elected, District board members mandate that they obtain statutorily outlined training, however conferences have been cancelled, therefore the travel expenditure budget has been decreased.
There will be an election in Fiscal Year 2020‐21, therefore Election Expenditures have been budgeted.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year
Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
533000 ∙ Election Expenditures 452$ ‐$ ‐$ 24,099$ 24,099$ 100.0%
611000 ∙ Educational Expenditures 2,930 3,500 1,665 3,500 ‐ 0.0%
613000 ∙ Travel Expenditures 1,793 7,500 2,916 4,000 (3,500) ‐46.7%
Total Governing Board 5,175$ 11,000$ 4,581$ 31,599$ 20,599$ 187.3%
GOVERNING BOARD EXPENDITURES
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The following table outlines the expenditure accounts associated with the Business Services/Administration Section of the budget:
Budget Highlights:
Legal & Consulitng expenditures have decreased due to using a part time in house attorney.
The building lease account has increased $9,000 as a result of additional office space to warehouse medical supplies.
FISCAL YEAR 2020‐21 BUSINESS SERVICES FOCUS
Objective: Evaluate Authority’s current data and records management systems Critical Tasks Timeline: December 2020
Evaluate current data and records management systems / processes.
Research and evaluate updated electronic document management systems.
Identify and archive permanent Authority records.
Establish and maintain an Authority Records Retention plan including destruction processes.
BUSINESS SERVICES PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 0.0 1.0
Authority Clerk 1.0 1.0
Administrative Manager 0.0 1.0
Adminstrative Assistant II 1.0 1.0
Adminstrative Assistant I (Part‐time) 2.0 1.0
TOTAL PERSONNEL ASSIGNED 4.0 5.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
532500 ∙ Legal & Consulting Expenditures 264,193$ 150,000$ 58,157$ 125,000$ (25,000)$ ‐16.7%
551500 ∙ District Outreach 27,532 40,000 24,002 41,175 1,175 2.9%
552000 ∙ Office Supplies 22,063 23,000 19,264 23,000 ‐ 0.0%
552500 ∙ Office Equipment 6,958 7,500 771 5,500 (2,000) ‐26.7%
553000 ∙ Postage & Delivery 7,397 7,500 3,641 6,500 (1,000) ‐13.3%
553500 ∙ Publishing & Printing 4,687 5,500 1,282 5,500 ‐ 0.0%
554000 ∙ Copier Expenditures 3,756 6,000 3,466 5,600 (400) ‐6.7%556000 ‐ Building Lease 38,898 33,000 37,621 42,000 9,000 27.3%
Total Administration 375,484$ 272,500$ 148,204$ 254,275$ (18,225)$ ‐6.7%
BUSINESS SERVICES EXPENDITURES
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Objective: Explore Grant Opportunities Critical Tasks Timeline: June 2021
Identify and research grants opportunities.
Evaluate the opportunities to determine appropriateness for the Authority.
Work with divisions and sections for information gathering. Objective: Promote the Authority’s Ambulance Membership Program Critical Tasks Timeline: December 2020
Analyze Ambulance Membership Program application process
Identify marketing materials such as press releases, mailers, flyers, etc.
Research marketing opportunities such as community centers, large facilities, community newsletters,
utility bill flyer inserts, social media, etc.
Develop marketing materials and presentation materials for community presentations.
Schedule presentations for community centers, large facilities, special interest groups.
Maintain and evaluate the program regularly.
Human Resources Section: Human Resources encompasses many programs and services designed to support the Authority and its employees in the achievement of the Authority’s mission. Human Resources oversees areas pertaining to employee hiring, promotional testing, orientation, performance management, benefits administration and services, employee health and wellness initiatives including the resiliency program, and policy and procedure administration. Additional responsibilities include working with Financial Services to administer local, state and federal employment laws; wages and salaries; employee and retiree healthcare benefits; the Deferred Compensation Program; and other areas essential to the management of the Authority’s Human Resources including coordination and implementation of employee events, retirement programs, and additional recognition awards. The Authority Recruitment Program goals are executed by a group of highly trained and motivated employees charged with continuing the Authority’s practice of hiring quality personnel. Recruitment of outstanding personnel and a commitment to their continued development is essential to organizational success. This is accomplished through formalized procedures for the recruitment, testing, and initial training of new Authority personnel. The result will be individuals who consistently provide Authority citizens with excellent service. Resiliency Program The Employee Wellness Program (EWP) has been developed to provide a comprehensive approach to employee health and wellness. The goal of this program is to include health and wellness initiatives surrounding physical and mental health, resiliency, prevention and detection, financial planning, family support, retirement support,
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and more. The first priority for the EWP Committee is to coordinate the development of a Peer Support Team and implement Authority wide resiliency training. Resiliency is the ability for employees to bounce back after difficult experiences. Employee training, policies and resources, the implementation of a peer support team, and contracting with first responder specific professional support will increase our employee’s resilience to the high stress incidents they face on a regular basis. The Craig Tiger Act requires up to 36 employer paid counselling services for firefighters that respond to high stress incidents. With a pro‐active peer support team in place, resiliency training, and critical incident debriefing, the goal will be to reduce the need for these services and increase the overall wellbeing of our members.
The following table outlines the expenditure accounts associated with the Human Resources Section of the budget:
Budget Highlights:
Employee physicals are provided by outside healthcare providers who are able to bring the latest in health care innovation and prevention related services to the Authority employees.
Resiliency Program expenditures have been included.
FISCAL YEAR 2020‐21 HUMAN RESOURCES FOCUS
Strategic Priority Alignment: Strategic Priority 2 ‐ Personnel Accreditation Self‐Assessment Alignment: 7B – Recruitment, Selection, Retention & Promotion
Objective: Recruit from a diverse hire group to secure a high performing workforce Critical Tasks Timeline: January 2020
Evaluate effectiveness of the Authority’s current recruitment processes.
HUMAN RESOURCES PERSONNEL SUMMARY
POSITIONActual
FY 19‐20
Projected
FY 20‐21
Assistant Chief 1.0 1.0
Human Resources Manager 1.0 1.0
Human Resources Specialist 1.0 1.0
TOTAL PERSONNEL ASSIGNED 3.0 3.0
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
534000 ∙ Physicals/Vaccinations/Testing 128,491$ 157,710$ 145,163$ 158,000$ 290$ 0.2%
555500 ‐ Hiring, Testing & Recruitment 3,976 10,000 7,117 11,500 1,500 15.0%
557000 ‐ Resiliency Program ‐ ‐ ‐ 16,500 16,500 0.0%
561000 ‐ Duty Uniforms 16,694 29,000 20,467 27,950 (1,050) ‐3.6%
Total Human Resources 149,161$ 196,710$ 172,747$ 213,950$ 17,240$ 8.8%
HUMAN RESOURCES SECTION EXPENDITURES
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Research best practice recruitment methods used by other organizations.
Implement changes.
Develop an evaluation process to measure the effectiveness of the changes implemented. Objective: Develop a succession plan and create opportunities for employee career paths and career change when possible Critical Tasks Timeline: December 2020
Evaluate changes in organizational structure based on upcoming vacancies.
Assess the Authority’s attrition trends (leadership and key personnel projected timeline for retirement).
Develop detailed plan.
Identify any existing employees as a resource for upcoming vacancies.
Objective: Identify interested qualified candidates and implement employee development plan Critical Tasks Timeline: March 2021
Develop a procedure for identifying interested qualified candidates.
Develop and implement a selection process of those identified / interested qualified candidates.
Create a workforce plan for employee development inclusive of coaching, job‐shadowing, and mentoring.
Objective: Evaluate the succession development program Critical Tasks Timeline: June 2021
Evaluate internal candidate capabilities and program effectiveness.
Evaluate the necessity for an external recruitment process for Authority positions where a competitive testing process may be desired (i.e. Fire Chief) or for positions where no internal candidate is qualified or interested.
Objective: Promoting and celebrating Authority successes and nurturing Authority‐wide cohesiveness Critical Tasks Timeline: December 2020
Identify potential opportunities for improvement.
Study potential options for Authority personnel teambuilding events. Objective: Increase and/or maintain the percentage of personnel who participate in the Authority’s fitness and wellness program Critical Tasks
Evaluate the Authority’s current Employee Wellness/Fitness Program(s) for effectiveness, gaps, and participation, including the Peer Fitness Program.
Research best practices.
Create and implement an employee Fitness/Wellness Plan to address any existing program inadequacies and to enhance the Program(s) where needed.
Provide employee training and coaching.
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Evaluate the value and benefit of the Program(s) and employee participation levels. Evaluate current employee physicals program. Research “dealing with stress” training opportunities. Research identifying mental health issues and educational opportunities. Enhance Authority implementation of the Fire Strong program. Research employee financial health educational opportunities.
Objective: Employee Recognition Program Critical Tasks Timeline: December 2020
Review current processes for AFMA employee recognition
Identify potential enhancements to current programs
Study additional options for AFMA personnel teambuilding event
Objective: Employee Evaluation Programs Critical Tasks Timeline: December 2020
Implement online evaluation program for AFMA employees
Create and conduct training for all employees on evaluation system
Create and coordinate supervisor training on performance management Objective: New Employee Orientation Critical Tasks Timeline: December 2020
Create and implement new employee orientation presentation for public safety personnel and administrative personnel
Implement online Onboard system for new employee paperwork
Create and implement required training presentations during the onboarding period including new supervisor orientation
Objective: Implement Employee Wellness Program Critical Tasks Timeline: December 2020
Complete all employee resiliency training
Certify nominated member of the Peer Support Team in Individual Crisis Intervention
Implement on call Peer Support calendar, welfare checks, individual reach out
Implement Traumatic Event Exposure Form and tracking
Coordinate ongoing Employee Wellness Program Committee meetings and initiatives Objective: Foster an environment conducive to the safety and health of all personnel Critical Tasks Timeline: December 2020
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Evaluate AFMA’s current health and safety programs for effectiveness and inadequacies
Research best practices
Create and implement an employee Health and Safety Plan to address any existing program inadequacies and to improve or expand the program if necessary
Complete an annual report for the Fire Chief
Form a department committee to review accidents/injuries and recommend best practices
The training expenditures provide funding for administrative personnel within the Authority including the Fire Chief. These personnel require annual training to maintain and enhance necessary skill sets as well as to stay current in their fields of expertise. Changes in federal and state regulations, as well as a cadre of other management, legal, financial, technology and data management related issues occur annually. This may include knowledge of Human Resource issues, tax revenue statutes and payroll tax withholding mandates, as well as legal reporting issues and tasks. Periodic training is required to ensure that legal constraints are adhered to regarding these issues. Additionally, Staff must keep abreast of topics such as the Fair Labor Standards Act (FLSA), the Family Medical Leave Act (FMLA), the Health Insurance Portability and Accountability Act of 1996 (HIPPA), and Arizona Revised Statutes, Title 48 regarding Special Taxing Districts, and records retention policies and requirements.
The following table outlines the expenditure accounts associated with the Authority Clerk/Records Custodian, Financial Services, Administration and Human Resources training section of the budget:
Budget Highlights:
Division educational expenses decreased as a result of an estimated reduction in planned travel expenses.
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
661000 ∙ Educational Expenditures 8,167$ 13,000$ 7,493$ 14,470$ 1,470$ 11.3%
663000 ∙ Travel Expenditures 13,273 18,000 6,398 12,690 (5,310) ‐29.5%
Total Business Services Training 21,440$ 31,000$ 13,891$ 27,160$ (3,840)$ ‐12.4%
BUSINESS ‐ FINANCIAL SERVICES DIVISION TRAINING EXPENDITURES
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Financial Services, along with Human Resources, are responsible for researching, budgeting, and tracking all direct personnel expenditures. This includes the Governing Board’s goal of ensuring competitive compensation and benefits. Authority compensation and benefit data is contained within this section of the annual budget document. This section of the operating budget tends to be the most unpredictable and the most difficult area in which to project actual expenditures for the entire fiscal year. It is analyzed from multiple angles to avoid over or under budgeting. Pay Plan A factor commonly used by the Authority in determining annual compensation enhancements has been competitiveness with neighboring emergency service agencies. The Authority participates in a wage and benefit study bi‐annually to compare wages and benefits of similar entities. This is extremely valuable as wage and benefit competitiveness is vitally important in maintaining a stable work force. In March 2020, the Authority completed a total compensation market assessment for all Authority workforce positions. The Authority’s Human Resources Section is recommending the implementation of an open pay plan that is created based on an employee’s position/rank as compared to market. This pay plan allows employees who obtain a minimum of a “meets standard” rating on their annual Employee Performance Review to receive an established merit increase unless they have reached the maximum of their pay range. This type of pay plan design will allow for financial flexibility, long‐term stability, and is proven effective in eliminating subjectivity and instilling consistency into personnel compensation packages. The Authority’s pay plan organizes employees into four (4) general classes. These classes combine individuals based on work periods under the Fair Labor Standards Act requirements for generation of mandatory overtime hours. The Authority’s Staffing Plan depicts an optimum total of 181 full‐time employees for the Fiscal Year 2020‐21 Annual Budget and Operational Plan. This includes the addition of a Support Services Technician I. When evaluating and determining adequate Authority staffing levels, current and future employee workload, current response models, regulatory requirements, and industry standards are explored. The Authority staffing levels are detailed in the Staffing Plan as outlined below:
PERSONNEL COMPENSATION, BENEFITS, AND STAFFING
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Fiscal Year 2020‐21 Compensation and Benefits Modifications
Potential compensation and benefits changes for any given fiscal year are weighed against several factors. Inflationary impacts are one factor that will be used by the Authority in determining the necessity and extent of any pay plan enhancements. Another factor is the competitiveness of the Authority’s wage and benefits package.
FULL TIME PERSONNEL ‐ Position/RankActual
FY 19‐20
Projected
FY 20‐21
Fire Chief 1 1
Assistant Chief 2 2
Deputy Chief 2 4
Planning/Tech Services/Emergency Mgt Division Chief 1 1
Finance Manager 1 1
Accountant 1 1
Finance Clerk 1 1
IT Manager 1 1
Authority Clerk 1 1
Assistant Fire Marshal 2 2
Emergency Manager 0 1
Administrative Manager 1 1
Administrative Assistant II 2 1
Human Resources Manager 1 1
Human Resource Generalist 1 1
Support Services Division Chief 1 1
Fleet Manager 1 1
Support Services Technician I 1 2
Support Services Technician II 1 1
EMS Manager 1 1
EMS/Training/Wellness Division Chief 1 1
Training Captain 1 1
Battalion Chief (Shift Sworn) 6 3
Captain (Shift Sworn & Non‐shift Sworn) 27 27
Engineer (Shift Sworn) 27 27
Firefighter (Shift Sworn) 45 45
Firefighter Rover (Shift Sworn) 15 15
EMS Personnel (Shift Non‐Sworn) 36 36
Total Full Time Employees 181 181
PART‐TIME PERSONNEL 32 32
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Compensation & Benefits Study In March 2020, the Authority completed a comprehensive salary and benefits survey process which entailed an analysis of current job duties and scope of responsibility to ascertain accuracy in comparing internal positions with those peer organizations included in the study. The examination and comparison of the Authority’s current compensation and benefits programs included base pay, pay practices (i.e. pay policies, longevity, holiday pay, and differentials), paid leave, other benefits (uniform allowances, etc.), retirement plans, and health benefits. The Authority recognizes the importance of maintaining market competitiveness and strives to adjust the pay plans to meet the 75th percentile of the average of the comparable organizations. When looking at the aggregate market data, most of the Authority’s current benefit packages were generally within the competitive wage range. However, when looking at base pay, it was determined that the minimum and maximum of some positions that were below market, and a few were above. Subsequently, the adjustments to the job positions which fell below the targeted range have been partially funded in the Fiscal Year 2020‐21 Budget and Operational Plan. The remaining adjustments are awaiting possible inclusion in the Fiscal Year 2021‐22 Budget, as defined in the July 1, 2020 – June 30, 2022 Memorandum of Understand with the Arizona Fire & Medical Chapter of the United Sun Cities Firefighters Association. In addition to adjustments to the pay plan, the following compensation and benefit enhancements have been also been included this year: increase to Tier 2 sick leave accruals, merit increases for eligible personnel, phase two of the former Tonopah employee pay/benefit enhancement strategy, $.05 hourly rate increase for sworn personnel paramedic, and several improvements to the Authority’s Move‐Up Pay program. The Authority anticipates completing a comprehensive salary and benefit survey bi‐annually, with the next survey completion timeline of April 2022. Health Insurance Health Insurance, including a prescription drug program, is provided as a benefit to the employees and their dependents in accordance with industry standards. The Authority’s current insurance carrier, Blue Cross/Blue Shield of Arizona, through Kairos Health Arizona, Inc., provided the Authority with the option of maintaining the current health plans for Fiscal Year 2020‐21. The Authority will offer two Preferred Provider Organization (PPO) type plan and three High Deductible Plan (HDP) options through Kairos Health Arizona Inc. for Fiscal Year 2020‐21. The Authority will continue to contribute to the Health Savings Accounts (HSA) for health‐related expenses of full‐time employees who choose to participate in one of the HDP plan options. The Authority will experience an increase in health insurance premiums of 10%, dental premium 5% and vision premiums are being increased by 3% for Fiscal Year 2020‐21. Health, vision, and dental premiums for full‐time employees are covered by the Authority, while premiums for dependent coverage will be shared between the employee and the Authority.
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Organizational Changes Numerous Authority organizational realignments have led to the transfer of employees between various sections and divisions for Fiscal Year 2020‐21. These changes have created sizable variances between the wage categories. For instance, the Administrative and Health & Wellness wage categories realized a large increase due to personnel movements from the Suppression and Community Risk wage categories. Personnel Compensation and Benefits Expenditures The table below summarizes the planned wage and benefit expenditures for Fiscal Year 2020‐21:
The table on the next page shows the detail of the wages, taxes, and other benefits.
WAGES & BENEFITS EXENDITURES SUMMARY
DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
500000 WAGES
500000 General Wages 11,385,128$ 13,555,362$ 12,847,292$ 14,009,533$ 454,171$ 3.4%
500000 Additional Compensation 2,464,049 1,569,256 1,852,910 1,676,448 48,265 3.1%
Total Wages 13,849,177$ 15,124,618$ 14,700,202$ 15,685,981$ 502,436$ 3.3%
510000 EMPLOYER TAXES & BENEFITS
511000 Employer Taxes 526,570$ 587,665$ 563,614$ 624,701$ 37,036$ 6.3%512000 Retirements 4,063,559 4,600,320 4,494,440 4,817,008 216,688 4.7%513000 Benefit Insurance 2,220,562 2,756,019 2,515,878 3,072,192 316,173 11.5%
514000 Operational Allowances 195,462 379,019 311,894 398,016 18,998 5.0%Total Employer Taxes & Benefits 7,006,152$ 8,323,023$ 7,885,826$ 8,911,917$ 588,895$ 7.1%
TOTAL COMBINED WAGES & BENEFITS 20,855,329$ 23,447,641$ 22,586,028$ 24,597,898$ 1,091,331$ 4.7%
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DESCRIPTIONActuals
FY 18‐19
Budget
FY 19‐20
End of Year Estimate
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
500000 WAGES
500500 ∙ General Admin Personnel 940,524$ 1,050,661$ 983,481$ 1,532,700$ 482,039$ 45.9%
501050 ∙ Health & Wellness Personnel 88,914 ‐ ‐ 188,139 188,139 100.0%
501510 ∙ Suppression Personnel 9,172,638 9,698,175 9,387,373 9,608,182 (89,993) ‐0.9%
501520 ∙ EMS Personnel 1,693,630 1,830,483 1,707,383 1,869,118 38,635 2.1%
501530 ∙ Part‐Time EMS Personnel 47,546 154,528 13,198 150,276 (4,252) ‐2.8%
502000 ∙ Community Risk Personnel 271,759 522,139 463,769 309,965 (212,174) ‐40.6%
502500 ∙ Support Services Personnel 279,736 299,376 292,088 351,153 51,777 17.3%
503000 ∙ Miscellaneous Compensation 74,429 77,975 68,324 136,902 58,927 75.6%
503500 ∙ Longevity Compensation 239,413 251,182 250,767 269,661 18,479 7.4%
505000 ∙ Holiday On‐Call Compensation 486,958 540,016 540,016 519,885 (20,131) ‐3.7%
507000 ∙ Program Manager Compensation (900) ‐ ‐ ‐ ‐ 0.0%
508500 ∙ Coverage Compensation 1,060,119 700,083 993,651 750,000 49,917 7.1%
Total Wages 14,354,766$ 15,124,618$ 14,700,050$ 15,685,981$ 561,363$ 3.7%
511000 EMPLOYER TAXES
511100 ∙ Social Security Tax ‐ Employer 10,678$ 12,351$ 3,014$ 12,036$ (315)$ ‐2.6%
511200 ∙ Medicare Tax ‐ Employer 211,329 222,197 211,389 232,709 10,512 4.7%
511300 ∙ AZ Unemployment Tax 5,318 6,160 8,396 14,232 8,072 131.0%
511400 ∙ Workers Compensation Insurance 284,705 346,957 340,816 365,724 18,767 5.4%
Total 511000 Employer Taxes 512,030$ 587,665$ 563,615$ 624,701$ 37,036$ 6.3%
512000 RETIREMENTS
512100 ∙ PSPRS Retirement Contributions 3,122,596$ 3,356,337$ 3,256,137$ 3,429,349$ 73,012$ 2.2%
512200 ∙ ASRS Retirement Contributions 428,614 452,250 431,149 487,089 34,839 7.7%
512300 ∙ 401(a) Retirement Contributions 767,031 791,733 807,154 900,570 108,837 13.7%
Total 512000 Retirements 4,318,240$ 4,600,320$ 4,494,440$ 4,817,008$ 216,688$ 4.7%
513000 BENEFIT INSURANCE
513100 ∙ Health Insurance 1,862,287$ 2,202,550$ 2,000,367$ 2,446,089$ 243,539$ 11.1%
513200 ∙ Dental Insurance 140,171 170,379 139,021 180,168 9,789 5.7%
513300 ∙ Life/AD&D Insurance 32,986 30,282 34,628 31,557 1,275 4.2%
513400 ∙ PSPRS Cancer Insurance 5,250 6,250 5,950 6,400 150 2.4%
513500 ∙ Post Employment Health Plan 181,882 271,652 246,387 330,350 58,698 21.6%
513600 ∙ MERP Retiree Medical Reimbursement ‐ 1,300 ‐ 1,300 ‐ 0.0%
513700 ∙ Long Term Disability 47,409 37,127 57,927 38,840 1,713 4.6%
513900 ∙ Vision Insurance 29,944 36,479 31,598 37,488 1,009 2.8%
Total 513000 Benefit Insurance 2,299,929$ 2,756,019$ 2,515,878$ 3,072,192$ 316,173$ 11.5%
514000 OPERATIONAL ALLOWANCES
514100 ∙ Longevity Enhancement Programs 145,113$ 180,818$ 125,726$ 196,300$ 15,482$ 8.6%
514200 ∙ Uniform Allowance 162,290 170,000 161,487 173,000 3,000 1.8%
514300 ∙ Cell Phone Allowance 23,612 28,200 24,682 28,716 516 1.8%
Total 514000 Operational Allowances 331,016$ 379,018$ 311,894$ 398,016$ 18,998$ 5.0%
Grand Total Employer Taxes & Benefits 7,461,215 8,323,022 7,885,827 8,911,917 588,895 7.1%
TOTAL COMBINED WAGES & BENEFITS 21,815,981$ 23,447,640$ 22,585,876$ 24,597,898$ 1,150,258$ 4.9%
WAGES EXPENDITURES
BENEFITS EXPENDITURES
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The Authority Governing Board and personnel are proud to present this in‐depth budgetary document to Authority residents. The Arizona Fire & Medical Authority is a unique entity with members who have a history of using innovative approaches to delivering excellent quality and highly efficient services for their residents. The Authority believes the Fiscal Year 2020‐21 budget fully supports that innovative spirit. The Authority will work conscientiously, in conjunction with its Board and staff members, to produce each fiscal year’s budget and operational plan while striving to minimize the financial impact to its residents through a well‐managed and efficient budget. Upon the adoption of the budget, the Authority Board and professional staff will administer each budgetary account with due diligence and accountability to Authority members and their collective citizenry. Authority personnel are tasked with ensuring that the expenditures they make and the actions they take will always be in the best interest of the Authority and its residents and compliment the exemplary service standards established over the years. The Fiscal Year 2020‐21 budget presented in this document outlines in detail the minimum financial requirements to maintain the professional services Authority residents expect. The Authority believes that this budget document provides funding only for those expenditures that support its mission and goal to provide the most effective, efficient, and professional emergency response services that can be provided. The Authority would like to thank its residents for their continued interest and support. Additional documentation and questions regarding this budget may be obtained through the Authority’s Administrative Office located at 18818 N. Spanish Garden Drive, Sun City West, Arizona, 85375, or by calling 623‐544‐5400. The following pages provide an index and combine the projected revenues and operating expenditures within the adopted Fiscal Year 2020‐21 budget. This format allows for a complete overview of the entire budget by account number and allows for comparison with the Fiscal Year 2018‐19 actuals and Fiscal Year 2019‐20 adopted budget totals.
CONCLUSION
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Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
99 500500 ∙ General Admin Personnel 983,481$ 1,050,661$ 1,532,700$ 482,039$ 45.9%
99 501050 ∙ Health & Wellness Personnel ‐ ‐ 188,139 188,139 0.0%
99 501510 ∙ Suppression Personnel 9,387,373 9,698,175 9,608,182 (89,993) ‐0.9%
99 501520 ∙ EMS Personnel 1,707,383 1,830,483 1,869,118 38,635 2.1%
99 501530 ∙ Part‐Time EMS Personnel 13,198 154,528 150,276 (4,252) ‐2.8%
99 502000 ∙ Community Risk Personnel 463,769 522,139 309,965 (212,174) ‐40.6%
99 502500 ∙ Support Services Personnel 292,088 299,376 351,153 51,777 17.3%
99 503000 ∙ Miscellaneous Compensation 68,476 77,975 136,902 58,927 75.6%
99 503500 ∙ Longevity Compensation 250,767 251,182 269,661 18,479 7.4%
99 505000 ∙ Holiday On‐Call Compensation 540,016 540,016 519,885 (20,131) ‐3.7%
99 508500 ∙ Coverage Compensation 993,651 700,083 750,000 49,917 7.1%
14,700,202$ 15,124,618$ 15,685,981$ 561,363$ 3.7%
99 511100 ∙ Social Security Tax ‐ Employer 3,014$ 12,351$ 12,036$ (315)$ ‐2.6%
99 511200 ∙ Medicare Tax ‐ Employer 211,388 222,197 232,709 10,512 4.7%
99 511300 ∙ AZ Unemployment Tax 8,396 6,160 14,232 8,072 131.0%
99 511400 ∙ Workers Compensation Insurance 340,816 346,957 365,724 18,767 5.4%
563,614$ 587,665$ 624,701$ 37,036$ 6.3%
99 512100 ∙ PSPRS Retirement Contributions 3,256,137$ 3,356,337$ 3,429,349$ 73,012$ 2.2%
99 512200 ∙ ASRS Retirement Contributions 431,149 452,250 487,089 34,839 7.7%
99 512300 ∙ 401(a) Retirement Contributions 807,154 791,733 900,570 108,837 13.7%
4,494,440$ 4,600,320$ 4,817,008$ 216,688$ 4.7%
99 513100 ∙ Health Insurance 2,000,367$ 2,202,550$ 2,446,089$ 243,539$ 11.1%
99 513200 ∙ Dental Insurance 139,021 170,379 180,168 9,789 5.7%
99 513300 ∙ Life/AD&D Insurance 34,628 30,282 31,557 1,275 4.2%
99 513400 ∙ PSPRS Cancer Insurance 5,950 6,250 6,400 150 2.4%99 513500 ∙ Post Employment Health Plan 246,387 271,652 330,350 58,698 21.6%
99 513600 ∙ MERP Retiree Med Reimb ‐ 1,300 1,300 ‐ 0.0%99 513700 ∙ Long Term Disability 57,927 37,127 38,840 1,713 4.6%99 513900 ∙ Vision Insurance 31,598 36,479 37,488 1,009 2.8%
2,515,878$ 2,756,019$ 3,072,192$ 316,173$ 11.5%
512000 RETIREMENTS
Total 512000 Retirements
513000 BENEFIT INSURANCE
Total 513000 Benefit Insurance
Total 511000 Employer Taxes
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
500000 WAGES
EMPLOYER TAXES & BENEFITS
WAGES & BENEFITS
Total 510000 Wages
511000 EMPLOYER TAXES
REVENUE AND EXPENDITURE SUMMARY
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
99 514100 ∙ Longevity Enhancement Programs 125,726$ 180,818$ 196,300$ 15,482$ 8.6%
99 514200 ∙ Uniform Allowance 161,487 170,000 173,000 3,000 1.8%
99 514300 ∙ Cell Phone Allowance 24,682 28,200 28,716 516 1.8%
311,894$ 379,018$ 398,016$ 18,998$ 5.0%
7,885,826 8,323,022 8,911,917 588,895 7.1%
22,586,029$ 23,447,641$ 24,597,898$ 1,150,258$ 4.9%
84 556000 ‐ Facilities Insurance 55,973$ 43,595$ 20,507$ (23,088)$ ‐53.0%
84 522000 ‐ Motor Vehicle Insuarance 41,818 36,353 47,370 11,017 30.3%
84 522000 ‐ Umbrella, Errors & Omissions Insurance 17,323 38,372 60,075 21,703 56.6%
115,114$ 118,320$ 127,952$ 9,632$ 8.1%
84 530500 ∙ Auditing Services 37,155$ 38,750$ 38,850$ 100$ 0.3%
84 531000 ∙ Bank Service Charges 22,349 19,000 21,640 2,640 13.9%
84 531500 ∙ Payroll Processing 491 1,000 1,000 ‐ 0.0%
84 532000 ∙ Medical Services Billing 317,375 345,694 337,901 (7,793) ‐2.3%
89 532500 ∙ Legal & Consulting Expenditures 58,157 150,000 125,000 (25,000) ‐16.7%
88 533000 ∙ Election Expenditures ‐ ‐ 24,099 24,099 100.0%
91 534000 ∙ Physicals/Vaccinations/Testing 145,163 157,710 158,000 290 0.2%
67 539100 ∙ Electricity 194,393 192,000 196,000 4,000 2.1%
67 539200 ∙ Natural Gas 5,763 8,400 7,200 (1,200) ‐14.3%
67 539300 ∙ Water & Sewer 33,555 40,000 36,000 (4,000) ‐10.0%
67 539400 ∙ Telephone 37,205 45,158 49,332 4,174 9.2%
67 539500 ∙ Refuse Services 12,441 10,492 10,335 (157) ‐1.5%
864,050$ 1,008,205$ 1,005,357$ (2,847)$ ‐0.3%
67 541100 ∙ Internal Facility Repairs/Maint 33,725$ 26,500$ 32,000$ 5,500$ 20.8%
67 541200 ∙ Outsourced Facilities Maintenance 27,571 37,288 36,500 (788) ‐2.1%
67 541300 ∙ Custodial Services 5,013 7,555 7,630 75 1.0%
67 541400 ∙ Landscaping Services 3,475 4,250 8,800 4,550 107.1%
67 541500 ∙ Pest Control 5,773 7,500 7,500 ‐ 0.0%
67 541600 ∙ Fire & Security Alarm Systems 21,552 37,706 28,908 (8,798) ‐23.3%
67 542000 ∙ Internal Apparatus Repairs/Maint 180,899 195,000 198,795 3,795 1.9%
67 542500 ∙ Outsourced Apparatus Maintenance 72,238 60,000 78,000 18,000 30.0%
57 543000 ∙ Firefighting Equipment R/M 4,089 10,000 11,000 1,000 10.0%
57 543010 ‐ Personal Protective Equipment R/M 9,805 17,500 17,500 ‐ 100.0%
59 543500 ∙ SCBA Equipment R/M 6,493 8,500 10,600 2,100 24.7%
62 544000 ∙ EMS/Medical Equipment Repairs/Maint 37,509 51,076 67,925 16,849 33.0%
Total 514000 Operational Allowances
Total Employer Taxes & Benefits
540000 REPAIRS & MAINTENANCE
Total 530000 Professional Services:
TOTAL COMBINED WAGES & BENEFITS
MAINTENANCE & OPERATING EXPENDITURES
520000 INSURANCE
Total 520000 Insurance
514000 OPERATIONAL ALLOWANCES
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
530000 PROFESSIONAL SERVICES
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 103 of 129
Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
99 514100 ∙ Longevity Enhancement Programs 125,726$ 180,818$ 196,300$ 15,482$ 8.6%
99 514200 ∙ Uniform Allowance 161,487 170,000 173,000 3,000 1.8%
99 514300 ∙ Cell Phone Allowance 24,682 28,200 28,716 516 1.8%
311,894$ 379,018$ 398,016$ 18,998$ 5.0%
7,885,826 8,323,022 8,911,917 588,895 7.1%
22,586,029$ 23,447,641$ 24,597,898$ 1,150,258$ 4.9%
84 556000 ‐ Facilities Insurance 55,973$ 43,595$ 20,507$ (23,088)$ ‐53.0%
84 522000 ‐ Motor Vehicle Insuarance 41,818 36,353 47,370 11,017 30.3%
84 522000 ‐ Umbrella, Errors & Omissions Insurance 17,323 38,372 60,075 21,703 56.6%
115,114$ 118,320$ 127,952$ 9,632$ 8.1%
84 530500 ∙ Auditing Services 37,155$ 38,750$ 38,850$ 100$ 0.3%
84 531000 ∙ Bank Service Charges 22,349 19,000 21,640 2,640 13.9%
84 531500 ∙ Payroll Processing 491 1,000 1,000 ‐ 0.0%
84 532000 ∙ Medical Services Billing 317,375 345,694 337,901 (7,793) ‐2.3%
89 532500 ∙ Legal & Consulting Expenditures 58,157 150,000 125,000 (25,000) ‐16.7%
88 533000 ∙ Election Expenditures ‐ ‐ 24,099 24,099 100.0%
91 534000 ∙ Physicals/Vaccinations/Testing 145,163 157,710 158,000 290 0.2%
67 539100 ∙ Electricity 194,393 192,000 196,000 4,000 2.1%
67 539200 ∙ Natural Gas 5,763 8,400 7,200 (1,200) ‐14.3%
67 539300 ∙ Water & Sewer 33,555 40,000 36,000 (4,000) ‐10.0%
67 539400 ∙ Telephone 37,205 45,158 49,332 4,174 9.2%
67 539500 ∙ Refuse Services 12,441 10,492 10,335 (157) ‐1.5%
864,050$ 1,008,205$ 1,005,357$ (2,847)$ ‐0.3%
67 541100 ∙ Internal Facility Repairs/Maint 33,725$ 26,500$ 32,000$ 5,500$ 20.8%
67 541200 ∙ Outsourced Facilities Maintenance 27,571 37,288 36,500 (788) ‐2.1%
67 541300 ∙ Custodial Services 5,013 7,555 7,630 75 1.0%
67 541400 ∙ Landscaping Services 3,475 4,250 8,800 4,550 107.1%
67 541500 ∙ Pest Control 5,773 7,500 7,500 ‐ 0.0%
67 541600 ∙ Fire & Security Alarm Systems 21,552 37,706 28,908 (8,798) ‐23.3%
67 542000 ∙ Internal Apparatus Repairs/Maint 180,899 195,000 198,795 3,795 1.9%
67 542500 ∙ Outsourced Apparatus Maintenance 72,238 60,000 78,000 18,000 30.0%
57 543000 ∙ Firefighting Equipment R/M 4,089 10,000 11,000 1,000 10.0%
57 543010 ‐ Personal Protective Equipment R/M 9,805 17,500 17,500 ‐ 100.0%
59 543500 ∙ SCBA Equipment R/M 6,493 8,500 10,600 2,100 24.7%
62 544000 ∙ EMS/Medical Equipment Repairs/Maint 37,509 51,076 67,925 16,849 33.0%
Total 514000 Operational Allowances
Total Employer Taxes & Benefits
540000 REPAIRS & MAINTENANCE
Total 530000 Professional Services:
TOTAL COMBINED WAGES & BENEFITS
MAINTENANCE & OPERATING EXPENDITURES
520000 INSURANCE
Total 520000 Insurance
514000 OPERATIONAL ALLOWANCES
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
530000 PROFESSIONAL SERVICES
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 104 of 129
Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
78 545000 ∙ Computer/Systems/Equip Repairs/Maint 88,967$ 97,712$ 99,878$ 2,166$ 2.2%
78 545500 ∙ Computer Software Licensing 149,412 130,042 185,269 55,227 42.5%
65 547000 ∙ Fitness Equipment Repairs/Maint ‐ 4,500 6,250 1,750 38.9%
646,521$ 695,129$ 796,555$ 101,426$ 14.6%
84 550500 ∙ Memberships & Dues 13,049$ 13,500$ 13,554$ 54$ 0.4%
84 551000 ∙ Professional Subscriptions 1,647 3,850 4,320 470 12.2%
89 551500 ∙ District Outreach 24,002 40,000 41,175 1,175 2.9%
89 552000 ∙ Office Supplies 19,264 23,000 23,000 ‐ 0.0%
89 552500 ∙ Office Equipment 771 7,500 5,500 (2,000) ‐26.7%
89 553000 ∙ Postage & Delivery 3,641 7,500 6,500 (1,000) ‐13.3%
89 553500 ∙ Publishing & Printing 1,282 5,500 5,500 ‐ 0.0%
89 554000 ∙ Copier Expenditures 3,466 6,000 5,600 (400) ‐6.7%
78 554500 ∙ Computer Hardware 16,050 22,000 15,000 (7,000) ‐31.8%
78 555000 ∙ Computer Software 4,824 22,000 10,000 (12,000) ‐54.5%
91 555000 ‐ Hiring, Testing and Recruitment 7,117 10,000 11,500 1,500 15.0%
89 556000 ‐ Building Lease 37,621 33,000 42,000 9,000 100.0%
91 557000 ‐ Resiliency program ‐ ‐ 16,500 16,500 100.0%
78 559000 ‐ Accreditation 3,346 17,500 14,000 (3,500) ‐20.0%
84 559500 ∙ Contingency ‐ 600,000 783,499 183,499 30.6%
136,079$ 811,350$ 997,648$ 186,298$ 23.0%
91 561000 ‐ Duty Uniforms 20,467$ 29,000$ 27,950$ (1,050)$ ‐3.6%
67 562000 ∙ Janitorial & Facilities Supplies 35,389 45,000 37,200 (7,800) ‐17.3%
60 563000 ‐ Honor Guard Supplies ‐ 5,000 5,000 ‐ 0.0%
67 564000 ∙ Support Svc/Shop Supplies 37,618 32,000 40,500 8,500 26.6%
73 564500 ‐ Crisis Response Supplies ‐ 18,000 14,000 (4,000) 0.0%
73 565000 ∙ Safety Materials & Supplies 814 1,000 800 (200) ‐20.0%
78 565500 ‐ Disaster Preparedness Supplies ‐ 5,000 3,000 (2,000) ‐40.0%
73 566000 ‐ Fire Corps Materials & Supplies 4,194 7,000 9,600 2,600 37.1%
70 566500 ‐ Risk Management Materials 8,174 14,500 15,600 1,100 7.6%
67 568000 ∙ Fuel (Gasoline/Diesel) 195,504 240,000 240,000 ‐ 0.0%
73 569100 ∙ Lock Box Materials 6,110 27,700 27,700 ‐ 0.0%
73 569200 ∙ T‐Shirt Materials ‐ 1,000 ‐ (1,000) ‐100.0%
73 569300 ∙ Smoke Alarm Materials 525 5,000 1,000 (4,000) ‐80.0%
70 569400 ‐ Prevention Services Materials 231 4,500 4,400 (100) ‐2.2%
309,027$ 434,700$ 426,750$ (7,950)$ ‐1.8%
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
Total 540000 Repairs & Maintenance
550000 ADMINISTRATION
Total 550000 Administration
Total 560000 Operational Supplies
560000 OPERATIONAL SUPPLIES
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
57 571000 ∙ Firefighting Equipment 25,432$ 26,000$ 16,750$ (9,250)$ ‐35.6%
58 572000 ∙ Wildland Equipment & Deployment 15,948 17,500 20,700 3,200 18.3%
57 573000 ∙ Protective Equipment 67,782 65,000 65,000 ‐ 0.0%
59 574000 ∙ SCBA Equipment ‐ 5,000 6,380 1,380 27.6%
57 575000 ‐ Health & Safety Equipment ‐ ‐ 2,500 2,500 0.0%
57 576000 ‐ Rehabilitation Unit Equipment 624 5,000 1,200 (3,800) 0.0%
57 577000 ‐ Drone Program ‐ ‐ 2,500 2,500 0.0%
109,786$ 118,500$ 115,030$ (3,470)$ ‐2.9%
62 581000 ∙ Medical Licenses & Registrations 3,028$ 3,500$ 2,950$ (550)$ ‐15.7%
62 582000 ∙ Health & Medical Equipment 10,949 20,000 33,470 13,470 67.4%
62 583000 ∙ Health & Medical Supplies 195,842 195,000 195,000 ‐ 0.0%
62 583500 ‐ Medical Direction 51,041 56,480 63,480 7,000 0.0%
62 584000 ∙ Pharmaceutical Supplies 36,217 35,000 41,000 6,000 17.1%
297,076$ 309,980$ 335,900$ 25,920$ 8.4%
78 591000 ∙ Dispatching Services 765,878$ 760,731$ 798,938$ 38,207$ 5.0%
78 592000 ∙ Communications Connections 62,221 65,000 74,600 9,600 14.8%
78 594000 ∙ Radio Repair 7,111 10,000 5,000 (5,000) ‐50.0%
78 595000 ∙ Communications Parts/Equipment 1,660 10,000 5,000 (5,000) ‐50.0%
78 596000 ∙ Network Systems 24,532 27,580 37,230 9,650 35.0%
861,403$ 873,311$ 920,768$ 47,457$ 5.4%
3,339,055$ 4,369,495$ 4,725,960$ 356,466$ 8.2%
88 611000 ∙ Educational Expenditures 1,665$ 3,500$ 3,500$ ‐$ 0.0%
88 613000 ∙ Travel Expenditures 2,916 7,500 4,000 (3,500) ‐46.7%
4,581$ 11,000$ 7,500$ (3,500)$ ‐31.8%
64 622000 ∙ Fitness & Safety Training 599$ 2,500$ 4,500$ 2,000$ 80.0%
64 623000 ∙ Educational Expenditures 74,331 92,000 86,787 (5,213) ‐5.7%
58 623500 ∙ Wildland Training Expenditures 3,665 7,260 9,500 2,240 30.9%
59 624000 ∙ Training Materials 1,191 13,000 15,000 2,000 15.4%
64 625000 ∙ Travel Expenditures 3,732 5,000 5,000 ‐ 0.0%
64 626000 ‐ Health & Safety Training 1,999 5,000 2,500 (2,500) ‐50.0%
85,517$ 124,760$ 123,287$ (1,473)$ ‐1.2%
75 632000 ∙ Educational Expenditures 3,681$ 9,000$ 10,000$ 1,000$ 11.1%
78 632500 ∙ Educational Expenditures/Technical Service 1,455 10,775 10,775 ‐ 0.0%
75 634000 ∙ Travel Expenditures 2,332 6,000 4,697 (1,303) ‐21.7%
78 634500 ∙ Travel Expenditures/Technical Services 2,575 14,970 14,970 ‐ 0.0%
73 635000 ∙ Fire Corps Training 439 2,500 500 (2,000) ‐80.0%
10,482$ 43,245$ 40,942$ (2,303)$ ‐5.3%
620000 EMERGENCY SERVICES TRAINING
Total 620000 Emergency Services Training
570000 EMERGENCY SERVICE OPERATIONS
Total 570000 Emergency Service Operations
Total 580000 Health & Wellness Operations
590000 COMMUNICATIONS
Total 590000 Communications
TOTAL MAINTENANCE & OPERATING EXPENDITURES
TRAINING & DEVELOPMENT EXPENDITURES
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
610000 GOVERNING BOARD TRAINING
Total 610000 Governing Board Training
Total 630000 Community Risk Managent/Tech Services T
630000 Community Risk Management/Technical Services Training
580000 HEALTH & WELLNESS OPERATIONS
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 106 of 129
Page
#DESCRIPTION
Actuals
FY 18‐19
Budget
FY 19‐20
Proposed
FY 20‐21
Budget
Variance
% of
Change
68 641000 ∙ Educational Expenditures 1,010$ 3,500$ 7,200$ 3,700$ 105.7%
68 643000 ∙ Travel Expenditures 880 1,500 4,500 3,000 200.0%
1,891$ 5,000$ 11,700$ 6,700$ 134.0%
64 651000 ‐ EMS Educational Expenditures 4,175$ 10,500$ 21,500$ 11,000$ 104.8%
64 651500 ∙ Health/Medical Educational Expenditures ‐ 2,000 4,250 2,250 112.5%
64 652000 ‐ EMS/Training Materials 1,047 5,000 4,025 (975) ‐19.5%
64 653000 ‐ EMS/Medical Travel Expenditures 4,633 10,000 8,852 (1,148) ‐11.5%
9,855$ 27,500$ 38,627$ 11,127$ 40.5%
94 661000 ∙ Educational Expenditures 7,493$ 13,000$ 14,470$ 1,470$ 11.3%
94 663000 ∙ Travel Expenditures 6,398 18,000 12,690 (5,310) ‐29.5%
13,891$ 31,000$ 27,160$ (3,840)$ ‐12.4%
126,217$ 242,505$ 249,216$ 6,711$ 2.8%
87 725000 ∙ Lease/Purchase Principal 321,042$ 321,041$ 332,279$ 11,238$ 3.5%
87 725500 ∙ Lease/Purchase Interest Expenditure 193,587 194,163 182,928 (11,235) ‐5.8%
87 729000 ∙ Capital Projects Funding (Deprc) ‐ 450,000 450,000 ‐ 0.0%
514,628$ 965,204$ 965,207$ 3$ 0.0%
26,565,929$ 29,024,845$ 30,538,282$ 1,513,437$ 5.2%
660000 ADMINISTRATIVE TRAINING
Total 650000 Health & Wellness Training
TOTAL COMBINED EXPENDITURES
Total 720000 Debt Service
FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)
Total 640000 Support Services Training
TOTAL TRAINING & DEVELOPMENT
Total 660000 Administrative Training
650000 HEALTH & WELLNESS TRAINING
640000 SUPPORT SERVICES TRAINING
720000 DEBT SERVICE
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 107 of 129
Account A term used to identify an individual asset, liability, expenditure control, revenue control, balance
Accrual Basis of Accounting
The method of accounting under which revenues are recorded when they are earned (whether cash is received at the time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at the time or not)
Accreditation (CFAI)
A comprehensive system of fire and emergency service evaluation conducted by unbiased outside expert evaluators which assists fire departments and districts in achieving organizational and professional excellence
AFMA Arizona Fire & Medical Authority Alarm A call received by the Dispatch Center which is then relayed to the appropriate station
for emergency response ALS Advanced Life Support. Emergency medical care that may include all basic life support
actions, plus invasive medical procedures, including: IV therapy, administration of anti‐arrhythmic and other specified medications and solutions. Highest level of pre‐hospital care
Appurtenances A term for what belongs to, or goes with something else, with the appurtenance being
less significant than what it belongs to. Examples of appurtenances include telephone systems, carpets and flooring or fitness equipment belonging to each station.
ASRS Arizona State Retirement System (non‐sworn employee pension plan) Assessed Valuation
(AV) The total taxable value placed on real estate and other property as a basis for levying taxes
Assets Property that is owned by the Authority which has monetary value Automatic Aid Automatic aid is dispatching the closest available unit to an emergency incident
regardless of jurisdictional boundaries. BC Battalion Chief Battalion Chief An operations manager with rank above Captain who is directly responsible for the
GLOSSARY OF TERMS
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 108 of 129
supervision of and daily operational readiness of their assigned shift. The Battalion Chief also responds to and takes command of emergencies, and directly supervises several assigned stations
BLS Basic Life Support. Emergency medical care generally limited to non‐invasive
procedures, such as airway maintenance, breathing support, CPR, hemorrhage control, splinting of suspected fractures, management of spinal injury, and protection and transport of the patient in accordance with accepted procedures. BLS providers with special training may also use semiautomatic defibrillators for cardiac defibrillation
Bond A written promise to pay a specified sum of money (called principal or face value) at a
specified future date (called maturity date) along with periodic interest paid at a specified percentage
Bonded Debt The portion of indebtedness represented by outstanding bonds Brush Truck Four‐wheel drive trucks with small pumps and water supply capabilities that are
specifically designed for wildland urban interface fires Budget A plan of financial operation embodying an estimate of proposed expenditures for a
given period (typically a fiscal year) and the proposed means of financing them (revenue estimates)
CAAS Commission on Accreditation of Ambulance Services Capital Assets Assets of significant value and having a useful life of several years. Capital assets are
also called fixed assets. Captain Rank above Engineer. Responsible for the overall administration of his/her assigned
station including operational readiness, personnel supervision, and the station's budget. CCO (Chest Compression Only)
A method of cardiopulmonary resuscitation (see CPR) which utilizes hands only chest compressions only
CEP Certified Emergency Paramedic CERT Citizens Emergency Response Team Chart of Accounts
The classification system used by the Authority to organize the accounting for various funds
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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CIP Capital Improvement Plan Company A work unit comprised of a piece of apparatus and its assigned crew CPAT Candidate Physical Ability Test CPR (Cardio‐pulmonary Resuscitation)
An emergency procedure consisting of external cardiac massage and artificial respiration; attempts to restore circulation of the blood and prevent death or brain damage due to lack of oxygen.
CPSE Center for Public Safety Excellence DROP Deferred Retirement Option Plan. A retirement option within the PSPRS program DSO District Safety Officer EBLA The Employee Benefit Liability Account (EBLA) is a designated account that is classified
as Committed Funds within the General Fund Balance. This account was created to support the annual Employee Benefit Liability associated with compensated absences, including accrued Sick / Vacation leave, and Sick Leave Buy‐Back Programs.
EMS Emergency Medical Services EMCT Emergency Medical Care Technician Engine A piece of apparatus which carries and pumps water, and carries ladders, hose, and
medical supplies. All Authority engines also provide ALS emergency medical capabilities Engineer Rank above Firefighter. In addition to performing all the assigned duties of a firefighter,
an Engineer maintains and drives the equipment and apparatus. EOC Emergency Operations Center. Assembly of incident management staff responsible for
directing and coordinating operations of one or more public service agencies in a catastrophic emergency, whether natural or man‐made (i.e. flood, windstorm)
FEMA Federal Emergency Management Agency Firefighter Performs firefighting and rescue operations for combating, extinguishing and
prevention of fires as well as for saving life and property. All Authority firefighters are also EMCTs or paramedics
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Fiscal Year A twelve‐month period to which the annual budget applies. The Authority fiscal year runs from July 1st through June 30th
Fire Corps Authority resident volunteers who support the Authority residents and staff through
various programs (Lock box, Smoke Alarm, Fire Inspections, etc.) Fixed Assets Assets of a long‐term character which are intended to continue to be held or used, such
as land, buildings, machinery, furniture, and other equipment Fractile A value which divides a set of data into equal proportions GAAFR Governmental Accounting, Auditing, and Financial Reporting Manual, using the GASB 34
Model, produced by the Government Finance Officers Association GAAP Generally Accepted Accounting Principles. A widely accepted set of rules, conventions,
standards, and procedures for reporting financial information, as established by the Financial Accounting Standards Board
GASB Government Accounting Standards Board. A major organization to develop Generally
Accepted Accounting Principles (GAAP) for use by governmental entities in reporting financial information
GASB 34 A statement issued by GASB and titled “Basic Financial Statements and Management’s
Discussion and Analysis for State and Local Governments”. This statement changes the governmental financial reporting model, requiring accrual accounting for all activities to include recording and depreciating all capital assets
GFOA Government Finance Officers Association Hazardous Material
Any substance or matter that is likely to inflict injury or harm or impose great or continued risk unless dealt with in a manner prescribed by state and federal regulations
HSA Health Savings Account HRIS Human Resource Information System IAFC International Association of Fire Chiefs IAFF International Association of Firefighters Incident An event involving a fire, medical emergency, hazardous material spill or
release/potential release of a hazardous material
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Interface The area where native vegetation and man‐made structures meet Internet An electronic communications network that connects computer networks and
organizational computer facilities around the world. Intranet Internal communications network based upon Internet technology used for
departmental exchanges of information.
JPA Joint Powers Authority when two districts’ personnel, equipment, facilities, and daily operations are combined, local control over service levels and tax rates re maintained by each district
Ladder A piece of apparatus that carries a full complement of ground ladders in addition to an
aerial ladder LT Ladder Tender MCSO Maricopa County Sheriff’s Office MSDS Material Safety Data Sheet Modified Accrual Basis of Accounting
The basis of accounting under which expenditures are recorded when goods or services are received, rather than when invoices are paid. The exception on this general rule is interest on general long‐term debt, which is recognized when due. Revenues are recorded in the accounting period in which they become measurable and available
Mutual Aid Mutual Aid is dispatching necessary units to an emergency incident by requesting the
unit(s) from another jurisdiction. NCFMD North County Fire & Medical District NFPA National Fire Protection Association NIOSH National Institute of Safety and Health OSHA Occupational Safety and Health Administration Paramedic The highest level of training an EMCT can reach in the State of Arizona PORA Property Owners and Residents Association
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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PSPRS Public Safety Personnel Retirement System (sworn employee pension plan) Regional Dispatch Center
The dispatch center is responsible for receiving emergency and non‐emergency calls and for sending the appropriate apparatus to respond to the call.
Reserve Employee
A part‐time employee hired to back‐fill for EMS non‐sworn employees and to staff additional ambulances that may be put into service to support both emergency and non‐emergency transport needs
Response Actions taken by the Authority in response to a citizen’s request for services RMS Records Management System Rescue Any kind of incident that requires specialized training or equipment that is utilized to
aid a victim(s), i.e. trench collapse, water‐related accidents, hazardous materials spills SAFER Staffing for Adequate Fire & Emergency Response SCBA Self‐Contained Breathing Apparatus SCFMD South County Fire & Medical District Tax Year The taxing year associated with the fiscal year, generally identified as beginning when
the property tax bills are issued by the County, generally beginning in September of fiscal year. (i.e.: Fiscal Year 201819 is also identified as Tax Year 2018).
Tender A piece of apparatus that carries water to supply an engine in a rural area
TRT Technical Rescue Team Wildland Area An area in which development is essentially non‐existent except for roads, railroads,
power lines and similar transportation facilities WMD Weapons of Mass Destruction WT Water Tender
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Statistical Section
Wage Range Summary Budget Posting Details
Budget Posting Summary Budget Adoption Resolution
Certification of Budget Adoption Budget Development Schedule
AFMA Fiscal Year 2018‐22 Strategic Plan AFMA Fiscal Year 2020‐21 Capital Improvement Plan
APPENDICES
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 114 of 129
SOURCE: Maricopa County Assessor’s Office NOTE: Secondary Net Assessed (or Full Cash) Values (SNAV) are based on Estimated Actual Value with an applicable rate of 10% (ARS §42‐15004) for residential property, 16%1 (ARS § 42‐15002) for Vacant Land and 19%2 (ARS § 42‐15001) for non‐public utility and commercial property. Public utility infrastructure is centrally assessed by the Arizona Department of Revenue. Secondary Assessed Values (Estimated Actual Values) are determined each calendar year. The tax rate of the District is determined by the approved budget applicable
North County Fire & Medical District
Fiscal
Year
Net Assessed
Valuation
Percent of
Increase
Median
Home Value
Tax Rate
per $100
Average
Property
Tax
2011‐12 388,861,955 ‐9.00% 142,100 2.4280 345.02
2012‐13 355,766,535 ‐8.51% 130,300 2.7189 354.27
2013‐14 339,271,938 ‐4.64% 122,700 2.9177 358.00
2014‐15 349,386,465 2.98% 124,800 2.9177 364.13
2015‐16 369,755,455 5.83% 147,515 2.8577 421.55
2016‐17 383,038,322 3.59% 152,388 2.8044 427.36
2017‐18 441,653,887 15.30% 153,519 2.8644 439.74
2018‐19 466,742,223 5.68% 163,044 2.8644 461.85
2019‐20 498,881,794 6.89% 171,468 2.8644 491.15
2020‐21 526,772,718 5.59% 179,563 2.8644 514.34
South County Fire & Medical District ‐ Formed FY2019‐20
Fiscal
Year
Net Assessed
Valuation
Percent of
Increase
Median
Home Value
Tax Rate
per $100
Average
Property
Tax
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
2019‐20 265,003,508 ‐7.10% 204,808 3.2000 655.39
2020‐21 244,048,973 ‐7.91% 203,640 3.2000 651.65
STATISTICAL SECTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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divided by the Secondary Assessed Value as of July 1st of the respective fiscal year. REF (1): Vacant Land Assessment Ratios are the following percentage of its full cash value, as applicable
(ARS §42‐15002): 16.0% through December 31, 2015 15.0% effective December 31, 2015
REF (2): Non‐Public and Commercial Property Assessment Ratios are the following percentage of its full
cash value or limited valuation, as applicable (ARS § 42‐15001):
25.0% through December 31, 2005 20.0% through December 31, 2012 24.5% through December 31, 2006 19.5% through December 31, 2013 24.0% through December 31, 2007 19.0% through December 31, 2014 23.0% through December 31, 2008 18.5% through December 31, 2015 22.0% through December 31, 2009 18.0% effective December 31, 2015 21.0% through December 31, 2010
SOURCE: The source for "Population", "Personal Income", "Per Capita" and "Unemployment Rate"
information is the State of Arizona (www.azstats.gov). The estimated Authority population is based on analysis of registered voters, annexation and other demographic information maintained by the Authority.
Calendar Year
ended
December 31 Population Personal Income
Per Capita
Income
Estimated
District
Population
2019 4,329,580 194,529,632,000$ 44,930$ 4.9% 75,000
2018 4,294,460 186,561,796,000 43,442 4.9% 65,000
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
Unemployment
Rate
ARIZONA FIRE & MEDICAL AUTHORITY ‐ FORMED FISCAL YEAR 2017‐18
COUNTY‐WIDE DEMOGRAPHICS & ECONOMIC STATISTICS
LAST TEN (10) CALENDAR YEARS
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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NOTE: N/A indicates information is not available. Population and demographic data are difficult to ascertain because significant portions of the Authority are not a census designated area. The highest population concentration lies within the thirteen square miles of the original NCFMD boundaries (the community of Sun City West) at approximately 2,500 population density per square mile. Roughly fifteen square miles of NCFMD is designated as an active adult community of 55 years of age and older with a median age of 76 as reported in the 2010 census. The remaining 75 square miles of NCFMD are not age restricted and contain multi‐family housing with an average population density of approximately 650 per square mile with an undetermined median age. The South County covers about 330 square miles, the Sun Lakes community is an active adult community, the Tonopah area is a rural and sparsely populated.
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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CURRENT SPECIALTY PAYS:
Paramedic Incentive: Non‐Exempt Shift Sworn positions are paid an additional $2.50 per hour when assigned to a paramedic position.
SALARIED (EXEMPT) CLASSES
Position Starting Ending
Fire Chief 147,357$ 202,220$
Assistant Chief 123,430 158,528
Deputy Chief 107,606 139,014
Division / Battalion Chief 100,925 125,538
Assistant Fire Marshal 71,458 95,761
Emergency Manager 71,458 95,761
EMS Manager 65,217 87,397
Fleet Manager 60,816 86,155
Finance Manager 86,485 117,083
Accountant 58,948 78,817
Information Technology Manager 86,485 117,083
Authority Clerk 72,615 109,100
Human Resources Manager 98,362 132,948
Information Technologies Specialist 48,774 68,630
Fire Inspector 24.38 34.30
A/P Payroll Clerk 19.55 27.69
Support Services Technician II 23.42 33.15
Support Services Technician I 16.69 24.11
Administrative Assistant I 14.23 20.01
Administrative Assistant ‐ Part Time 15.96 22.46 SHIFT SWORN CLASSES
Position Starting Ending
Captain ‐ EMCT 27.63$ 31.91$
Engineer ‐ EMCT 23.61 26.61
Firefighter ‐ EMCT 16.67 23.40
Firefighter ‐ Recruit (40 Hour/Week Position) 22.77 22.77
SHIFT NON‐SWORN CLASSES
Position Starting Ending
Certified Emergency Paramedic 14.63$ 20.32$
Certified Emergency Paramedic ‐ Part Time 15.50 21.81
Emergency Medical Care Technician 12.10 16.27
Emergency Medical Care Technician ‐ Part Time 12.00 16.88
SALARY RANGE
HOURLY RANGE
HOURLY RANGE
WAGE RANGE SUMMARY
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Arizona Revised Statues §48‐805.02 requires fire districts to post their budget summary on their website and in a minimum of three public places at least 20 days prior to a public hearing called by the Governing Board to adopt the final budget. Complete copies of the Arizona Fire & Medical Authority budget document will be made available to members of the public upon written request to the Authority’s Administrative Office. During the public hearings that were held on Tuesday, June 23, 2020, all three Boards adopted the Fiscal Year 2020‐21 budget. Within seven days of adoption, the complete budget will be published to the Authority website and will be maintained there for a period of 60 months. A condensed version of both District’s Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan will be posted at the Authority’s normal posting locations as listed below:
AFMA Website: www.afma.az.gov
Authority Administration: 18818 N. Spanish Garden Drive, Sun City West, AZ 85375
Station 232: 25020 S. Alma School Rd., Sun Lakes, AZ 85248
Station 341: 36511 W. Salome Way, Tonopah, AZ 85354
The official 20‐day posting period is identified as: Wednesday, May 27, 2020 through Monday, June 15, 2020 The detailed proposed budget document will be made available for on‐site inspection and comment, throughout the official posting period during normal business hours, at the following locations: Authority Administration: 18818 N Spanish Garden Drive, Sun City West, AZ 85375 Sun Lakes Fire Station 232: 25020 S. Alma School Rd., Sun Lakes, AZ 85248 Tonopah Fire Station 341: 36511 Salome Way, Tonopah, AZ 85354 The specifics of the proposed budget will be reviewed, in detail, at the regularly scheduled Governing Board Meeting during the Public Hearing prior to the adoption of the final budget on June 23, 2020. Upon final adoption of the Fiscal Year 2020‐21 Annual Budget & Operational Plan, a condensed budget summary and a detailed budget document will be submitted to the Maricopa County Board of Supervisor’s Office as required under state Statutes.
BUDGET POSTING DETAILS
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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Arizona Fire & Medical Authority Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan
July 1, 2020 through June 30, 2021
General Fund Revenues: Property Tax Revenue $ 24,105,559 Peoria Shared Property Tax Revenues (60,000) Fire District Assistance Tax 1,123,823 Ambulance Insurance Billing Revenue 4,398,768 Program Revenues 108,200 Miscellaneous Revenues 861,932
Total General Fund Revenues: $ 30,538,282
General Operations Expenditures:
Wages & Benefits $ 24,597,898 Operations 3,942,461 Training & Development 249,216 Contingencies 783,499
Total General Operations Expenditures: $ 29,573,074
Debt Service Expenditures: Depreciation & Debt Services Expenditures $ 965,208
Total Combined General Ops, Debt Service Expenditures: $ 30,538,282
Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority website at www.afma.az.gov. The budget was presented on Tuesday, May 26, 2020 during the Arizona Fire & Medical Authority Regular Board Meeting for approval to post. In accordance with A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2021. The Public Budget Hearing and final adoption was held on Tuesday, June 23, 2020 at 11:00 a.m. at the Maricopa Board of Supervisors auditorium located at:
205 W. Jefferson Ave. Phoenix, AZ 85003
___________________________ ___________________________
David Wilson, Board Chairman Signatures on file Dawn Miller, Board Clerk
BUDGET POSTING SUMMARY
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 120 of 129
North County Fire & Medical District Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan
July 1, 2020 through June 30, 2021
General Fund Revenues: Property Tax Revenue $ 15,088,878 Peoria Shared Property Tax Revenues (60,000) Fire District Assistance Tax 590,101 Ambulance Insurance Billing Revenue 3,144,193 Program Revenues 69,248 Miscellaneous Revenues 555,496
Total General Fund Revenues: $ 19,387,916
General Operations Expenditures:
Wages & Benefits $ 15,499,532 Operations 2,523,177 Training & Development 158,449 Contingencies 501,439
Total General Operations Expenditures: $ 18,682,597
Debt Service Expenditures: Depreciation & Debt Services Expenditures $ 705,319
Total Combined General Ops, Debt Service Expenditures: $ 19,387,916
Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority website at www.afma.az.gov. The budget was presented on Tuesday, May 23, 2020 during the North County Fire & Medical District Regular Board Meeting for approval to post. In accordance with A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2020. The Public Budget Hearing and final adoption was held on Tuesday, June 23, 2020 at 10:00 a.m. at the Maricopa Board of Supervisors auditorium located at:
205 W. Jefferson Ave. Phoenix, AZ 85003
___________________________ ___________________________
David Wilson, Board Chairman Signatures on file Dawn Miller, Board Clerk
BUDGET POSTING SUMMARY
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 121 of 129
South County Fire & Medical District Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan
July 1, 2020 through June 30, 2021
General Fund Revenues: Property Tax Revenue $ 9,016,681 Fire District Assistance Tax 533,722 Ambulance Insurance Billing Revenue 1,254,575 Program Revenues 38,952 Miscellaneous Revenues 306,436
Total General Fund Revenues: $ 11,150,366
General Operations Expenditures:
Wages & Benefits $ 9,098,366 Operations 1,419,284 Training & Development 90,767 Contingencies 282,060
Total General Operations Expenditures: $ 10,890,477
Depreciation Expenditure: Depreciation & Debt Service Expenditures 259,889
Total Combined General Ops, Depreciation Expenditures: $ 11,150,366
Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority Website at www.afma.az.gov. The budget was presented on Tuesday, May 26, 2020 during the South County Fire & Medical District Regular Board Meeting for approval to post. In accordance with the A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2020. The Public Budget Hearing and final adoption was held on Tuesday, June 23, 2020 at 9:00 a.m. at the Maricopa County Board of Supervisors auditorium located at:
205 W. Jefferson Ave. Phoenix, AZ 85003
_____________________________ Signatures on file _____________________________ Diane Price, Board Chairman Karen Gueltzow, Board Clerk
BUDGET POSTING SUMMARY
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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ARIZONA FIRE & MEDICAL AUTHORITY
BOARD OF DIRECTORS RESOLUTION #AF20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)
A RESOLUTION OF THE ELECTED OFFICIALS OF ARIZONA FIRE & MEDICAL AUTHORITY ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $30,538,282; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE AUTHORITY’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP) OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the Arizona Fire & Medical Authority to adopt an annual operating budget, and; WHEREAS, Arizona Fire & Medical Authority has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of Arizona Fire & Medical Authority to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $30,538,282 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the Authority’s Capital Improvement Plan (CIP) or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________ ____________________________ David Wilson, Board Chairman Dawn Miller, Board Clerk
ADOPTION RESOLUTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 123 of 129
NORTH COUNTY FIRE & MEDICAL DISTRICT
BOARD OF DIRECTORS RESOLUTION #NC20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)
A RESOLUTION OF THE ELECTED OFFICIALS OF NORTH COUNTY FIRE & MEDICAL DISTRICT ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $19,387,916; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE DISTRICT’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP)OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the North County Fire & Medical District to adopt an annual operating budget, and; WHEREAS, North County Fire & Medical District has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of North County Fire & Medical District to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $19,387,916 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the Authority’s Capital Improvement Plan (CIP) or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________ ____________________________ David Wilson, Board Chairman Dawn Miller, Board Clerk
ADOPTION RESOLUTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 124 of 129
SOUTH COUNTY FIRE & MEDICAL DISTRICT
BOARD OF DIRECTORS RESOLUTION #SC20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)
A RESOLUTION OF THE ELECTED OFFICIALS OF SUN LAKES FIRE DISTRICT ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $11,150,366; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE AUTHORITY’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP) OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the Sun Lakes Fire District to adopt an annual operating budget, and; WHEREAS, Sun Lakes Fire District has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of Sun Lakes Fire District to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $11,150,366 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the District’s Capital Improvement Plan (CIP)or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________________ ___________________________________ Diane Price, Board Chairman Karen Gueltzow, Board Clerk
ADOPTION RESOLUTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 125 of 129
NORTH COUNTY FIRE & MEDICAL DISTRICT Certification of Budget Adoption
Pursuant to A.R.S. §48‐805.02D The attached budget in the amount of $19,387,91 was approved and adopted under Resolution #NC20‐0623‐1, by a majority vote of North County Fire & Medical District Board of Directors at a duly noticed Regular Board Meeting held at 10:00 a.m. on June 23, 2020 at the Maricopa County Board of Supervisors auditorium located at 205 W. Jefferson, Phoenix, AZ 85003. Net Assessed Value (Primary Net Value): $426,772,718 FY 2021 Tax Rate (MIL): $2.8644 FY 2021 Levy: $15,088,878 On behalf of North County Fire & Medical District, we certify this is a true and accurate estimate of revenues and expenditures of the amount necessary to support District operations for the 2020‐21 Fiscal Year, and request Maricopa County to levy the amount of $15,088,878 as set forth in the attached Budget. We also certify that in accordance with A.R.S. §48‐805.02(D)(1)(a), the District has not incurred any debt or liability in excess of taxes levied and to be collected and the money actually available and unencumbered at that time in the District’s General Fund, except for those liabilities as prescribed in §48‐805, subsection B, paragraph 2 and §§48‐806 and 48‐807. We further certify that in accordance with A.R.S. §48‐805.02 (D)(1)(b), that the District complies fully with subsection F of this section. APPROVED: ATTEST: ___________________________ ________________________________________
David Wilson, Board Chairman Dawn Miller, Board Clerk
CERTIFICATION OF BUDGET ADOPTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 126 of 129
SOUTH COUNTY FIRE & MEDICAL DISTRICT Certification of Budget Adoption
Pursuant to A.R.S. §48‐805.02D The attached budget in the amount of $9,016,681 was approved and adopted under Resolution #SC20‐0623‐1, by a majority vote of South County Fire & Medical District Board of Directors at a duly noticed Regular Board Meeting held at 9:00 a.m. on June 23, 2020 at the Maricopa County Board of Supervisors auditorium located at 205 W. Jefferson Ave., Phoenix, AZ 85003. Net Assessed Value (Primary Net Value): $281,771,293 FY 2021 Tax Rate (MIL): $3.2000 FY 2021 Levy: $9,016,681 On behalf of South County Fire& Medical District, we certify this is a true and accurate estimate of revenues and expenditures of the amount necessary to support District operations for the 2020‐21 Fiscal Year, and request Maricopa County to levy the amount of $9,016,681 as set forth in the attached Budget. We also certify that in accordance with A.R.S. §48‐805.02(D)(1)(a), the District has not incurred any debt or liability in excess of taxes levied and to be collected and the money actually available and unencumbered at that time in the District’s General Fund, except for those liabilities as prescribed in §48‐805, subsection B, paragraph 2 and sections 48‐806 and 48‐807. We further certify that in accordance with A.R.S. §48‐805.02(D)(1)(b), that the District complies fully with subsection F of this section. APPROVED: ATTEST: _________________________ _____________________________________
Diane Price, Board Chairman Karen Gueltzow, Board Clerk
CERTIFICATION OF BUDGET ADOPTION
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
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BUDGET DEVELOPMENT SCHEDULE
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 128 of 129
AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21
Page 129 of 129
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
A c c r e d i t e d b y C o m m i s s i o n o n F i r e A c c r e d i t a t i o n I n t e r n a t i o n a l ‐ I S O C l a s s 1 Page 2 of 45
ARIZONA FIRE & MEDICAL AUTHORITY
GOVERNING BOARD
G. David Wilson, Board Chairman
Dawn Miller, Board Clerk Richard Bookie, Board Member
Dr. John Crawford, Board Member Karen Gueltzow, Board Member
NORTH COUNTY FIRE & MEDICAL DISTRICT GOVERNING BOARD
G. David Wilson, Board Chairman
Dawn Miller, Board Clerk Richard Bookie, Board Member
Russell “Smitty” Smith, Board Member Merrel “Tony” Sambol, Board Member
SOUTH COUNTY FIRE & MEDICAL DISTRICT GOVERNING BOARD
Diane Price, Board Chairman
Karen Gueltzow, Board Clerk William “Bill” Becker, Board Member
Dr. John Crawford, Board Member Leonard Leach, Board Member
The Role of the Boards
Provide financial oversight and strategic policy direction
to maximize the public value of AFMA services.
FIRE CHIEF
Robert L. Biscoe
The Role of the Chief
In collaboration with the Board of Directors
and in partnership with all members of the organization,
provide direction, protection and order to the Authority and partner agencies as assigned.
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
A c c r e d i t e d b y C o m m i s s i o n o n F i r e A c c r e d i t a t i o n I n t e r n a t i o n a l ‐ I S O C l a s s 1 Page 3 of 45
COMMUNITY‐DRIVEN STRATEGIC PLANNING TEAM1
AFMA Residents/Stakeholders
Governing Board
Fire Chief Robert L. Biscoe
Assistant Chiefs Mary Dalton, Troy Maloney & Tim Van Scoter
Deputy Chief Robert Helie
Deputy Chief/Fire Marshal Eric Kriwer
Division Chief Kane Nixon
Battalion Chiefs Jesus Bravo, Brad Cohen, John McBride,
Steve McCoy, Pat Mifsud, Robert Olmstead
Captains Chris Barkley, Shawn Holcomb,
Dan Villegas, Ron Puchta*, Spencer Snyder*
Paramedic John Zerby*
Firefighter Leslie Pechacek* (*Local 3573/3560 Representatives)
Paramedic Crystal Fresquez
Finance Manager Diane Goke Strategic Initiatives Director Mark Burdick
Health & Medical Coordinator Rebecca Haro Human Resource Specialist Faye Morcom
Administrative Manager Mira Martinez Accounting Supervisor Coaleen Poland
Support Services Coordinator Nick Hricziscse Nurse Practitioner Mary Ellen Radosevich
1Team members reflect the original North County Community‐Driven Strategic Planning Team from 2016, as well as the members
from the 2017 AFMA Strategic Planning session.
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
A c c r e d i t e d b y C o m m i s s i o n o n F i r e A c c r e d i t a t i o n I n t e r n a t i o n a l ‐ I S O C l a s s 1 Page 4 of 45
EXECUTIVE SUMMARY ........................................................................................................................................................... 6
ARIZONA FIRE & MEDICAL AUTHORITY ................................................................................................................................. 8
WHY A JOINT POWERS AUTHORITY? .............................................................................................................................. 8
AUTHORITY FORMATION ............................................................................................................................................... 9
AFMA PROFILE ................................................................................................................................................................ 9
PARTNER AGENCY DESCRIPTIVES ........................................................................................................................................ 11
SOUTH COUNTY FIRE & MEDICAL DISTRICT……………………………………………………………………………………………………………11
SUN LAKES FIRE DISTRICT .................................................................................................................... 11
TONOPAH VALLEY FIRE DISTRICT……….…….…………………………………………………………………………………….11
NORTH COUNTY FIRE & MEDICAL DISTRICT ................................................................................................................ 12
COMMUNITY‐DRIVEN STRATEGIC PLANNING PROCESS ..................................................................................................... 13
STRATEGIC PLAN HISTORICAL OVERVIEW .................................................................................................................... 13
THE COMMUNITY‐DRIVEN STRATEGIC PLANNING PROCESS OUTLINE ........................................................................ 14
EXTERNAL SURVEY ............................................................................................................................................................... 16
ORGANIZATIONAL PHILOSOPHIES ....................................................................................................................................... 17
MISSION ........................................................................................................................................................................ 17
VISION ........................................................................................................................................................................... 17
VALUES .......................................................................................................................................................................... 18
SWOT ANALYSIS ................................................................................................................................................................... 19
STRENGTHS ................................................................................................................................................................... 19
WEAKNESSES ................................................................................................................................................................. 20
OPPORTUNITIES ............................................................................................................................................................ 20
THREATS ........................................................................................................................................................................ 20
COMMUNITY PRIORITIES & EXPECTATIONS – CRITICAL ISSUES & SERVICE GAPS ............................................................. 22
RESIDENT/CITIZEN PRIORITIES ...................................................................................................................................... 22
RESIDENT/CITIZEN EXPECTATIONS ............................................................................................................................... 22
CRITICAL ISSUES AND SERVICE GAPS ............................................................................................................................ 23
STRATEGIC PRIORITIES ......................................................................................................................................................... 24
TABLE OF CONTENTS
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
A c c r e d i t e d b y C o m m i s s i o n o n F i r e A c c r e d i t a t i o n I n t e r n a t i o n a l ‐ I S O C l a s s 1 Page 5 of 45
STRATEGIC PRIORITY 1 – SERVICE DELIVERY & PREPAREDNESS (CUSTOMER SERVICE) .................................................... 25
GOAL 1.1 – EMERGENCY RESPONSE / EFFECTIVE DEPLOYMENT OF RESOURCES ........................................................ 25
GOAL 1.2 – COMMUNITY INTEGRATED HEALTHCARE PROGRAM ................................................................................ 25
GOAL 1.3 – COMMUNITY ASSISTANCE PROGRAMS (CAP) ............................................................................................ 26
GOAL 1.4 – SAFETY AND DISASTER PREPAREDNESS ..................................................................................................... 26
GOAL 1.5 – AFMA ACCREDITATION .............................................................................................................................. 27
GOAL 1.6 – AMBULANCE PROGRAM ............................................................................................................................ 27
GOAL 1.7 – ISO CLASSIFICATION ................................................................................................................................... 27
STRATEGIC PRIORITY 2 – PERSONNEL ................................................................................................................................. 28
GOAL 2.1 – PERSONNEL RECRUITMENT ....................................................................................................................... 28
GOAL 2.2 – PERSONNEL RETENTION ............................................................................................................................ 28
GOAL 2.3 – PERSONNEL TRAINING ............................................................................................................................... 28
GOAL 2.4 – SUCCESSION PLANNING ............................................................................................................................. 29
GOAL 2.5 – EMPLOYEE FITNESS & WELLNESS ............................................................................................................... 30
GOAL 2.6 – RISK MANAGEMENT / HEALTH & SAFETY .................................................................................................. 30
GOAL 2.7 – FIRE CORPS/CAP PROGRAM ....................................................................................................................... 30
STRATEGIC PRIORITY 3 – FINANCES, PLANNING & INFRASTRUCTURE ............................................................................... 31
GOAL 3.1 – OPERATIONAL FUNDING, COST SAVINGS & RECOVERY............................................................................. 31
GOAL 3.2 – PLANNING / FORECASTING ........................................................................................................................ 31
GOAL 3.3 – PARTNERSHIPS / MERGERS / CONSLIDATIONS .......................................................................................... 31
GOAL 3.4 – PREVENTATIVE MAINTENANCE & INVENTORY PROGRAMS ...................................................................... 32
STRATEGIC PRIORITY 4 – COMMUNICATIONS, COORDINATION, CONSISTENCY & EDUCATION ...................................... 33
GOAL 4.1 – COMMUNICATIONS & EDUCATION ........................................................................................................... 33
GOAL 4.2 – REGIONAL CONSISTENCY & COORDINATION ............................................................................................. 33
GOAL 4.3 – STANDARDS & LEGISLATION ...................................................................................................................... 33
STRATEGIC PRIORITY 5 – TECHNOLOGY, DATA & RECORDS MANAGEMENT ..................................................................... 35
GOAL 5.1 – DATA & RECORDS MANAGEMENT ............................................................................................................. 35
GOAL 5.2 – PAPERLESS SYSTEMS .................................................................................................................................. 35
GOAL 5.3 – TECHNOLOGY ............................................................................................................................................. 35
SUCCESS OF THE STRATEGIC PLAN....................................................................................................................................... 36
GLOSSARY OF TERMS AND ACRONYMS .............................................................................................................................. 37
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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Arizona Fire & Medical Authority’s (AFMA) Community‐Driven Strategic Plan, Future Focus: Creating Destiny, for Fiscal Years 2018‐2019 to 2022‐2023 is the continuation of AFMA partners’ Strategic Planning efforts which officially began nearly two decades ago. AFMA’s commitment is to continually work toward self‐improvement and to use its strategic planning documents as blueprints to guide the future of the Authority. The community‐driven strategic planning process provides a goal‐oriented framework for the cost‐effective and efficient provision of fire, medical, and ancillary services to all citizens of AFMA. It is a living management tool that provides short‐term direction, builds a shared vision, sets goals and objectives, and optimizes the use of
resources. It is designed to focus attention and guide decision making to continue to maintain AFMA as an agency of exceptional quality and best industry practices.
This plan is the result of a collaborative effort between AFMA Board members, individual partner District Boards, personnel and residents/property owners. Input for this plan was also gathered via past community surveys, group settings, and one‐on‐one meetings. The community‐driven strategic plan process utilizes a customer‐driven planning progression to go beyond just the development of a document. This encourages AFMA to critically examine paradigms, values, philosophies, beliefs, and desires. It also encourages individuals to work in the best interest of the “team.” This process provides AFMA’s internal customers, its personnel, with the opportunity to participate in the development of the Authority’s long‐term direction and focus. Members of the Strategic Planning Team and AFMA’s residents/stakeholders, including the Governing Board, are committed to this important project and remain committed to its completion and the goals and objectives it outlines for the future.
For a strategic plan to work effectively, the definition of a “strategy” must be well understood. A strategy defines the direction of change intended to accelerate movement toward one or more outcomes. Strategies can be entirely new tasks or changes in the approach to existing tasks. Both types of strategies are included in this plan. AFMA analyzed the current strategic plans of its partner agencies (North County Fire & Medical and South County Fire & Medical District’s) for achieving outcomes and/or strategies yet to be realized. Utilizing that analysis, and feedback from Strategic planning meetings, AFMA evaluated the existing processes and goals of its partner agencies and facilitated adjustments and/or additions as necessary. This document is not a vehicle for restating all AFMA’s workload. Reviewing this Plan will not provide a comprehensive picture of all that AFMA does. The Plan instead keeps the focus on how AFMA intends to change, which prevents the Plan from becoming simply a restatement of what is already documented elsewhere.
The Strategic Plan is not intended to be a budget document. The Plan contains Strategic Priorities with objectives and critical tasks designed to achieve results that positively impact those priorities. AFMA will use this Plan as a template for resource needs in the development of AFMA’s Capital Improvement Plan and its Annual Budget and Operational Plan. Adoption of the Strategic Plan does not guarantee funding of any particular request or that all critical tasks will be accomplished.
EXECUTIVE SUMMARY
Success is not where we stand, but in what
direction we are moving.
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This Strategic Plan is a fluid document and its Strategic Priorities are embedded in AFMA’s Annual Budget and Operational Plan. The Strategic Plan will be reviewed, revised, and adjusted on an “as‐needed” annual basis, at a minimum, during the five‐year period of the plan based on current circumstances and/or conditions affecting AFMA at that time. Planning is a continuous process – one with no clear beginning or end. Due to the creation of the Authority, a new comprehensive community‐driven strategic plan process is being planned. This process will involve newly developed Authority surveys and enhanced resident/stakeholder input opportunities. Processes and priorities will certainly be in a continual dynamic flux as the Authority progresses and the results of any future strategic plan are documented and implemented. The process is intended to be flexible with new information factored in appropriately. Maintaining a commitment to flexibility enhances the ability to expect and absorb changes as necessary. Remaining open‐minded to continually explore new ways to better serve Authority agencies and citizens, while maintaining economic responsibility and protecting the workforce, is challenging. The Governing Board and personnel of AFMA agree that for the Plan to be viable and effective, it must be flexible, grounded, and not viewed as a “wish list.”
The goals of this Plan can only be accomplished with the full commitment and combined best efforts of AFMA’s Board of Directors, its partnering agencies’ Boards, Administrative staff, and personnel. This Strategic Plan provides AFMA the opportunity of becoming an organization with even higher reliability and more public value than it has today.
The vision of the community‐driven strategic plan is customer‐focused, in that it aims toward continual provision of core services to residents and property owners. AFMA continues to be in a crucial time of change due to continued funding limitations, shifting demographics, increased demands for service, competition for resources, current and potential legislative changes, and increasing local, state, and federal mandates. Addressing these challenges was a vital component in driving the decision to form the Authority. Change is inevitable in any endeavor. However, strategic planning in its simplest form identifies key areas of opportunity and challenge and the changes necessary to seize those opportunities and successfully address the challenges. With this Plan, AFMA will adapt to and plan for the changes necessitated by its progressive structure. The challenge AFMA will continue to face, especially as a newly formulated entity, is educating elected officials, AFMA personnel, and the public as to why change is necessary and to involve those entities in embracing and implementing necessary change. The key is to incorporate change methodically with true purpose, planning and, especially, foresight. It is also important to document successes, particularly those based on implemented changes to encourage the continuation of a change‐oriented culture. AFMA plans to continue to maintain the type of environment wherein personnel and the public thrive on the future possibilities that change can provide.
As AFMA continues to move into the future, progressive and prepared, its priority will always be to provide the highest level of caring and quality service to its residents. AFMA will continue to self‐assess and strengthen the organization with clarity and foresight. Change is inevitable. AFMA’s continued ability to be flexible, be proactive, and adapt positively to change will be key factors in the continued success of the organization.
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On February 28, 2017, the Governing Boards of North County Fire & Medical District (NCFMD) and Sun Lakes Fire District (SLFD) approved the adoption of an Intergovernmental Agreement forming the first Fire & Medical Authority in Maricopa County, Arizona. The new Arizona Fire & Medical Authority (AFMA) was established pursuant to Arizona Revised Statutes governing a Joint Powers Authority (JPA). The personnel, equipment, facilities and daily operations of the two combined districts are governed by an Authority Board effective July 1, 2017. The Authority Board is comprised of elected officials appointed from each participating agency. The Authority Board sets policies, recommends an annual budget, assists in long‐range planning, negotiates labor/management agreements, and performs other duties as outlined in the JPA governance documents. Effective January 3rd, 2018, the Tonopah Valley Fire District merged with the Sun Lakes Fire District to form the “South County Fire & Medical District,” and together they are a partner agency with the Authority. Tonopah brought with them one station and twelve full‐time personnel. The former Tonopah Valley Fire District covers approximately 150 square miles and protects nearly 5,000 residents.
Throughout this document, when the term “Authority” or acronym “AFMA” is utilized, it will collectively refer to the Authority’s participating agencies.
Why a Joint Powers Authority?
Fire districts in Arizona continue to struggle financially. Extremely restricted funding sources for districts including tax rate caps, budget growth ceilings, and the passage of Proposition 117 that confines growth in property valuation for tax purposes to 5% or less annually. These constraints, coupled with increasing operational costs, continue to have a damaging impact on emergency services throughout the State. Authority staff remain proactive in recognizing threats to partner agencies’ shrinking financial stability and has made a concerted effort to maintain the lowest possible property taxes. As a matter of practice, Authority staff continues to utilize a long‐term financial projection process to remain fiscally responsible.
Numerous fire service organizations have turned to a new shared services model. The term “shared services” is used in a broad sense to include any arrangement wherein the districts share in revenue, cost or operational responsibility. This business model enables resources to be leveraged across an entire organization resulting in lower costs.
North County Fire & Medical District and Sun Lakes Fire District have a long history of cooperative efforts. The combination of the current fiscal environment, coupled with the past collaborative efforts, created a perfect window of opportunity to explore expanded shared services as both districts endeavored to maintain financial stability and diminish the prospect of a workforce reduction which would seriously impact critical emergency services to each agency’s residents. The two Districts combined protect more than 65,000 residents within a roughly 100 square mile area of unincorporated portions of Maricopa County. Last year, the Districts responded to nearly 14,000 calls for assistance. With the addition of the new South County Fire & Medical District, resulting from the merger of Sun Lakes Fire District and Tonopah Valley Fire District, there are now more than 70,000 residents within a roughly 250 square mile area.
ARIZONA FIRE & MEDICAL AUTHORITY
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Analysis results compiled by independent consultants and Administrative staff were incorporated in a White Paper which indicated that decreased operating costs, increased efficiency, and improved service delivery to taxpayers would be realized with the formation of a Joint Powers Authority. The Authority is projected to assist both Districts, and any future partners, in their ongoing efforts to maintain or enhance the level of emergency services while maintaining financial stability.
Under the Authority, the participating legal entities divest their operational and administrative obligations to a new third entity; the Fire Authority. North County Fire & Medical District and Sun Lakes Fire District still exist as taxing authorities; however, the Authority is the employer. The personnel, equipment, facilities and funds to support the operation of the Authority combined to provide service to the area once served by the individual agencies.
By combining two special taxing districts under one management structure, economies of scale have been, and will continue to be, achieved. For example, due to both consolidation and the formation of the Joint Powers Agreement (JPA), “boots on the ground” service delivery has improved for AFMA residents. Personnel safety has also improved. One of the primary benefits of the Authority is the reduction in administrative overhead costs. This administrative cost reduction provides both districts with the opportunity to reallocate funding to stabilize and/or enhance fire and emergency medical service delivery. It affords both districts the ability to meet the goal of providing the highest level of care and quality service to their residents. Other benefits will be highlighted in the annual budget and operational plan.
It is the Authority’s hope that as more economies of scale are achieved and statistically documented, other agencies will see the advantage of joining forces with the Authority. This occurred in just a little over a year after forming the Authority, as the Tonopah Valley Fire District elected to merge with Sun Lakes and formed a larger partner agency within the Authority. The combining of additional agencies will only result in continued positive effects on both the budgets and the services for each of the partnering agencies. As AFMA looks to the future, outreach efforts will continue, and expansion of the Authority’s boundaries and partnership opportunities are key to its long‐term success.
Authority Formation
The Authority’s guiding parameters are found in the Joint Powers Authority Intergovernmental Agreement (IGA) approved on February 28, 2017, along with any subsequent amendments. The IGA details the Authority Board appointment process and outlines that the North County Fire & Medical District’s personnel policies, board bylaws, core documents, etc. would be utilized by the Authority until or if otherwise decided by the Authority Board.
AFMA Profile
The Authority is a professional multi‐service organization providing fire protection, emergency and non‐emergency medical services, hazardous materials response, technical rescue, and disaster preparedness and response. Emergency medical services include basic and advanced (ALS – paramedic) level care as well as ambulance transportation. Authority services and programs also include Fire Corps and Community Assistance Programs, public assistance / non‐emergency response, inter‐facility transport, fire cause determination and
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investigation, fire code enforcement and inspection, public education, public and media information, special needs assistance, and other support services. Additionally, the Authority contracts with the State and Federal governments to provide wildland fire suppression services.
To deal with emergencies, the Authority currently staffs a team of professional personnel with the skills and equipment necessary to deal with a wide variety of emergencies. The Authority deploys its resources from 8 strategically located fire stations manned by a complement of certified firefighters (all of whom are cross‐trained as paramedics or emergency medical technicians) and EMS ambulance personnel. The Authority operates 7 engine companies, 1 ladder company, 6 civilian staffed Paramedic ambulances, and 2 battalion command units all operate 365 days annually. The Authority’s engine and ladder companies are all advanced life support (paramedic) which are equipped and operated as first response units for medical emergencies.
The Authority also continues to participate in an active automatic / mutual aid system with 25 plus Phoenix metropolitan area fire agencies. This system assures that the closest unit responds to an emergency regardless of the community in which the emergency occurs. Any efforts to enhance the automatic / mutual aid system only serve to strengthen each of the respective departments in providing high quality emergency services in an efficient manner.
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South County Fire & Medical District
The South County Fire & Medical District (AFMA Battalion 231 and 341) was formed in January 2019 through the merger of the Sun Lakes and Tonopah Valley Fire Districts. The District now protects roughly 20,000 residents within an approximately 200 square mile area. The current Insurance Services Office (ISO) Property Protection Rating for the Sun Lakes community is Class 1 and Class 3 in the Tonopah area (1 = superior / 10 = does not meet minimum criteria).
PARTNER AGENCY DESCRIPTIVES
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North County Fire & Medical District
The North County Fire & Medical District (AFMA Battalion 101) was formed in 1981. The District is located in northwest Maricopa County, Arizona, and includes the communities of Coldwater Ranch, Corte Bella, Cross River, Dos Rios, Pinnacle Peak County Island, Rancho Cabrillo, Rancho Silverado, Rio Sierra, Sun City West, Wittmann, and other areas in the northern portions of Maricopa County. In October 2016, North County Fire & Medical District consolidated with Wittmann Fire & Medical District. The District, it has grown to protect nearly 50,000 residents within an area of roughly 90 square miles. The District is currently an Insurance Services Office (ISO) Property Protection Rating Class 1 (1 = superior / 10 = does not meet minimum criteria), which places the District in the top 1% of more than 49,000 fire departments nationally and the first department in Arizona to have achieved this prestigious classification. The District has also achieved Accredited Agency status by the Commission on Fire Accreditation International (CFAI).
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STRATEGIC PLAN HISTORICAL OVERVIEW AFMA’s partner agencies have utilized Strategic Plan documents in the past. Once adopted by the individual Governing Boards, the plans are utilized by AFMA personnel on a regular basis and are often the nucleus from which results are measured and performance is evaluated. The plans also serve as foundational documents to inform and educate the Governing Board, the public, and personnel and addressed portions of the annual budget process. The development of this document is only the first step. Since the creation of the partner agencies original strategic plans, AFMA partners have reviewed or revised the plans on an annual basis. Throughout the initial, as well as all planning revision processes, emphasis has been placed on the following elements: Mission, Vision, and guiding Values; the SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats); the priority of programs and services provided; and the needs and expectations of the community and partner agency personnel. During AFMA Strategic Planning discussions, the structure of AFMA’s organizational documents was determined. The Strategic Plan is a standalone document containing AFMA’s Strategic Priorities, objectives, and critical tasks. The Capital Improvement Plan is a standalone document outlining financial projections including annual facility, apparatus, and equipment needs as well as projects requiring future capital funding needs. The Annual Budget & Operational Plan is the final planning document. This document is consistent with the Strategic Plan. Both the Strategic Plan and Capital Improvement Plan are appendices to the Annual Budget/Operational Plan following their approval which allows for one continuous document for organizational guidance and reference. Utilizing one document for achieving annual objectives creates a more concise focus on the projected accomplishment of each year, particularly from the perspective of mid‐level supervisors and field personnel.
AFMA PLANNING DOCUMENTS RELATIONSHIP
COMMUNITY‐DRIVEN STRATEGIC PLANNING PROCESS
Annual Budget /
Operational Plan
Strategic PlanCapital
Improvement Plan
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North County Fire & Medical District’s (NCFMD) Strategic Plan has also been intrinsically tied to the Accreditation process following NCFMD’s achievement of re‐accreditation by the Center for Public Safety Excellence. The Center for Public Safety Excellence is a strong proponent of the community‐driven strategic
planning process. AFMA decided to enhance the correlation between its Strategic Plan and the Accreditation process. During AFMA’s recent Strategic Planning process, it was determined that, due to AFMA’s commitment to researching the possibility of Accreditation for the entire Authority, the Authority Strategic Plan would continue to include that correlation. Therefore, annual critical tasks included in Strategic Plan and the Annual Budget/Operational Plan are also tied to Accreditation Self‐Assessment Manual categories when possible. The voice of the community drives an organization’s operations and charts the course for their future. A “community‐driven organization” is
defined as one that “maintains a focus on the needs and expectations, both present and future, in the creation and/or improvement of the product or service provided.2
Using the U.S. Federal Consortium Benchmarking Study Team’s definitions of the specific terms used in the above definition:
focus means that the organization actively seeks to examine its products, services, and processes through the eyes of the customer;
needs and expectations means that customers’ preferences and requirements, as well as their standards for performance, timeliness, and cost, are all considered in planning for the products and services of the organization;
spoken and unspoken means that not only must the expressed needs and expectations of the customers be heard, but also that information developed independently “about” customers and their preferences, standards, and industry will be incorporated into the organizational planning; and
present and future recognizes that customers drive planning and operations, to serve both current and future customers.
The Community‐Driven Strategic Planning Process Outline
1. Defines the services provided to citizens and establishes their service priorities 2. Establishes citizen and personnel expectations of AFMA, including AFMA aspects that the citizens and
personnel view positively, as well as concerns they may have 3. Reviews and re‐establishes, if necessary, AFMA’s Mission, Vision, and Values 4. Completes a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis 5. Establishes realistic goals and objectives, along with critical tasks for each objective 6. Garners organizational and community commitment to the plan
Development of AFMA’s community‐driven strategic plan utilized past surveys which garnered the input of residents/ stakeholders. Survey results were collated and re‐analyzed.
2 Federal Benchmarking Consortium (1997, February). Serving the American Public: Best Practices in Customer‐Driven Strategic Planning
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In November 2017, 20 of AFMA’s field personnel and administrative staff met to begin the process of reviewing and updating the Strategic Plan. Past survey input which revolved around community expectations and concerns was reviewed and discussed. The process was a team effort and emphasis were placed on all the components of the Community‐Driven Strategic Planning Process Outline. Finalization of the plan included:
Two board meetings for input prior to draft plan presentation
Fire Board/Public presentation of the draft Strategic Plan
Proposed adoption of plan
Distribution of plan as adopted
Inclusion of the adopted plan as an appendix of the Annual Budget and Operational Plan along with
the adopted Capital Improvement Plan
2016 Community‐Driven Strategic Plan Internal Planning Meeting
November 2017 Authority Staff Retreat to review/update Strategic Plan
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Staff used the most recent community survey data for both North County Fire & Medical District (NCFMD) and former Sun Lakes Fire District, which was collected in 2016. A new comprehensive community‐driven strategic plan process will be planned and implemented by AFMA for future Strategic Plan updates. During the survey process, community residents were requested to provide input regarding their service priorities, additional program requests, their satisfaction with the services received, and suggestions on how to improve services. A significant number of respondents indicated a high level of satisfaction with response times, and the professionalism and caring attitude of personnel. Respondents also indicated their high regard for all the services offered and the friendliness and approachability of personnel. Comparisons of how individuals rated their satisfaction with services are included below:
Fire Calls 100% rated Good to Excellent Medical Calls 100% rated Good to Excellent Fire Inspections 99% rated Good to Excellent Public Education/Community Relations 100% rated Good to Excellent
Overall Customer Service satisfaction was rated “Good” to “Excellent” by 98% of survey respondents. There were no large‐scale areas of concern regarding the services provided. AFMA plans to consistently and regularly seek feedback regarding the priorities of the residents, i.e., surveys on AFMA’s website, incident feedback cards, question and answer periods following community presentations as well as public feedback opportunities during AFMA Governing Board meetings. Community priorities will continue to present a primary focus for AFMA’s plans for the future.
EXTERNAL SURVEY
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AFMA’s organizational philosophy, or its mission, vision, and value statements are the foundation for AFMA’s success. Every effort has been made to keep these meaningful and memorable so that the individuals who comprise the organization feel they give credence to the goals, objectives, and day‐to‐day tasks. In an effort to keep the mission, vision, and value statements present in the collective consciousness of AFMA personnel, copies are posted at each AFMA facility and included in various AFMA publications.
MISSION
It is imperative that a mission statement depict the general theme and principles by which AFMA represents its collective purpose. It is necessary that every organization define its fundamental purpose and philosophy. The mission statement answers the basic question of why the organization exists and describes the needs the organization was created to fill. Without the guidance of a mission statement, programmatic priorities are difficult to establish. The mission statement also provides the basis for judging the success of an organization and its programs. It helps to verify that the organization is on the right track and making the right decisions. It provides direction when the organization must adapt to new demands. Attention to AFMA’s mission helps the Board and employees adhere to AFMA’s primary purpose and serves as a touchstone for decision making during times of conflict.
During the 2017 AFMA Strategic Planning session, it was decided that the mission statement utilized by North County Fire & Medical District was still reflective of the direction of the Authority.
AFMA’s Mission Statement is as follows:
Our mission is to protect life and property and to enhance the well‐being of all those we serve.
VISION
The next progression was to review AFMA’s vision. The benchmarks set during this process are used as guidelines for excellence that AFMA strives to achieve.
AFMA will continue to face unique challenges in keeping pace with the changing world in which we live and work. AFMA must not forget the traditions and people who brought it to this point. However, it must adapt, be flexible, and be progressive in order to remain successful. During the 2017 AFMA Strategic Planning Session, it was decided that the vision statement utilized by North County Fire & Medical District was still a reflection of the vision of the Authority.
AFMA’s Vision Statement is:
We will provide exceptional services through organizational teamwork to promote an innovative, responsive, and professional AFMA that adapts within a changing environment. Utilizing collaborative working relationships, we strive to be a leader in our industry. We endeavor to be fiscally responsible with the single purpose of serving the greater community good.
ORGANIZATIONAL PHILOSOPHIES
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VALUES
Establishing a set of values to be embraced by all AFMA personnel is extremely important. During the 2017 AFMA Strategic Planning discussions, it was determined that the R.I.T.E. Values (Respect, Integrity, Teamwork, Excellence) utilized by North County Fire & Medical District continued to express the beliefs and commitments that constitute the structure of AFMA and that personnel should strive to embody these values.
The AFMA Values list is as follows:
R.I.T.E. Values – Respect, Integrity, Teamwork, Excellence
Employees are expected to live the R.I.T.E. values and behaviors of AFMA while achieving goals and objectives and demonstrating leadership competencies.
Respect: We recognize the contributions and unique value of each individual employee, customer, and partner.
Integrity: We conduct all our activities honestly and objectively. We accept responsibility for our decisions/actions.
Teamwork: We achieve our goals by working together through cooperation, communication, service, and commitment.
Excellence: We strive to be the best in everything we do with dedication to quality, efficiency, innovation, and continuous learning.
AFMA strives to be a leader in providing fire and life safety services. It is imperative that all the personnel of AFMA realize the potential in themselves and their fellow employees and desire to continue the AFMA partner agencies’ tradition of excellence. Personnel are committed to being good stewards of AFMA and to, in turn, be role models for fire and emergency services in general.
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During the 2017 AFMA Strategic Planning process, participants completed a SWOT analysis requiring AFMA to look candidly at its strengths and weaknesses and to identify opportunities and threats with which it is faced.
STRENGTHS
Understanding organizational strengths is a first step toward understanding whether AFMA is meeting its challenges and responsibilities. The formation of AFMA gave it inherent strengths that can be acknowledged, developed, and supported to ensure a set of strategic initiatives can be met. It is important for AFMA to identify its strengths to ensure that it can provide the services requested by customers as well as making sure strengths are consistent with the issues facing the organization. Through a consensus process, the following strengths were identified:
Customer Service
Personnel – well trained, professional
Emergency response times
Insurance Services Office (ISO) Rating of 1
Strong Reputation
Organizational Enthusiasm
Dedication to excellence
Volunteers
Quality of AFMA’s Infrastructure
Autonomy
Personnel Health and Wellness
Financial Stability
Strong Leadership
Caring and Compassionate Workforce
Internationally Accredited (CFAI)
Ability to Create Change
Progressive and innovative culture
Participatory Management Process
Strategic and Community Partnerships
Variety and Quality of Programs Provided
Going Above and Beyond
Pride
Political Relationships
Safety
Team Environment
Labor/Management Relationship
SWOT ANALYSIS
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
EXTERNAL
INTERNAL
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WEAKNESSES (OR NEEDING ENHANCEMENT)
For AFMA to continue to progressively move forward, it must not only be able to identify its strengths, but also those areas where improvement can be achieved. Admitting weakness is important to bring about organizational advancement. Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. Identifying shortcomings helps lead to effective long and short‐term solutions to problems. To move an organization forward, it is important to understand and commit to working through weakness and constraint. These areas are not the same as threats to be identified later in this document, but rather those day‐to‐day skills or programs that will not usually “make or break” AFMA but will slow or inhibit progress. Through a consensus process, the following weaknesses were identified:
Data Management ‐ information analysis/ quality/capability
Promoting and/or Celebrating Success
Internal/External Communication/Marketing
Workload
Distance from training facilities/Cost of Usage
Mentorship/Succession Planning
Inconsistencies in Internal Accountability OPPORTUNITIES
The opportunities for AFMA depend on the identification of strengths and weaknesses and how they can be enhanced or overcome. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both in and beyond the traditional service areas. The following opportunities were identified:
Technology
Alternative funding/cost savings and recovery
Expanded Levels of Service and/or Scope of Practice (Community Paramedicine, Mobile Integrated Health Programs, Social Work/Crisis Intervention)
Additional and expanded methods to enhance communication and connectivity with AFMA citizens and internal customers
Mentoring / Succession Planning / Leadership Development
Growth
Resource Allocation Modifications
Continued and expanded joint partnerships with other entities (training, health, etc.)
Volunteer Program Expansion
Regional service delivery options
Internship Opportunities with colleges, universities, and technical schools
Enhanced Information / Data Analysis
Resource Sharing
THREATS
Traditionally, there are situations and conditions outside of the organization that may not be completely and/or directly controlled by the organization. The adaptability to address “threats” is dependent on how well the organization is prepared, how it gathers information, and how well the organization can forecast. To draw strength and gain the full benefit of any opportunity, these threats with their risks and challenges must be
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identified. Early recognition of current and future challenges can greatly help mitigate loss or constraint potential to AFMA in terms of finances, personnel, public perception, etc. Threats identified include:
Funding limitations and/or stability and growth of future funding – both current and threatened (property valuation, tax rate caps, legislative changes, taxpayer reform initiatives, revenue diversity, cost of unfunded mandates, etc.
Media Relations – accuracy of information
Increasing service demands
Community apathy
Loss of experience and expertise due to retirement of senior management and other key personnel
City Annexations
Politics (community, city, county, state, national)
Terrorism – Cyber and Physical
“High achievement
always takes place in the
framework of high
expectation.”
Jack Kinder
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RESIDENT/CITIZEN PRIORITIES
For AFMA to appropriately and accurately dedicate time, energy, and resources on the service and program priorities most desired by AFMA’s citizens, AFMA must understand what the residents consider to be their priorities. Based on Strategic Planning discussions and the review of past survey instruments, AFMA Strategic Planning participants determined the following service priorities in the order of importance:
SERVICE PRIORITIES (in order of importance)
Emergency Medical Service (Paramedics)
Emergency Ambulance Transport
Fire Suppression
Fire Prevention
Fire Investigation
Hazardous Materials Mitigation
Public Fire / Life Safety Education
Domestic Preparedness Planning & Response
Inter‐Facility Transport Services
RESIDENT/CITIZEN EXPECTATIONS
Understanding AFMA citizens’ expectations of its fire and emergency services organization is critically important in developing a long‐range perspective. With this knowledge, internal evaluation may be ongoing to determine whether any service emphasis needs to be changed and/or bolstered to fulfill resident expectations. In certain areas, education on the level of service that is already available may be the solution. Based on the results of past survey information and Strategic Planning discussions, the following resident expectations were delineated by AFMA Administrative staff:
Fast Response Time – Fast response times continued to be a priority and expectation for residents.
Communication – The desire for ongoing and additional communication is a significant expectation for Authority residents. Moving forward, AFMA’s goal will continue to be the ongoing improvement of the flow of information to effectively communicate timely, relevant, and accurate information to both AFMA’s external and internal stakeholders.
Maintaining Fiscal Responsibility – Authority residents expect to receive continued excellent service at a reasonable cost.
COMMUNITY PRIORITIES & EXPECTATIONS
CRITICAL ISSUES & SERVICE GAPS
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CRITICAL ISSUES AND SERVICE GAPS
A critical issue may be defined as a problem or opportunity that is critical to the overall success of the organization. Strategic Planning discussions and past survey data determined that Authority residents/stakeholders did not identify any current critical issues. A service gap is defined as an unmet customer need. Although Authority residents/stakeholders did not identify any current service gaps, strategic planning staff determined that the Authority should continue to foster the innovative and progressive environment that inspires the development of services which enhance the well‐being of those served. During the 2017 AFMA Strategic Planning Session, it was determined that, although AFMA will continue to hopefully offer the traditional variety of fire department services and programs to the satisfaction of the residents, AFMA will also continue its partner agencies’ tradition of thinking “outside the box” of normal fire department services and programs to attempt to identify issues before a problem or service gap occurs. The strategic plan discussion identified the following services or potential gaps – some of which AFMA is already in the process of implementing. These items will be included in the Strategic Priorities section of this Plan:
1. Expanded Community Assistance Program (Crisis Response) within Fire Corps 2. Communications (Internal/External) 3. Marketing of the Authority (Internally to residents, externally to Fire & EMS organizations) 4. Succession Planning/Mentoring/Recruiting 5. EMS Technology (i.e. data‐mining, vehicles) 6. Fire Investigations (Training, Code Development, Partnerships)
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To this point, this community‐driven strategic planning process dealt with reviewing AFMA’s Mission, Vision, and Values, reviewing the S.W.O.T. analysis, and identifying any critical issues and/or service gaps. The following pages identify five strategic priorities that were established and includes corresponding objectives and critical tasks. The objectives and critical tasks were developed to be consistent within these parameters:
Aligned with the stated mission, vision, and values statements. The point of the objectives and critical tasks is to define specific, measurable results that indicate movement toward realizing AFMA’s organizational philosophies.
Specific measurable outcomes. Each objective and critical task must be measurable so that it is possible to objectively determine the degree to which the goal is being achieved. Objectives and critical tasks were developed with the SMART method in mind: S – Specific, M – Measurable, A – Attainable, R – Relevant, T – Timely
Organization‐wide in scope. Objectives and critical tasks are not individual or Division work assignments. Rather, they are shared results that the entire organization can work toward.
Built on consensus and common ground. These outcomes are intended to address the shared agreement within the organization and involved communities about the organization’s current strengths, weaknesses, and needs.
Few in number. The goals and outcomes should be significant enough to encompass the mission, principles, vision, and values of the organization, while being few enough to maintain a focused simplicity on the strategic change most valued.
Timelines for completion of the objectives have been set. Periodic review of the progress towards these priorities and objectives will be scheduled and timelines will be adjusted as needs and the environment changes. The goals and objectives should become the focus of the efforts of AFMA. By following these goals and objectives carefully, AFMA can be directed into its desired future having reduced the obstacles and distractions along the way.
The following five strategic priorities will guide AFMA’s accomplishment of its goals and objectives for the future. During the 2017 strategic planning process, an additional important critical task was added to Strategic Priority 4 in Objective 4.1B to develop an annual “Strategic Vision” report which will capture the previous year’s accomplishments as well as list the following year’s goals:
Strategic Priority 1 – Service Delivery & Preparedness (Customer Service)
Strategic Priority 2 – Personnel
Strategic Priority 3 – Finances, Planning, & Infrastructure (“Bricks & Mortar”)
Strategic Priority 4 – Communications, Coordination, Consistency, Education and Marketing
Strategic Priority 5 – Technology, Data & Records Management
STRATEGIC PRIORITIES
“Plans are only good intentions unless they
immediately degenerate into hard work.” PeterDrucker
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ST
GOAL 1.1 EMERGENCY RESPONSE / EFFECTIVE DEPLOYMENT OF RESOURCES – Deliver exceptional and efficient emergency services while ensuring that personnel are allocated in the safest and most cost‐effective manner and that current operational procedures are producing the desired results
Objective 1.1A Analyze current response/deployment practices
Critical Tasks Evaluate the effectiveness and efficiency of AFMA’s current emergency response/deployment model utilizing AFMA Standards of Cover Assessment
Research best response/deployment practices and standards
Wittmann & Tonopah Area Station Location and Response Analysis
Division/Section(s): PLANNING Completion Timeline: JUNE 2021
Objective 1.1B Response/deployment modifications or enhancements
Critical Tasks Identify and evaluate potential strategies to target improved alarm processing, turnout times, travel times, and/or other opportunities for response/deployment improvements
Develop a response/deployment plan to address necessary changes or enhancements
Utilize the Standards of Cover process to monitor and analyze the effectiveness of any changes that are implemented
Division/Section(s): EMERGENCY SERVICES Completion Timeline: DECEMBER ‐ ANNUALLY
Objective 1.1C Analyze AFMA’s wildland / urban interface risks
Critical Tasks Identify high risk areas of the Authority
Promote awareness and safety through Community Outreach
Conduct annual brush fire and urban interface training for Authority crews
Division/Section(s): EMERGENCY SERVICES Completion Timeline: FISCAL YEAR 2020‐21
GOAL 1.2 COMMUNITY INTEGRATED HEALTHCARE PROGRAM – Re‐design AFMA’s EMS mission to provide care in the most effective way for internal and external customers by taking on a broader role in the healthcare system and filling gaps in services based on customer needs
Objective 1.2A Community Integrated Healthcare
Critical Tasks Identify any additional needs and determine procedures necessary to fill identified gaps
Implement strategies to strengthen program awareness and highlight the benefits of CIH Program(s)
Division/Section(s): EMS Completion Timeline: COMPLETED
STRATEGIC PRIORITY 1
SERVICE DELIVERY & PREPAREDNESS (Customer Service)
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Objective 1.2B Community Integrated Healthcare Program Modification
Critical Tasks Actively participate with the State, County, hospital systems, mental health agencies, other agencies and community leaders to identify opportunities for CIH program opportunities
Potentially implement Community Integrated Healthcare Program(s) – Having identified the need, shift focus to delivery of service.
Develop an evaluation process to measure program needs and effectiveness‐ Once program and delivery mechanism is addressed, evaluate effectiveness.
Complete Treat & Refer Component Feasibility Study
Complete Child Immunization Program Feasibility Study
Division/Section(s): EMS Completion Timeline: FISCAL YEAR 2020‐21
GOAL 1.3 COMMUNITY ASSISTANCE PROGRAMS (CAP) – Research processes and resources for community assistance services within AFMA.
Objective 1.3A Identify long‐term community assistance needs
Critical Tasks Begin to implement the plan developed in Fiscal Year 2018/19 to address defined needs
Develop an evaluation process to measure the effectiveness of implemented programs
Division/Section(s): COMMUNITY RISK MGMT. Completion Timeline: FISCAL YEAR 2020‐21
GOAL 1.4 SAFETY AND DISASTER PREPAREDNESS – Ensure that appropriate steps have been taken in an effort to prevent disasters from occurring, minimize the impact of those that do occur, and prepare AFMA management response and recovery operations for large scale emergencies
Objective 1.4A Current Disaster Preparedness Plan
Critical Tasks Evaluate existing plans, including the Maricopa County Disaster Plan and Physical/Cyber Terrorist Attack protocols.
Identify any necessary modifications needed.
Work to maintain the Authority's Emergency Operations Plan (EOP).
Work to establish and maintain the Continuity of Operations Plan (COOP).
Complete new Disaster Preparedness Plan revision keeping it relevant, exercised, and accurate and so that it coincides with the County plan.
Division/Section(s): PLANNING Completion Timeline: JUNE 2021
Objective 1.4B Strengthen the Authority's Pandemic Plan
Critical Tasks Evaluate existing plans, including the Maricopa County Disaster Plan.
Identify special considerations for protecting the health and safety of employees and utilizing community mitigation measures while maintaining essential government functions and services during a pandemic outbreak.
Discuss continuity plans and procedures for telework during a pandemic and identify best practices and areas requiring improvement.
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Identify solutions or alternative actions to challenges, gaps, or weaknesses for continuity presented during a pandemic event.
Integrate the Pandemic Plan into the AFMA Continuity of Operations Plan (COOP).
Division/Section(s): PLANNING Completion Timeline: JUNE 2021
Objective 1.4C Strengthen the Authority's Emergency Management Section
Critical Tasks Conduct surveys to determine the types of emergency‐related needs that will need to be addressed in disaster planning or provide technical support to others conducting such surveys.
Consult with officials of local, regional, and state governments, schools, hospitals, and other institutions in order to determine their needs and capabilities in the event of a natural disaster or another emergency.
Design and administer emergency/disaster preparedness training courses that teach people how to respond to major emergencies and disasters effectively.
Develop and maintain liaisons with municipalities, county departments, and similar entities in order to facilitate plan development, response effort coordination, and exchanges of personnel and equipment.
Develop and perform tests and evaluations of emergency management plans in accordance with state and federal regulations.
Inspect facilities and equipment such as emergency management centers and communications equipment in order to determine their operational and functional capabilities in emergency situations.
Keep informed of activities or changes that could affect the likelihood of an emergency, as well as those that could affect response efforts and details of plan implementation.
Keep informed of federal, state, and local regulations affecting emergency plans, and ensure that plans adhere to these regulations.
Propose alteration of emergency response procedures based on regulatory changes, technological changes, or knowledge gained from outcomes of previous emergency situations.
Apply for federal funding for emergency management related needs; administer such grants and report on their progress.
Attend meetings, conferences, and workshops related to emergency management in order to learn new information and to develop working relationships with other emergency management specialists.
Division/Section(s): PLANNING Completion Timeline: ONGOING
Objective 1.4D Analyze current radiological protection, detection, and decontamination.
Critical Tasks Develop and implement training procedures and strategies for radiological protection,
detection, and decontamination.
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Develop instructional materials for the public and make presentations to citizens' groups in order to provide information on emergency plans and their implementation process.
Inventory and distribute nuclear, biological, and chemical detection and contamination equipment, providing instruction in its maintenance and use.
Division/Section(s): PLANNING Completion Timeline: ONGOING
Objective 1.4E Increase public awareness regarding safety and preparedness
Critical Tasks Expand AFMA resident education efforts regarding disaster preparedness
Increase the number of residents who participate in AFMA fire and life‐safety prevention activities
Develop an evaluation process to measure AFMA resident safety and preparedness program effectiveness
Evaluate effectiveness of the AFMA Fire Pal Program and enhance to meet the needs of the community demographics
Improve and expand Home Safety Survey Program with a goal of 100 per year.
Host annual Community Preparedness event in each battalion including the communities of Sun City West, Wittmann, Sun Lakes, and Tonopah
Augment CCC CPR/AED Program that is taught by CRMD and Fire Corps
Division/Section(s): COMMUNITY RISK MGMT. Completion Timeline: JANUARY 2021 & ONGOING
GOAL 1.5 AFMA ACCREDITATION – Attain accredited CFAI agency status Authority‐wide and utilize the continued Accreditation process as a major resource for the adequate deployment and continuous improvement of AFMA
Objective 1.5A Adequately prepare for re‐Accreditation processes and requirements
Critical Tasks Obtain Authority‐wide CFAI Accreditation
Maintain an awareness of evolving accreditation standards
Implement Accreditation Manager succession plan and identify qualified candidates
Analyze policies, practices and equipment that need improvement or modification to meet industry best practices for non‐accredited areas of AFMA
Identify service gaps that negatively impact AFMA
Determine and implement changes needed to maintain accredited status
Division/Section(s): PLANNING Completion Timeline: FISCAL YEAR 2020‐21
GOAL 1.6
AMBULANCE PROGRAM – Achieve accredited agency status to provide assurance to peers and the public that AFMA’s Emergency Ambulance Service has a defined mission and objectives and a process for continuous improvement. Achieve Authority‐wide program cohesiveness.
Objective 1.6A Complete the Commission on Accreditation of Ambulance Services (CAAS) process and any necessary additional program components for Authority‐wide consistency
Critical Tasks Complete necessary documentation for on‐site accreditation review
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Schedule panel of reviewers to conduct on‐site reviews consisting of visitation, interviews, and observation
Division/Section(s): COMMUNITY RISK MGMT./EMS
Completion Timeline: FISCAL YEAR 2020‐21
GOAL 1.7 ISO CLASSIFICATION – Maintain the Insurance Services Office Class Designations
Objective 1.7A Adequately prepare for the ISO re‐evaluation process requirements
Critical Tasks Maintain an awareness of evolving ISO standards
Analyze policies, practices and equipment that need improvement or modification to meet industry best practices
Identify service, training, or equipment gaps that negatively impact rating
Division/Section(s): PLANNING Completion Timeline: JUNE 2021
Objective 1.8 COMMERCIAL BUSINESS INSPECTIONS ‐ Re‐implement Engine Company Safety Survey Program
Critical Tasks Assign quarterly inspections for each shift and station
Develop engine company training program on safety survey techniques
Monitor effectiveness of the Engine Company Safety Survey Program
Division/Section(s): COMMUNITY RISK MGMT. Completion Timeline: JANUARY 2021
Objective 1.9 AFMA CODE ENFORCEMENT ‐ Adopt Fire Code Amendment Chapter 12 Energy Systems.
Critical Tasks Draft Chapter 12 Energy Systems Fire Code Amendment for Authority adoption
Obtain Board approval for Chapter 12 Energy Systems Fire Code Amendment
Enforce Chapter 12 Energy Systems code amendment throughout the entire Authority
Division/Section(s): COMMUNITY RISK MGMT. Completion Timeline: SEPTEMBER 2020
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GOAL 2.1 PERSONNEL RECRUITMENT ‐ Hire individuals who will provide AFMA customers (internal and external) with excellent, competent, knowledgeable, efficient, credible, reliable, and friendly service
Objective 2.1A Recruit from a diverse hire group to secure a high performing workforce
Critical Tasks Evaluate effectiveness of AFMA’s current recruitment and evaluation processes
Research best practice recruitment and evaluation methods used by other organizations
Implement changes
Develop an evaluation process to measure the effectiveness of the changes implemented
Division/Section(s): HUMAN RESOURCES Completion Timeline: FISCAL YEAR 2020‐21
GOAL 2.2 PERSONNEL RETENTION – Create, nurture, motivate, and promote a workplace experience that will retain high quality, customer oriented AFMA personnel
Objective 2.2A Promoting and celebrating AFMA successes and nurturing Authority‐wide cohesiveness
Critical Tasks Evaluate current AFMA practices
Identify potential opportunities for improvement
Review plan to effectively recognizes AFMA accomplishments
Division/Section(s): HUMAN RESOURCES Completion Timeline: FISCAL YEAR 2020‐21
Objective 2.2B Employee Recognition Programs
Critical Tasks Review current processes for AFMA employee recognition
Identify potential enhancements to current program(s)
Study additional options for AFMA personnel teambuilding events
Division/Section(s): HUMAN RESOURCES Completion Timeline: COMPLETED
Objective 2.2C Employee Performance Evaluation Program
Critical Tasks Implement new online evaluation program for AFMA employees
Create and conduct training for all employees on new evaluation system
Create and coordinate supervisor training on performance management
Division/Section(s): HUMAN RESOURCES Completion Timeline: FISCAL YEAR 2020‐21
Objective 2.2D New Employee Orientation
Critical Tasks Create and implement new employee orientation presentation for public safety personnel and administrative personnel
Implement online Onboard system for new employee paperwork
Create and implement required training presentations during the onboarding period including new supervisor orientation
STRATEGIC PRIORITY 2
PERSONNEL
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Division/Section(s): HUMAN RESOURCES Completion Timeline: FISCAL YEAR 2020‐21
GOAL 2.3 PERSONNEL TRAINING – Develop training programs to assist AFMA personnel in maintaining and/or enhancing proficiency in order to provide the highest quality of service in the safest manner possible
Objective 2.3A Maintain and enhance current training programs and opportunities
Critical Tasks Research and identify required training (i.e. ISO, CFAI, NFPA, OSHA, etc.)
Identify and inventory current personnel training gaps
Evaluate effectiveness and efficiencies of current AFMA training program, facilities and props
Review and compare best practice examples from other agencies
Identify opportunities to enhance AFMA’s current training programs
Develop and implement a formal multi‐year training plan that streamlines the training processes AFMA‐wide and tracks/ensures that all personnel are receiving sufficient and required training.
Develop an evaluation process to measure the effectiveness of AFMA’s training
Review and re‐format Engineers Academy and Captains Academy to meet updated training/testing requirements
Review and re‐format Authority task books to define and develop critical skills and enhance leadership development program(s) and to allow avenues for feedback from personnel
Division/Section(s): TRAINING Completion Timeline: FISCAL YEAR 2020‐21
Objective 2.3B Management Training and Coordination
Critical Tasks Evaluate current supervisor training programs for improvement
Develop a training program for AFMA supervisors that specifically focuses on supervision, management skills, and accountability
Provide additional opportunities for future leaders to take lead roles, e.g., committees, boards, special tasks, etc.
Continue to enhance AFMA promotional testing and assessment center processes
Create a new manager development/mentorship program
Division/Section(s): HUMAN RESOURCES/TRAINING Completion Timeline: FISCAL YEAR 2020‐21
GOAL 2.4 SUCCESSION PLANNING – Establish a comprehensive process for aligning qualified internal candidates for future leadership roles within AFMA
Objective 2.4A Develop a succession plan and create opportunities for employee career paths and career change when possible
Critical Tasks Evaluate changes in organizational structure based on upcoming vacancies
Assess AFMA’s attrition trends (leadership and key personnel projected timeline for retirement)
Develop detailed plan
Identify any existing employees as a resource for upcoming vacancies
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Division/Section(s): HUMAN RESOURCES Completion Timeline: JULY 2021
Objective 2.4B Identify interested qualified candidates and implement employee development plan
Critical Tasks Develop a procedure for identifying interested qualified candidates
Develop and implement a selection process of those identified / interested qualified candidates
Create a workforce plan for employee development inclusive of coaching, job‐shadowing, and mentoring
Division/Section(s): HUMAN RESOURCES/TRAINING Completion Timeline: JULY 2021
Objective 2.4C Evaluate the succession development program
Critical Tasks Evaluate internal candidate capabilities and program effectiveness
Evaluate the necessity for an external recruitment process for AFMA positions where a competitive testing process may be desired (i.e. Fire Chief) or for positions where no internal candidate is qualified or interested
Division/Section(s): HUMAN RESOURCES Completion Timeline: JULY 2021
GOAL 2.5 EMPLOYEE FITNESS & WELLNESS – Maintain a wellness/fitness program to assist employees in maintaining work/life balance, stress management, and quality of life
Objective 2.5A Increase and/or maintain the percentage of personnel who participate in AFMA’s fitness and wellness programs
Critical Tasks Evaluate AFMA’s current Employee Wellness/Fitness Program(s) for effectiveness, gaps, and participation, including the Peer Fitness Program.
Research best practices
Create and implement an employee Fitness/Wellness Plan to address any existing program inadequacies and to enhance the program(s) where needed
Provide employee training and coaching
Evaluate the value and benefit of the program(s) and employee participation levels
Research employee financial health educational opportunities
Division/Section(s): HEALTH / WELLNESS Completion Timeline: DECEMBER 2020
Objective 2.5B Implement Employee Wellness Program
Critical Tasks Complete all employee resiliency training
Certify nominated members of the Peer Support Team in Individual Crisis Intervention
Implement on call Peer Support calendar, welfare checks, individual reach out
Implement Traumatic Event Exposure Form and tracking
Coordinate ongoing Employee Wellness Program Committee Meetings and initiatives
Division/Section(s): HUMAN RESOURCES Completion Timeline: FISCAL YEAR 2020‐21
GOAL 2.6 RISK MANAGEMENT / HEALTH & SAFETY – Protect the health and safety of AFMA personnel through effective training, education, programs, and management as well as through developing policies and procedures which prevent injuries, illness, and maximize health
Objective 2.6A Foster an environment conducive to the safety and health of all personnel
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Critical Tasks Evaluate AFMA’s current health and safety programs for effectiveness and inadequacies
Research best practices
Create and implement an employee Health and Safety Plan to address any existing program inadequacies and to improve or expand the program if necessary
Complete annual report for the Fire Chief
Form an Authority Safety Committee to review accidents/injuries and recommend best practices
Division/Section(s): HEALTH / WELLNESS Completion Timeline: FISCAL YEAR 2020‐21
GOAL 2.7 FIRE CORPS/CAP PROGRAM – Maintain a corps of citizen volunteers to be utilized for non‐emergency activities in support of AFMA programs and to improve services for the communities we serve
Objective 2.7A Fire Corps/CAP Program Expansion
Critical Tasks Implement plan developed in Fiscal Year 2018/19 to address current needs and implement modifications and/or new services
Complete Annual Report for the Fire Chief
Standardize Fire Corps Volunteer Programs Authority wide.
Evaluate options and implement Volunteer Community Assistance/Service Van Program in South County.
Research viability of Service Van Program in North County.
Division/Section(s): COMMUNITY RISK MGMT. Completion Timeline: JULY 2021
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GOAL 3.1
OPERATIONAL FUNDING, COST SAVINGS & RECOVERY – Maintain stable, efficient, and successful financial systems through responsible management and aggressive forecasting combined with creative revenue generation, partnerships, and cost recovery strategies.
Objective 3.1A Evaluate current financial processes
Critical Tasks Evaluate effectiveness of current alternative revenue/cost savings practices
Evaluate the current ambulance billing process and explore cost‐benefit implications of in‐house billing versus utilization of a commercial billing company.
Identify and evaluate additional revenue and cost savings opportunities
Create/implement an annual budget and operational plan that: Ensures ongoing financial stability and predictability Maintains strategies that encourage innovative ideas, partnerships and
programs to achieve revenue diversification, cost control, service efficiency efforts, and service enhancements
Leverages use of existing resources and seeks efficiencies for the greatest community good
Measures actual financial performance against financial forecasts and ensures adequate plans are in place for various fluctuations
Maintains financial transparency and accountability
Division/Section(s): ADMINISTRATIVE SERVICES Completion Timeline: ANNUALLY
Objective 3.1B Promote the Authority’s Ambulance Membership Program
Critical Tasks Analyze Ambulance Membership Program application process
Identify marketing materials such as press releases, mailers, flyers, etc.
Research marketing opportunities such as community centers, large facilities, community newsletters, utility bill flyer inserts, social media, etc.
Develop marketing materials and presentation materials for community presentations.
Schedule presentations for community centers, large facilities, special interest groups.
Maintain and evaluate the program regularly.
Division/Section(s): FINANCIAL SERVICES Completion Timeline: ANNUALLY
GOAL 3.2 PLANNING / FORECASTING – Proactively forecast, and plan for future growth, expansion and long‐term financial requirements
Objective 3.2A Long Term Planning
STRATEGIC PRIORITY 3
FINANCES, PLANNING & INFRASTRUCTURE
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Critical Tasks Develop and maintain financial forecasts that include long‐term equipment, apparatus, facility maintenance and construction; and the modifications needed to serve AFMA’s changing population and service roles
Develop and maintain long‐term financial modeling including potential response deployment modifications that could be implemented if financially necessary
Coordinate the creation of Authority a formalized long range planning process that incorporates all divisions/sections objectives and goals.
Division/Section(s): FINANCIAL SERVICES/PLANNING
Completion Timeline: ANNUALLY
Objective 3.2B Annexation and Future Growth
Critical Tasks Develop and maintain a plan to identify areas of opportunity for Authority annexations and future growth
Work with Landowners, Developers, and other Stakeholders to ensure progressive, but responsible Authority growth
Division/Section(s): PLANNING Completion Timeline: ONGOING
GOAL 3.3 PARTNERSHIPS/MERGERS/CONSOLIDATIONS – Continue to Research economic and practical value of additional merger/functional consolidation/partnerships
Objective 3.3A Continue shared services dialogue
Critical Tasks Explore and evaluate possible program partnerships (shared services) / functional consolidation / mergers, and / or additional Joint Power Authority partners
Identify informational strategies that highlight the value of partnering
Continually research and seek growth and expansion opportunities for the Authority
Division/Section(s): PLANNING Completion Timeline: ONGOING
GOAL 3.4 PREVENTATIVE MAINTENANCE & INVENTORY PROGRAMS – Maintain AFMA facilities, equipment and supplies in a cost‐effective manner in order to provide reliable and effective service delivery with a high regard for personnel safety
Objective 3.4A Preventative Maintenance Program
Critical Tasks Implement new Asset Works Vehicle/Station Maintenance Tracking system
Evaluate potential of internship opportunities with local college or technical institutes
Develop an evaluation process to measure maintenance program effectiveness
Transition facilities maintenance tracking system from Image Trend software system, to Assetworks
Evaluate and potentially implement a college intern program for the Support Services Section
Division/Section(s): SUPPORT SERVICES Completion Timeline: FISCAL YEAR 2020‐21
Objective 3.4B Inventory Program
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Critical Tasks Implement new Asset Works Inventory Tracking System
Develop an evaluation process to measure program effectiveness
Division/Section(s): SUPPORT SERVICES Completion Timeline: COMPLETED
GOAL 3.4C FUTURE FACILITY NEEDS – NEW/REMODEL – Evaluate current AFMA facilities in order to provide reliable, effective service delivery and prepare for new or expanded structures
Objective 3.4C Evaluation of future space/structure needs
Critical Tasks Evaluate current facility space usage and functionality
Research best designs/locations
Develop an evaluation process to measure life expectancy of existing buildings
Complete and/or implement plans for expansion/remodeling of Stations 231, 232, 341 and Headquarters
Evaluate Administration and Community Risk Management Division administrative office needs and remodel as necessary
Complete internal feasibility study for fleet services / training facility Complete renovation construction at Station 231 Complete tenant improvement projects at Station 341
Division/Section(s): SUPPORT SERVICES Completion Timeline: FISCAL YEAR 2021‐22
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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GOAL 4.1 COMMUNICATIONS ‐ Improve the flow of information to cohesively and efficiently communicate both internally and externally in a timely, relevant, accurate and effective manner
Objective 4.1A Review Communication Practices
Critical Tasks Identify and evaluate the timeliness, relevance and effectiveness of AFMA’s current communication processes (internal and external)
Identify what information should be communicated, by whom, and how often
Identify current communication gaps
Identify educational opportunities regarding best practice communication methods with varying age groups
Research best practice methods that other organizations use to effectively communicate with citizens and personnel
Implement plan based on findings
Division/Section(s): ADMINISTRATION Completion Timeline:
COMPLETED
Objective 4.1B Revise and/or Implement New Communications Methods and Practices
Critical Tasks Develop an annual “Strategic Vision” report which will capture the previous year’s accomplishments as well as list the following year’s goals
Create a sustainable system for timely, relevant, accurate and effective AFMA communications (internally and externally)
Maintain social media sites such as Twitter, Facebook and Instagram so they are active, timely, accurate and continue to grow followers
Implement and maintain new Authority Intranet site; provide training for all personnel
Implement new communication methods based on data obtained regarding best practice communication options for varying age groups
Develop an evaluation process to measure the effectiveness of changes implemented
Division/Section(s): ADMINISTRATION/COMMUNITY RISK Completion Timeline:
JUNE 2021
GOAL 4.2 REGIONAL CONSISTENCY & COORDINATION – Strive to maintain existing interface with internal, local and regional agencies enabling AFMA to provide cost effective and expanded services and to have access to future technology and industry advances through local and regional partnerships.
Objective 4.2B Create or maintain coordination, cooperation and collaboration that affords AFMA the highest levels of service in the most efficiently and attainable way.
STRATEGIC PRIORITY 4
COMMUNICATIONS, COORDINATION, CONSISTENCY, AND
EDUCATION
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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Critical Tasks Strive to improve cooperation, coordination, and synergy with neighboring fire service agencies
Identify and evaluate membership in pertinent industry related groups and agencies
Research additional potential partnerships with local and regional agencies
Division/Section(s): PLANNING Completion Timeline:
ONGOING
GOAL 4.3 STANDARDS & LEGISLATION – Stay abreast of any changes in Standards and/or legislation that may affect AFMA.
Objective 4.3A Incorporate any new standards and/or legislation as required to continue to provide citizens with quality services
Critical Tasks Continue referencing relevant standards and legislation to enhance services, improve safety and quality, and meet industry best practices
Evaluate compliance with all emergency services protocols and rules; make any required changes
Utilize “acceptable solutions” or “means of compliance” when necessary to ensure compliance with standards and/or legislative mandates
Maintain pertinent memberships in fire and EMS related agencies to stay current with any standard or legislative changes, to actively assist with crafting new legislation, and/or to modify existing or proposed legislation potentially detrimental to AFMA
Division/Section(s): PLANNING Completion Timeline:
ONGOING
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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GOAL 5.1 DATA & RECORDS MANAGEMENT – Enhance AFMA’s ability to manage and evaluate services, needs, and accomplishments, and, as a result, determine future goals through effective information management
Objective 5.1A Evaluate AFMA’s current data and records management systems
Critical Tasks Evaluate current data and records management systems / processes
Review and analyze response data regularly
Collaborate with all AFMA divisions to identify performance measurement gaps
Develop a data collection and performance measurement improvement plan
Improve the current monthly and yearly activity reports to increase the quality of data collected and presented
Division/Section(s): PLANNING / AUTHORITY CLERK
Completion Timeline: FISCAL YEAR 2020‐21
GOAL 5.2 PAPERLESS SYSTEMS – Streamline electronic filing and data entry processes to increase efficiency and effectiveness of data management and retention and to reduce dependency on paper usage
Objective 5.2A Current system evaluation
Critical Tasks Evaluate the effectiveness and efficiency of AFMA’s current records management system(s)
Research additional opportunities that could create further efficiencies and reduce hard copy storage requirements
Revise or implement new records management methods and practices
Division/Section(s): AUTHORITY CLERK / BUSINESS SERVICES
Completion Timeline: FISCAL YEAR 2020‐21
GOAL 5.3 TECHNOLOGY – To creatively integrate and enhance technology to improve health, safety, welfare and efficiencies in alignment with AFMA’s mission
Objective 5.3A Evaluate current technological systems and future needs
Critical Tasks Determine whether existing technology helps or hinders achieving AFMA’s mission
Evaluate areas in which technology could enhance or improve effectiveness
Evaluate cybersecurity threats and needs of the Authority, develop a plan to improve
Evaluate for relevance, redundancy and obsoleteness of current systems
Determine whether modern technologies would improve effectiveness
Develop a plan to objectively test and evaluate modern technologies Choose appropriate technologies in accordance to AFMA’s mission and values
STRATEGIC PRIORITY 5
TECHNOLOGY, DATA & RECORDS MANAGEMENT
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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Expand the GIS capabilities within Technical Services through more efficient use of
contractors as well as internal training and education
Division/Section(s): TECHNICAL SERVICES Completion Timeline: FISCAL YEAR 2020‐21
AFMA will continue to be institutionally committed to directing its programs and services in the best interest of Authority residents, stakeholders and personnel. The 2017 process to update the Strategic Plan utilized input from residents/ stakeholders, business owners, Governing Board, and personnel. However, the myriad and complicated process implementation necessitated by the formation of the Authority did not allow for the entire community‐driven strategic planning process to be implemented. It is the goal moving forward to facilitate a complete community‐driven strategic planning process for all entities of the Authority for future updates. The success of Arizona Fire & Medical Authority’s Strategic Plan will not solely depend upon the implementation of the goals and their related objectives, but also on the support it has and will continue to receive in the future from AFMA’s residents, Governing Board, and personnel. Provided the community‐driven strategic planning process is kept dynamic and supported by effective leadership, motivation, and active participation, it will continue to be a significant opportunity to continue to unify internal and external stakeholders through a jointly developed understanding of organizational direction. It is hoped that all vested parties will continue to work to achieve the mission, goals, and vision; and that this plan will assist the organization with performance measurements and accountability for its progress and successes.
SUCCESS OF THE STRATEGIC PLAN
“Strategic Planning is a process by which we can envision the future and develop the
necessary procedures and operations to influence and achieve that future.”
Clark Crouch
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
A c c r e d i t e d b y C o m m i s s i o n o n F i r e A c c r e d i t a t i o n I n t e r n a t i o n a l ‐ I S O C l a s s 1 Page 41 of 45
Account A term used to identify an individual asset, liability, expenditure control, revenue control, or fund balance.
Accreditation (CFAI)
A comprehensive system of fire and emergency service evaluation conducted by unbiased outside expert evaluators which assists fire departments and AFMAs in achieving organizational and professional excellence. (See CPSE).
Alarm A call received by the Dispatch Center which is then relayed to the appropriate fire station for emergency response.
ALS Advanced Life Support. Emergency medical care that may include all basic life support actions, plus invasive medical procedures, including: IV therapy, administration of anti‐arrhythmic and other specified medications and solutions. Highest level of pre‐hospital care.
Assets Property that is owned by AFMA which has monetary value.
BC Battalion Chief
Battalion Chief An operations manager with rank above Captain. Directly responsible for the supervision of and daily operational readiness of their assigned shift. Responds to and takes command of emergencies. Also, directly supervises a number of assigned stations.
GLOSSARY OF TERMS AND ACRONYMS
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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BLS Basic Life Support. Emergency medical care generally limited to non‐invasive procedures, such as airway maintenance, breathing support, CPR, hemorrhage control, splinting of suspected fractures, management of spinal injury, and protection and transport of the patient in accordance with accepted procedures. BLS providers with special training may also use semiautomatic defibrillators for cardiac defibrillation.
Budget A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
CAAS Commission on Accreditation of Ambulance Services.
Captain Rank above Engineer. Responsible for the overall administration of his/her assigned station including operational readiness, personnel supervision, and the station's budget.
CEP Certified Emergency Paramedic.
CERT Community Emergency Response Team.
CIP Capital Improvement Plan.
Company A work unit comprised of a piece of apparatus and its assigned crew.
CPR (Cardio‐pulmonary Resuscitation)
An emergency procedure consisting of external cardiac massage and artificial respiration; attempts to restore circulation of the blood and prevent death or brain damage due to lack of oxygen.
CPSE Center for Public Safety Excellence. The Commission on Fire Accreditation (CFAI) administers CPSE’s Accreditation Program for fire and emergency services agencies.
Dispatch The Regional Dispatch Center is responsible for receiving emergency and non‐emergency calls and for sending the appropriate apparatus to respond to the call.
Division Chief An Administrative manager with rank above Captain. Directly responsible for the supervision of their assigned division. Directly supervises personnel to effectively manage Authority programs and associated budgets.
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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EMS Emergency Medical Services.
EMT Emergency Medical Technician.
Engine A piece of apparatus which carries water, pumps water, and carries ladders, hose and medical supplies. All AFMA engines also provide ALS emergency medical capabilities.
Engineer Rank above Firefighter. In addition to performing all the assigned duties of a firefighter, an Engineer maintains and drives the equipment and apparatus.
Firefighter Performs firefighting and rescue operations for combating, extinguishing and prevention of fires as well as for saving life and property. AFMA firefighters are also EMT‐Basic or paramedics.
Fiscal Year A 12‐month period of time to which the annual budget applies. The Fire AFMA Fiscal Year runs from July 1st through June 30th.
Fixed Assets Assets of a long‐term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.
Hazardous Material
Any substance or matter that is likely to inflict injury or harm or impose great or continued risk unless dealt with in a manner prescribed by state and federal regulations.
Incident An event involving a fire, medical emergency, hazardous material spill or release/potential release of a hazardous material.
Intranet Internal communications network based upon Internet technology used for departmental exchanges of information.
ISO Insurance Services Office. A for profit organization that provides statistical information on risk.
JPA (Joint Powers Authority)
A partnership or collaboration between similar agencies across separate local government boundaries. These partnerships are formed to help manage common goals or problems and/or to share common services for the purpose of a reduction in expense and/or eliminate a duplication of services.
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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Ladder A piece of apparatus that carries a full complement of ground ladders in addition to an aerial ladder.
LT Ladder Tender.
NFPA National Fire Protection Association.
OSHA Occupational Safety and Health Administration.
Paramedic The highest level of training an EMT can reach in the State of Arizona.
Response Actions taken by the Fire AFMA in response to a citizen’s request for services. This includes the initial dispatch, travel time and on‐scene care of the resident.
Rescue Any kind of incident that requires specialized training or equipment that is utilized to provide assistance to a victim(s), i.e. trench collapse, water‐related accidents, hazardous materials spills.
SCBA Self‐Contained Breathing Apparatus.
Tender A piece of apparatus that carries water to supply an engine in a rural area.
AFMA STRATEGIC PLAN Future Focus: Creating Destiny FY 2018–2022
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Capital Improvement Plan
Fiscal Year 2020‐21
Arizona Fire & Medical Authority
2
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Introduction 3 Aging & Replacement Schedule 5 Depreciation Funding Schedule 9 Expenditure Process/Summary 12 Project Details 14
INDEX
3
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
The Arizona Fire & Medical Authority (Authority) Governing Board, in cooperation with the North County Fire & Medical District and the South County Fire & Medical District Governing Boards, has implemented a practice to develop and annually review a Capital Improvement Plan (CIP). The CIP is a systematic method of anticipating, planning, and budgeting for major capital projects. The structure of the plan is based on the Authority’s property stewardship and capitalization policies. The Plan includes depreciation schedules, normal replacement schedules, and recommended annual funding requirements. The Capital Improvement Plan is a multi‐year financial plan for the acquisition, expansion, or rehabilitation of infrastructure and capital assets. Using aging and depreciation schedules, and future capital funding projections, the Authority has developed a program to assist in dispersing over multiple years the detrimental impact that large capital purchases have on the annual budget process. This negative impact has been lessened through capital planning, including the depreciation of larger assets over their life span. In conjunction with performing an annual assessment of the Authority’s capital improvement needs, the Authority’s capital asset replacement schedule is updated. Asset replacement is primarily predicated on asset condition and useful life cycle. Within the funding resources available each fiscal year, the Authority will generally replace these assets according to the aging schedule. Capital Project Definition: Through its adopted financial policies, the Authority has defined a capital project as one expected to have an estimated useful life greater than one year, and an estimated cost of $5,000 or more. Capital projects include the purchase of land, construction / purchase / or major renovation of buildings; the purchase of fire‐rescue or emergency medical equipment, apparatus, communications systems and/or equipment; and computer server and/or software systems. Capital improvement plans typically have one or more of the following characteristics: (1) expenditures which take place over one or more years; (2) various funding resources including debt; (3) systematic acquisition over an extended period; and (4) scheduled replacement of physical assets. The objectives used to develop the CIP include:
• To preserve and improve the basic infrastructure, apparatus, and operations equipment of the Authority through acquisition, construction, replacement or rehabilitation, and maintenance of required assets.
• To maximize the useful life of capital assets by scheduling renovations and modifications at the appropriate time in the life cycle of facilities (i.e., air conditioning units, furniture, flooring, and appliances, etc.).
• To identify and examine current and future infrastructure, apparatus, and operations equipment needs and establish priorities among projects so that available resources are used to the Authority’s best advantage.
• To improve financial planning by comparing needs with resources, estimating future needs, identifying fiscal implications, and re‐evaluating and revising each component, as necessary.
INTRODUCTION
4
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
• To establish processes that enhance the value of or extend the life of the Authority’s capital assets.
The Authority’s CIP serves as a guide for future planning and is subject to review and modification as needed, but at a minimum on an annual basis. Funding of the CIP is carefully planned and may come from a variety of sources. Primary to the Authority’s capital plan is the establishment and maintenance of a capital projects reserve fund for the specific purpose of accumulating funds for future capital expenditures and thus maximizing the “pay‐as‐you‐go” method of financing. This method of funding is supported by the Authority’s Depreciation Funding Schedule which will be discussed in detail later in this document. Additional funding sources that can be utilized include outside revenues, tax levy revenues, grants, lease purchase or other debt instruments, and general obligation bonds. The following table outlines the CIP funding source summary anticipated for the coming fiscal year. This table also recognizes the anticipated impact of the planned capital expenditures on the CIP fund balance.
In conjunction with the Authority’s annual CIP review and update, extensive analysis of funding resources is performed to ensure that capital project expenditure requirements are adequately funded. Given today’s unpredictable nature of projecting CIP project costs, project contingency costs, where appropriate, should be included in determining total funding sources required for project completion.
Impact on the Authority’s Annual Budget and Operational Plan Although the Authority prepares a separate CIP from the Annual Budget and Operational Plan, the two plans are closely linked. The completion of certain capital projects may be the beginning of recurring costs for the operating budget. These recurring costs can include staffing, operating, and maintenance costs associated with new facilities and equipment as well as debt service payments for debt financed projects. Each individual capital project is evaluated for the impact of initial and/or recurring costs on the operating budget. The Authority’s CIP is a comprehensive plan of proposed capital projects, intended to identify and balance capital needs within the fiscal capabilities and limitations of the Authority and its Partner Agencies. The purpose of the CIP is to systematically identify, plan, schedule, finance, track, and monitor capital projects to ensure cost effectiveness as well as conformance with established policies. Most capital outlay expenditures in excess of $5,000 are included in the CIP rather than the Annual Budget and Operational Plan.
DescriptionJuly 1, 2020
Beginning Balance
FY 2020‐21
Estimated
Additions
FY 2020‐21
Estimated
Reductions
June 30, 2021
Estimated
Balance
Capital Projects Fund Balance 2,752,356$ ‐$ 707,000$ 2,045,356$
Transfer In From General Fund ‐ 1,700,000 ‐ 1,700,000
Capital Fund Interest Revenues ‐ 60,000 ‐ 60,000
Totals 2,752,356$ 1,760,000$ 707,000$ 3,805,356$
FY 2020‐21 CAPITAL IMPROVEMENT PLAN FUNDING SOURCE SUMMARY
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AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
The Authority has developed a CIP aging & replacement schedule to establish guidelines for the replacement of apparatus and other assets that could have a significant fiscal impact on the Authority and its Partner Agencies. A modern and reliable fire apparatus and ambulance fleet is crucial to the effective delivery of services to customers of the Authority. In addition, reliable and modern staff vehicles used to support various aspects of Authority operations enhances the effectiveness and quality of services delivered. The Authority’s Property Stewardship and Capitalization Policy established current life expectancies for many Authority capital assets. Apparatus are one of the largest assets included in the Authority’s replacement schedule. Therefore, apparatus life expectancies are outlined in more detail in the following paragraphs. No firm criteria governing the replacement of fire suppression or rescue apparatus exists. Departments around the country differ in opinion as to when replacement should occur, but it is generally accepted that suppression apparatus (engines, ladder trucks, tenders, etc.) have a life span of approximately 10‐15 years in front‐line capacity. Approximately five (5) years of additional use may be realized when the vehicle is moved into reserve or back‐up status. This allows a vehicle to be utilized when a front‐line vehicle is out‐of‐service for maintenance or repair. Rescue apparatus, as well as other operations vehicles such as battalion chief vehicles have a somewhat shorter life span due to the increased usage in daily operations. The elements used to establish the Authority replacement criteria are based on experience, the age of the vehicle, technological advances made and incorporated into newer vehicles, mileage, and maintenance costs (both scheduled service and unscheduled repairs) associated with the vehicle. One single element cannot be the basis for vehicle replacement. The actual mileage and apparent use of the vehicle (i.e., the number of emergency call responses) is not a reliable indicator of the amount of use the vehicle experiences. The use of emergency lighting, air conditioning, pumping operations, ladder operations, power generating operations, prolonged idle times (usually near maximum load), and initial heavy loads placed on the engines and transmission, etc., all take their toll on an emergency vehicle and contribute to the age of the vehicle. The term “severe service” is often used to describe the operation of any emergency vehicle and is quite applicable and appropriate. Indicated mileage on suppression apparatus usually includes the time that the apparatus is being used on‐scene (pumping, ladder usage, providing electrical power, etc.). On a rescue or other operations, the amount of time the vehicle is idling and using its equipment is not factored into the indicated mileage. The vehicle may have only 50,000 miles indicated, but its actual mileage may be significantly greater. Extensive repair or maintenance costs are another reason that apparatus may warrant earlier than expected replacement. These costs can be the result of poorly designed or manufactured apparatus, components, or repair parts. The adage “cheap quality remains long after cheap price is forgotten” applies and should be taken into consideration when apparatus replacement is being considered.
AGING & REPLACEMENT SCHEDULE
6
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Front line suppression apparatus (engines, ladder trucks and tenders) will be evaluated for replacement after ten (10) years of service or when the mileage exceeds 120,000 miles. Evaluation by the Support Services Section will be made annually to determine whether continued use of the apparatus on the front‐lines is feasible or whether the apparatus should be moved to reserve status for additional service in a back‐up capacity. Front line rescue (ambulance) vehicles and operations vehicles will be evaluated for replacement after eight (8) years of service or when the mileage exceeds 120,000 miles. Evaluation by the Support Services Section will be made annually to determine whether the vehicle’s continued use on the front lines is feasible or if it is a candidate for reserve use. Staff vehicles such as sedans and trucks should be ordered with heavy‐duty components (police package versions) and with four‐wheel drive (where applicable). These vehicles should be evaluated for replacement at eight (8) to ten (10) years’ service or 125,000 miles (12 years or 140,000 miles for utility trucks). Earlier removal from service may be necessary due to the cost of repairs or maintenance. Vehicles reaching the above criteria will be evaluated by the Support services section to determine if the vehicles continued use on the front lines is feasible or if it is a candidate for reserve use. Other Authority capital assets are assigned life expectancies in compliance with the Authority’s capitalization threshold and are placed on the schedule accordingly. Operational equipment items are identified and scheduled when the replacement of a single piece of equipment or a complete equipment system exceeds the capitalization threshold limit (i.e. 12‐Lead Heart Monitor, Hydraulic Rescue Systems, etc.). These items are generally programmed for replacement in accordance with the manufacturer’s recommendations and the Authority’s needs assessments, which are performed annually. The Facilities, Fixtures and Appurtenances section of the Depreciation Funding Schedule outlines specific large ticket items including the facility air conditioning units and replacement of all mattresses and other furniture items within a facility are programmed on a scheduled basis. Appurtenances pertaining to all facilities encompass items such as the Authority’s telephone system, facility painting or flooring, and fitness equipment replacements. These items are significant expenditures that must be planned for. Although they are scheduled, they are addressed as needed and funding is programmed so that it can be used for repair or replacement of items associated with any of the Authority’s facilities. By segregating these items in this manner, the Authority can decrease the amount of annual funding essential for these types of items, while ensuring that the funding is available when necessary. The Capital Improvement Plan Aging/Replacement Schedule on the next three pages depicts the projected replacement of capital assets over the course of the next ten (10) fiscal years. Costs have been estimated and are revised annually.
7
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Year of Proposed Unit Asset Years 6‐10
Purchase Replacement Number Description FY21 FY22 FY23 FY24 FY25 FY26‐FY30
2010 20 FY30 L102 [71079] Aerial Ladder ‐ ‐ ‐ ‐ ‐ 1,000,000$
2018 10 FY28 LT102 [84160] Ladder Tender ‐ ‐ ‐ ‐ ‐ 600,000
2020 10 FY30 E101 New HME Type 1 Engine ‐ ‐ ‐ ‐ ‐ 600,000
2010 10 FY23 E103 [71081] Type 1 Engine ‐ ‐ 550,000 ‐ ‐ ‐
2017 10 FY27 E104 [S9767] Type 3 Engine ‐ ‐ ‐ ‐ ‐ 500,000
2019 10 FY29 E106 [L2548] Type 3 Engine ‐ ‐ ‐ ‐ ‐ 500,000
2010 10 FY23 E231 [71314] Type 1 Engine ‐ ‐ 550,000 ‐ ‐ ‐
2020 10 FY30 E232 New HME Type 1 Engine ‐ ‐ ‐ ‐ ‐ 600,000
2012 12 FY24 E341 [07259] Type 1 Engine ‐ ‐ ‐ 500,000 ‐ ‐
2019 10 FY29 T104 [N8833] Tanker/Tender ‐ ‐ ‐ ‐ ‐ 250,000 2018 10 FY28 T106 [K1080] Tanker/Tender ‐ ‐ ‐ ‐ ‐ 250,000 2017 10 FY27 T341 [R0183] Tanker/Tender ‐ ‐ ‐ ‐ 250,000 2020 10 FY30 T342 [26036] Tanker/Tender ‐ ‐ ‐ ‐ ‐ 2017 11 FY28 BR104 [45044] Type 6 Brush Truck ‐ ‐ ‐ ‐ ‐ 135,000 2005 13 FY25 BR106 [71936] Type 6 Brush Truck ‐ ‐ ‐ ‐ 125,000 ‐ 2012 10 FY25 BR341 [86066] Type 6 Brush Truck ‐ ‐ ‐ ‐ 125,000 ‐
2015 8 FY24 M101 [14195] Ambulance ‐ ‐ 150,000 ‐ 150,000
2018 8 FY26 M102 [06697] Ambulance ‐ ‐ ‐ ‐ ‐ 150,000
2015 8 FY24 M103 [H0217] Ambulance ‐ ‐ ‐ 150,000 ‐ ‐
2021 8 2029 M106 [54204] ‐ New 2021 Ambulance 150,000 ‐ ‐ ‐ ‐ 150,000
2018 8 FY26 M231 [06698] Ambulance ‐ ‐ ‐ ‐ ‐ 150,000
2016 8 FY25 M232 [51232] Ambulance ‐ ‐ ‐ ‐ 150,000 ‐
2020 8 FY28 BC101 [New ‐ 2020] Ford Pick‐Up ‐ ‐ ‐ ‐ ‐ 70,000
2020 8 FY28 BC231 [New ‐ 2020] Ford Pick‐Up ‐ ‐ ‐ ‐ ‐ 70,000
2010 12 FY24 Wildland 4x4 Pick‐Up [77682] ‐ C1088 Chevy Silverado ‐ ‐ ‐ 50,000 ‐ ‐
2018 10 FY28 Wildland UTV [40419] Polaris UTV ‐ ‐ ‐ ‐ ‐ 40,000
2018 20 FY38 Wildland Trailer Suncoast ‐ ‐ ‐ ‐ ‐ ‐
2021 8 FY29 CRM ‐ Community Assistance [New 2021] Van SV231 50,000 ‐ ‐ ‐ ‐ 50,000
2020 10 FY30 CRM ‐ C106 [New ‐ 2020] Ford F150 ‐ ‐ ‐ ‐ ‐ 40,000
2017 10 FY27 CRM ‐ FI1061 [86388] Ford Pick‐Up ‐ ‐ ‐ ‐ ‐ 35,000 2010 10 FY22 CRM ‐ FI1062 [33700] Ford F150 ‐ 35,000 ‐ ‐ ‐ ‐ 2020 8 FY28 SS ‐ Courier [New ‐ 2020] Panel Van ‐ ‐ ‐ ‐ ‐ 40,000
2011 12 FY23 SS ‐ Facilities Maint [47861] Ford Pick‐Up/Utility Box ‐ ‐ 35,000 ‐ ‐ ‐
2013 13 FY24 SS ‐ Apparatus Maint. [36929] Ford Pick‐Up/Utility Box ‐ ‐ ‐ 45,000 ‐ ‐
2022 10 FY32 SS ‐ Apparatus Maint. [New ‐ 2022] Pick‐Up/Utility Box ‐ 50,000 ‐ ‐ ‐ 100,000
2004 20 FY24 SS ‐ Stake Bed [43256] Ford F‐350 [New Bed FY15 ‐ Chassis FY24] ‐ ‐ ‐ 30,000 ‐ ‐
2020 10 FY30 C101 [New ‐ 2020] Ford Pick‐Up ‐ ‐ ‐ ‐ ‐ 40,000
2020 10 FY30 C103 [New 2020] Ford F150 ‐ ‐ ‐ ‐ ‐ 40,000
2016 10 FY26 C107 [31955] Ford Explorer ‐ ‐ ‐ ‐ ‐ 35,000
2018 10 FY28 DC101 [70789] Toyota Pick‐up ‐ ‐ ‐ ‐ ‐ 40,000
2016 10 FY26 Training [05767] Ford Explorer ‐ ‐ ‐ ‐ ‐ 35,000
2013 10 FY23 Training [38297] 2013 F150 ‐ ‐ 35,000 ‐ ‐ ‐
2019 12 FY31 RH101 [L9509] Rehabilitation Vehicle ‐ ‐ ‐ ‐ ‐ ‐
2017 10 FY27 Pool Vehicle [24480] Passenger Van (Large) ‐ ‐ ‐ ‐ ‐ 35,000
2017 10 FY27 Pool Vehicle [27786] Passenger Van (Small) ‐ ‐ ‐ ‐ ‐ 30,000
2013 12 FY25 C1019 [10779] Dodge 2500 ‐ ‐ ‐ ‐ 35,000 ‐
2013 12 FY25 C1071 [02480] Ford Edge ‐ ‐ ‐ ‐ 30,000 ‐
2006 10 FY23 C1072 [51726] Ford Edge ‐ ‐ 30,000 ‐ ‐ ‐
200,000$ 85,000$ 1,200,000$ 925,000$ 465,000$ 5,985,000$
Est.
Life
FRONT‐LINE APPARATUS
Capital Improvement Plan Aging/Replacement Schedule
Apparatus Totals
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AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Year of Proposed Unit Asset Years 6‐10
Purchase Replacement Number Description FY21 FY22 FY23 FY24 FY25 FY26‐FY30
Annually Varies Annually 5,000 5,000 5,000 5,000 5,000 25,000
Annually Varies Annually ‐ ‐ 20,000 20,000 20,000 100,000
2021 10,000 ‐ ‐ ‐ ‐ ‐
2019 12 FY31 ‐ ‐ ‐ ‐ ‐ ‐ 2015 12 FY27 ‐ ‐ ‐ ‐ ‐ 40,000
2009 12 FY23 ‐ ‐ ‐ 40,000 ‐ ‐
2017 12 FY29 ‐ ‐ ‐ ‐ ‐ 40,000
2018 Varies Bi‐Annually 75,000 75,000 75,000 75,000 75,000 375,000
2019 8 FY27 ‐ ‐ ‐ ‐ ‐ 30,000
2018 15 FY33 ‐ ‐ ‐ ‐ ‐ ‐
2019 15 FY34 ‐ ‐ ‐ ‐ ‐ ‐
2020 Varies Bi‐Annually 15,000 ‐ 15,000 ‐ 45,000
Annually Varies Annually ‐ ‐ 10,000 10,000 10,000 50,000
2019 10 FY29 ‐ ‐ ‐ ‐ ‐ 600,000
2021 3 FY24 60,000 ‐ ‐ 50,000 ‐ 100,000
2022 ‐ 75,000 ‐ ‐ ‐ ‐
Varies 8 FY24 ‐ ‐ ‐ 50,000 50,000 50,000
Varies Varies Bi‐Annually ‐ 20,000 ‐ 20,000 ‐ 60,000
Varies 8 FY24 ‐ ‐ ‐ 10,000 ‐ ‐
2019 7 FY26 ‐ ‐ ‐ ‐ ‐ 10,000
2020 4 FY24 50,000 20,000 ‐ 50,000 ‐ 50,000
Varies Varies Annually 20,000 20,000 20,000 20,000 20,000 100,000 2019 7 FY26 ‐ ‐ ‐ ‐ ‐ 10,000 2019 6 FY25 ‐ ‐ ‐ ‐ 10,000 ‐
2020 8 FY28 ‐ ‐ ‐ ‐ ‐ 100,000
2018 7 FY25 Ballistic Vests ‐ ‐ ‐ ‐ 100,000 ‐
2019 5 FY24 ‐ ‐ ‐ 80,000 ‐ 80,000
220,000$ 230,000$ 130,000$ 445,000$ 290,000$ 1,865,000$
2018 10 FY28 Admin Large Training Room Furniture ‐ ‐ ‐ ‐ ‐ 10,000
2021 8 FY29 25,000 ‐ ‐ ‐ ‐ 25,000
2021 3 FY24 Facility Generator Load Test 2,500 ‐ ‐ 2,500 ‐
2020 7 FY27 ‐ ‐ ‐ ‐ ‐ 5,000
2007 15 FY23 ‐ ‐ 35,000 ‐ ‐ ‐
27,500$ ‐$ 35,000$ 2,500$ ‐$ 40,000$
2016 7 FY23 ‐ ‐ 5,000 ‐ ‐ 3,000
2021 5 FY26 3,500 ‐ ‐ ‐ ‐ 4,000
2021 3 FY24 2,500 ‐ ‐ 2,500 ‐ 5,000
2020 5 FY25 ‐ ‐ ‐ ‐ 7,500 10,000
2016 7 FY23 ‐ 7,000 ‐ ‐ 7,000
2008 15 FY25 ‐ ‐ 21,000 ‐ ‐ ‐
6,000$ ‐$ 33,000$ 2,500$ 7,500$ 29,000$
2018 7 FY25 ‐ ‐ ‐ ‐ 7,000 ‐
2012 5 FY25 ‐ ‐ ‐ ‐ 7,500 10,000
2021 3 FY24 2,500 ‐ ‐ 2,500 ‐ 5,000
2015 7 FY22 Extractor ‐ 7,000 ‐ ‐ ‐ 7,000
2009 15 FY24 ‐ ‐ ‐ 22,500 ‐ ‐
2,500$ 7,000$ ‐$ 25,000$ 14,500$ 22,000$
2018 7 FY25 ‐ ‐ ‐ ‐ 5,000 ‐
2021 6 FY27 7,500 ‐ ‐ ‐ ‐ 7,500
2021 10 FY31 Reseal Parking Lot 7,500 ‐ ‐ ‐ ‐ ‐
2021 3 FY24 2,500 ‐ ‐ 2,500 ‐ 5,000
2007 7 FY24 Extractor ‐ ‐ ‐ 7,000 ‐ ‐
2016 15 FY31 ‐ ‐ ‐ ‐ ‐ ‐
17,500$ ‐$ ‐$ 9,500$ 5,000$ 12,500$
Station Medication Dispensers (102;104;106)
FACILITIES, FIXTURES & APPURTENANCES
AC Units (3)
AC Units (3)
AC Units (6)
Fire Station 102 Sub‐Totals
Furniture
Security Cameras
Apparatus Medication Refrigerators (15)
Apparatus Maint Hydraulic Lift System
Computer/Network/Software/Security Requirements
Apparatus Mobile Computer Terminals (29)
Security Cameras
Administration/Maintenance Facility
Security Cameras
Security Cameras
AC Units (7)
Admin/Maint Facility Sub‐Totals
Fire Station 101 / Health Center / Battalion 101 HQ
Conference Room Audio/Visual Equipment
Copy Machine Replacement
Communications Canopy
Operational Equipment Totals
Reseal Roof & Parking Lot
Facility Generator Load Test
Extractor
SCBA Breathing Air Compressor (Battalion 101)
Traffic Pre‐Emption Devices
Mobile Radio Equipment
SCBA Air Packs PPE Equipment
Capital Improvement Plan Aging/Replacement Schedule
OPERATIONAL EQUIPMENT
Clean Cab Program
Est.
Life
Automatic Compression Device
SCBA Breathing Air Compressor (Battalion 231)
SCBA Breathing Air Compressor (Battalion 341)
Firefighter Turnouts ‐ PPE
Pneumatic Extrication System
Hydraulic Rescue System (L102, LT102)
Hydraulic Rescue System (E231,E106,E341)
Fire Hose Replacements
Thermal Imaging Cameras (10)
18‐Lead Heart Monitors (19)
Video Laryngoscopes (18)
Ambulance Gurney/Loading System (6)
IV Pumps (3) / Ventilators (8)
Bay Roof Re‐Seal
Fire Station 103
Fire Station 102
Fire Station 101 / Health Center / Battalion 101 HQ Sub‐Totals
Furniture
Furniture
Fire Station 103 Sub‐Totals
Facility Generator Load Test
Facility Generator Load Test
9
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
The following CIP depreciation funding schedule reflects various capital items and their corresponding annual estimated depreciation totals based on their useful lives. For this portion of the CIP to be successful, Staff recommends funding the entire estimated depreciation amount each fiscal year. These funds are generated through the General Fund of the Authority’s Annual Budget and Operational Plan. As the plan continues to develop, more items will be added to the schedule and the depreciation totals will increase. The goal of the CIP depreciation funding schedule is to have the funds for replacement costs available upon the expiration of the listed asset’s useful life in an attempt to avoid additional Authority or Partner Agency indebtedness. The replacement costs included in the CIP depreciation funding schedule found on the following pages are based on the estimated replacement costs. This schedule should be used as an estimate for planning purposes only and is revised annually.
Year of Proposed Unit Asset Years 6‐10
Purchase Replacement Number Description FY21 FY22 FY23 FY24 FY25 FY26‐FY30
2016 7 FY23 ‐ ‐ 5,000 ‐ ‐ 5,000
2016 6 FY22 ‐ 7,500 ‐ ‐ ‐ 7,500
2021 3 FY24 Facility Generator Load Test 2,500 ‐ ‐ 2,500 ‐ 5,000
2006 7 FY23 ‐ ‐ 7,000 ‐ ‐ 7,000
2016 15 FY31 ‐ ‐ ‐ ‐ ‐ ‐
2021 TBD
2,500$ 7,500$ 12,000$ 2,500$ ‐$ 24,500$
2016 7 FY23 ‐ ‐ 5,000 ‐ ‐ 5,000
2021 FY21 Facility updates (i.e. generator, awning, automatic gate) 50,000 ‐ ‐ ‐ ‐ ‐
2018 7 FY25 ‐ ‐ ‐ ‐ 7,000 ‐
2017 6 FY23 ‐ ‐ 7,500 ‐ ‐ 7,500
2016 15 FY31 ‐ ‐ ‐ ‐ ‐ ‐
50,000$ ‐$ 12,500$ ‐$ 7,000$ 12,500$
2018 7 FY25 ‐ ‐ ‐ ‐ 5,000 ‐
2021 ‐ FY21 50,000 ‐ ‐ ‐ ‐ ‐
2021 3 FY24 2,500 ‐ ‐ 2,500 ‐ 2,500
2018 7 FY25 ‐ ‐ ‐ ‐ 7,000 ‐
2017 6 FY23 ‐ ‐ 7,500 ‐ ‐ 7,500
2008 15 FY23 ‐ ‐ 24,000 ‐ ‐ ‐
52,500$ ‐$ 31,500$ 2,500$ 12,000$ 10,000$
2019 7 FY26 ‐ ‐ ‐ ‐ ‐ 5,000
2021 FY21 110,000 1,350,000 ‐ ‐ ‐ ‐
2021 3 FY21 2,500 ‐ ‐ 2,500 ‐ 5,000
2017 6 FY23 ‐ ‐ 7,500 ‐ ‐ 7,500
2019 15 FY34 ‐ ‐ ‐ ‐ ‐ ‐
2019 20 FY39 ‐ ‐ ‐ ‐ ‐ ‐
112,500$ 1,350,000$ 7,500$ 2,500$ ‐$ 17,500$
2020 7 FY27 ‐ ‐ ‐ ‐ ‐ 5,000
2020 6 FY26 ‐ ‐ ‐ ‐ ‐ 7,500
2018 7 FY25 ‐ ‐ ‐ ‐ 7,000 ‐
2017 15 FY32 ‐ ‐ ‐ ‐ ‐ ‐
‐$ ‐$ ‐$ ‐$ 7,000$ 12,500$
Annually Varies Annually 8,000 8,000 8,000 8,000 8,000 40,000
2016 10 FY26 ‐ ‐ ‐ ‐ ‐ 50,000
2015 9 FY24 ‐ ‐ ‐ 15,000 ‐ 15,000
2019 7 FY26 Video Conference Systems [Admin; 106; 231; 341] ‐ ‐ ‐ ‐ ‐ 25,000
2016 Varies Annually 8,000 8,000 8,000 8,000 8,000 40,000
2016 10 FY26 ‐ ‐ ‐ ‐ ‐ 50,000
16,000$ 16,000$ 16,000$ 31,000$ 16,000$ 220,000$
287,000$ 1,380,500$ 147,500$ 78,000$ 69,000$ 400,500$
707,000$ 1,695,500$ 1,477,500$ 1,448,000$ 824,000$ 8,250,500$
Facility Generator Load Test
AC Units (3)
Furniture
Fire Station 341 Sub‐Totals
Furniture
AC Units (3)
Furniture
Security Cameras
AC Units (2)
Furniture
Fire Station 104 / Training Center Sub‐Totals
Security Cameras
Security Cameras
Capital Improvement Plan Aging/Replacement Schedule
Est.
Life
Fire Station 106
Fire Station 231
Fire Station 106 Sub‐Totals
AC Units (3)
Security Cameras
Fire Station 104 / Training Center
Extractor
Extractor
Training and Maintenance Facility
Facility Interior Updates
Security Cameras
Fire Station 341
Extractor
Fitness Equipment Replacements
Facilities, Fixtures & Appurtenances Totals
Total Expenditure Projections by Fiscal Year
Carpet & Flooring Replacements
Appurtenances Sub‐Totals
District‐Wide Telephone Systems
Facility Painting (Interior/Exterior)
Large Appliances & Equipment
Fire Station 232 / Battalion 232 HQ
Fire Station 232 / Battalion 231 HQ Sub‐Totals
Back‐up Generator Upgrade
Renovation
Appurtenances Pertaining to All Facilities
AC Units (3)
Fire Station 231 Sub‐Totals
Extractor
Furniture
Facility Generator Load Test
DEPRECIATION FUNDING SCHEDULE
10
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Unit Asset Year of Proposed Approximate Estimated Annual
Number Description Purchase Replacement Replacement Cost Depreciation
L102 [71079] Aerial Ladder 2010 20 FY30 1,000,000$ 50,000$
LT102 [84160] Ladder Tender 2018 10 FY28 600,000 60,000
E101 New HME Type 1 Engine 2020 10 FY30 600,000 60,000
E103 [71081] Type 1 Engine 2010 10 FY23 600,000 60,000
E104 [S9767] Type 3 Engine 2017 10 FY27 500,000 50,000
E106 [L2548] Type 3 Engine 2019 10 FY29 500,000 50,000
E231 [71314] Type 1 Engine 2010 10 FY23 600,000 60,000
E232 New HME Type 1 Engine 2020 10 FY30 600,000 60,000
E341 [07259] Type 1 Engine 2012 10 FY24 600,000 60,000
T104 [N8833] Tanker/Tender 2019 10 FY29 250,000 25,000
T106 [K1080] Tanker/Tender 2018 10 FY28 250,000 25,000
T341 [R0183] Tanker/Tender 2017 10 FY27 250,000 25,000
T342 [26036] Tanker/Tender 2020 10 FY30 250,000 25,000
BR104 [45044] Type 6 Brush Truck 2017 11 FY28 135,000 12,300
BR106 [71936] Type 6 Brush Truck 2005 13 FY25 135,000 10,400
BR341 [86006] Type 6 Brush Truck 2012 10 FY25 135,000 13,500
M101 [14195] Ambulance 2015 8 FY24 150,000 18,800
M102 [06697] Ambulance 2018 8 FY26 150,000 18,800
M103 [H0217] Ambulance 2015 8 FY24 150,000 18,800
M106 ‐ New 2021 Ambulance 2021 8 FY29 150,000 Purchased in FY21
M231 [06698] Ambulance 2021 8 FY26 150,000 Purchased in FY21
M232 [51232] Ambulance 2016 8 FY25 150,000 18,800
BC101 [New ‐ 2020] Ford F250 2020 8 FY28 80,000 10,000
BC231 [New ‐ 2020] Ford F250 2020 8 FY28 80,000 10,000
Rehabilitation Vehicle [L9509] Bus 2019 12 FY31 150,000 12,500
Wildland 4 x 4 Pick‐Up [77682] Chevy Silverado 2010 12 FY24 50,000 4,200
Wildland UTV [40419] Polaris UTV 2018 10 FY28 40,000 4,000
Wildland Trailer Suncoast 2018 20 FY38 2,500 200
SS ‐ Courier [New ‐ 2020] Panel Van 2020 8 FY28 50,000 6,300
SS ‐ Facilities Maint [47861] Ford Pick‐Up/Utility Box 2011 12 FY23 35,000 3,000
SS ‐ Apparatus Maint [36929] Ford Pick‐Up/Utility Box 2013 13 FY24 45,000 3,500
SS ‐ Apparatus [New ‐ 2022] Pick‐Up/Box 2022 10 FY32 50,000 5,000
SS ‐ Stake Bed [43256] Ford F‐350 [New Bed FY15 ‐ Chassis 2004 20 FY24 30,000 1,500
C101 [New 2020] Ford Pick‐Up 2020 10 FY30 40,000 4,000
C107 [31955] Ford Explorer 2016 10 FY26 35,000 3,500
CRM ‐ 106 [New 2020] Ford F150 2020 10 FY30 35,000 3,500
CRM ‐ Fl1061 [86388] Ford Pick‐up 2017 10 FY27 35,000 3,500
CRM ‐ Fl1061 [33700] Ford 150 2010 10 FY22 35,000 3,500
CRM ‐ Community Assistance [New 2021] Van SV231 2021 8 FY29 50,000 Purchased in FY21
DC101 [ 70789] Toyota Pick‐Up 2018 10 FY28 40,000 4,000
CR232 [05767] Ford Explorer 2016 10 FY26 35,000 3,500
Rehabilitation Vehicle [L9509] Rehab Vehicle 2019 10 FY29 250,000 25,000
Training [05767] Ford Explorer 2016 10 FY26 35,000 3,500
Training [38297] 2013 F150 2013 10 FY23 35,000 3,500
Pool ‐ Vehicle [24480] Ford Transit Van (Large) 2017 10 FY27 35,000 3,500
Pool ‐ Vehicle [27786] Ford Transit Van (Small) 2017 10 FY27 30,000 3,000
C1019 [10779] Dodge 2500 2013 12 FY25 30,000 2,500
C1071 [02480] Ford Edge 2013 12 FY25 30,000 2,500
C1072 [51726] Ford Edge 2006 10 FY23 30,000 3,000
Front‐Line (Depreciated) Apparatus Total 9,297,500$ 853,600$
FY 2020‐21 CIP Depreciation Funding Schedule
Life
FRONT‐LINE APPARATUS
11
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Unit Asset Year of Proposed Approximate Estimated Annual
Number Description Purchase Replacement Replacement Cost Depreciation
L102 [71079] Aerial Ladder 2010 20 FY30 1,000,000$ 50,000$
LT102 [84160] Ladder Tender 2018 10 FY28 600,000 60,000
E101 New HME Type 1 Engine 2020 10 FY30 600,000 60,000
E103 [71081] Type 1 Engine 2010 10 FY23 600,000 60,000
E104 [S9767] Type 3 Engine 2017 10 FY27 500,000 50,000
E106 [L2548] Type 3 Engine 2019 10 FY29 500,000 50,000
E231 [71314] Type 1 Engine 2010 10 FY23 600,000 60,000
E232 New HME Type 1 Engine 2020 10 FY30 600,000 60,000
E341 [07259] Type 1 Engine 2012 10 FY24 600,000 60,000
T104 [N8833] Tanker/Tender 2019 10 FY29 250,000 25,000
T106 [K1080] Tanker/Tender 2018 10 FY28 250,000 25,000
T341 [R0183] Tanker/Tender 2017 10 FY27 250,000 25,000
T342 [26036] Tanker/Tender 2020 10 FY30 250,000 25,000
BR104 [45044] Type 6 Brush Truck 2017 11 FY28 135,000 12,300
BR106 [71936] Type 6 Brush Truck 2005 13 FY25 135,000 10,400
BR341 [86006] Type 6 Brush Truck 2012 10 FY25 135,000 13,500
M101 [14195] Ambulance 2015 8 FY24 150,000 18,800
M102 [06697] Ambulance 2018 8 FY26 150,000 18,800
M103 [H0217] Ambulance 2015 8 FY24 150,000 18,800
M106 ‐ New 2021 Ambulance 2021 8 FY29 150,000 Purchased in FY21
M231 [06698] Ambulance 2021 8 FY26 150,000 Purchased in FY21
M232 [51232] Ambulance 2016 8 FY25 150,000 18,800
BC101 [New ‐ 2020] Ford F250 2020 8 FY28 80,000 10,000
BC231 [New ‐ 2020] Ford F250 2020 8 FY28 80,000 10,000
Rehabilitation Vehicle [L9509] Bus 2019 12 FY31 150,000 12,500
Wildland 4 x 4 Pick‐Up [77682] Chevy Silverado 2010 12 FY24 50,000 4,200
Wildland UTV [40419] Polaris UTV 2018 10 FY28 40,000 4,000
Wildland Trailer Suncoast 2018 20 FY38 2,500 200
CRM ‐ Community Assistance [New 2021] Van SV231 2021 8 FY29 50,000 Purchased in FY21
SS ‐ Courier [New ‐ 2020] Panel Van 2020 8 FY28 50,000 6,300
SS ‐ Facilities Maint [47861] Ford Pick‐Up/Utility Box 2011 12 FY23 35,000 3,000
SS ‐ Apparatus Maint [36929] Ford Pick‐Up/Utility Box 2013 13 FY24 45,000 3,500
SS ‐ Apparatus [New ‐ 2022] Pick‐Up/Box 2022 10 FY32 50,000 5,000
SS ‐ Stake Bed [43256] Ford F‐350 [New Bed FY15 ‐ Chassis 2004 20 FY24 30,000 1,500
C101 [New 2020] Ford Pick‐Up 2020 10 FY30 40,000 4,000
C107 [31955] Ford Explorer 2016 10 FY26 35,000 3,500
CRM ‐ 106 [New 2020] Ford F150 2020 10 FY30 35,000 3,500
CRM ‐ Fl1061 [86388] Ford Pick‐up 2017 10 FY27 35,000 3,500
CRM ‐ Fl1061 [33700] Ford 150 2010 10 FY22 35,000 3,500
DC101 [ 70789] Toyota Pick‐Up 2018 10 FY28 40,000 4,000
CR232 [05767] Ford Explorer 2016 10 FY26 35,000 3,500
Rehabilitation Vehicle [L9509] Rehab Vehicle 2019 10 FY29 250,000 25,000
Training [05767] Ford Explorer 2016 10 FY26 35,000 3,500
Training [38297] 2013 F150 2013 10 FY23 35,000 3,500
Pool ‐ Vehicle [24480] Ford Transit Van (Large) 2017 10 FY27 35,000 3,500
Pool ‐ Vehicle [27786] Ford Transit Van (Small) 2017 10 FY27 30,000 3,000
C1019 [10779] Dodge 2500 2013 12 FY25 30,000 2,500
C1071 [02480] Ford Edge 2013 12 FY25 30,000 2,500
C1072 [51726] Ford Edge 2006 10 FY23 30,000 3,000
Front‐Line (Depreciated) Apparatus Total 9,297,500$ 853,600$
FY 2020‐21 CIP Depreciation Funding Schedule
Life
FRONT‐LINE APPARATUS
12
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
FY 2020‐21 CIP Depreciation Funding Schedule (Continued)
Asset Year of Life Proposed Approximate Estimated Annual
Description Purchase Replacement Replacement Cost Depreciation
OPERATIONAL EQUIPMENTAnnually Varies Annually 5,000$ 5,000$
Annually Varies Annually 20,000 20,000 2019 12 FY31 600,000 50,000
SCBA Breathing Air Compressor (Battalion 101) 2015 12 FY27 60,000 5,000
2009 12 FY23 60,000 5,000 SCBA Breathing Air Compressor (Battalion 341) 2017 12 FY29 60,000 5,000
2018 Varies Bi‐Annually 250,000 125,000 Pneumatic Extrication Systems (2) 2019 8 FY27 30,000 3,800
2018 15 FY33 100,000 6,700 2019 15 FY34 75,000 5,000
2020 Varies Bi‐Annually 15,000 7,500 Annually Varies Annually 10,000 10,000
2019 10 FY29 500,000 50,000 2021 2 FY24 60,000 Purchased in FY21
Varies 8 FY24 150,000 18,800
Varies Varies Bi‐Annually 20,000 10,000 Varies 8 FY24 150,000 18,800
2019 7 FY26 10,000 1,500 2020 4 FY24 50,000 12,500
Varies Varies Annually 20,000 20,000 2019 7 FY26 10,000 1,500
2019 6 FY25 10,000 1,700 2020 8 FY28 100,000 12,500
2018 7 FY25 100,000 14,300 2019 5 FY24 80,000 16,000
Miscellaneous Equipment Total 2,545,000$ 425,600$
Administration/Maintenance Facility
2021 8 FY29 20,000 Purchased in FY21
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2007 10 FY22 35,000 3,5002020 7 FY27 5,000 800
2018 10 FY28 10,000 1,000
Fire Station 101 2016 7 FY23 5,000 800
2021 5 FY26 3,500 Purchased in FY212021 3 FY24 2,500 Purchased in FY21
2020 5 FY25 10,000 2,000 2016 7 FY23 7,000 1,000
2008 15 FY25 21,000 1,400
2018 7 FY25 7,000 1,000
2012 5 FY25 10,000 2,000
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2015 7 FY22 7,000 1,000
2009 15 FY24 22,500 1,500
2018 7 FY25 5,000 800
2021 6 FY27 10,000 Purchased in FY21
Extractor 2007 7 FY24 7,000 1,000
2021 10 FY31 45,000 Purchased in FY21
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2016 15 FY31 102,000 6,800
Reseal Parking Lot
Apparatus Mobile Computer Terminals (29)
Security Cameras
Conference Room Audio/Visual Equipment
Copy Machine Replacement
Mobile Radio EquipmentSCBA Air Packs PPE Equipment
Fire Station 103
Fire Hose Replacements Thermal Imaging Cameras (10)
18‐Lead Heart Monitors (19)
Ambulance Gurney/Loading System (6)
Station Medicine Dispenser (102; 104; 106)
Ballistic VestsCommunications Canopy
Apparatus Maint Hydraulic Lift System Computer/Network/Software/Security Requirements
Video Laryngoscopes (18)
FACILITIES, FIXTURES & APPURTENANCES
Reseal Roof
AC Units (7)
Facility Generator Load Test
Extractor
Automatic Compression Device Apparatus Medication Refrigerators (15)
Furniture
Furniture
AC Units (6)
Security Cameras
AC Units (3)
Security Cameras
AC Units (3)
Security Cameras
Traffic Pre‐Emption Devices
SCBA Breathing Air Compressor (Battalion 231)
Firefighter PPE (Turnouts)
Admin Large Training Room Furniture
Extractor
Furniture
Bay Roof Re‐Seal
Hydraulic Rescue System (L102, LT102)Hydraulic Rescue System (E231,E232,E106,E341)
Fire Station 102
13
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
The Authority’s annual CIP process coincides with the Annual Budget and Operational Plan development. Authority accounting staff works with Authority managers in developing new requested CIP projects as well as updating ongoing CIP projects. Careful analysis is made related to capital project expenditure calculations, potential cost impacts on the operating budget, and financing sources to be utilized. Upon completion of a summarized schedule of proposed
FY 2020‐21 CIP Depreciation Funding Schedule (Continued)
Asset Year of Life Proposed Approximate Estimated Annual
Description Purchase Replacement Replacement Cost Depreciation
Fire Station 104
2016 7 FY23 5,000 800
2016 6 FY22 10,000 1,700
2006 7 FY23 7,000 1,000
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2016 15 FY31 15,000 1,000
2016 7 FY23 5,000 800
2018 7 FY25 7,000 1,000
2017 6 FY23 10,000 1,700
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2016 15 FY31 22,500 1,500
Fire Station 231
2018 7 FY25 5,000 800
Extractor 2018 7 FY25 7,000 1,000
2017 6 FY23 10,000 1,700
Facility Generator Load Test 2021 3 FY24 2,500 Purchased in FY21
2008 15 FY23 24,000 1,600
2017 5 FY22 5,000 1,000
2019 7 FY26 5,000 800
2021 3 FY24 2,500 Purchased in FY21
AC Units (5) 2019 15 FY34 40,000 2,700
2020 7 FY27 5,000 800
2020 6 FY26 10,000 1,700
Extractor 2018 7 FY25 7,000 1,000
2017 15 FY32 16,000 1,100
Facilities, Fixtures & Appurtenances Total 545,000$ 48,300$
Annually Varies Annually 8,000 8,000
2016 10 FY26 50,000 5,000
2015 9 FY24 15,000 1,700
2019 7 FY26 25,000 3,600 Annually Varies Annually 8,000 8,000
2016 10 FY26 25,000 2,500
Facilities, Fixtures & Appurtenances Total 131,000$ 28,800$
Current Fiscal Year Required Capital Projects Funding (Depreciation) Total 1,356,300$
(787,045)
Required Budgeted #729000 Capital Projects Funding Account 569,255$
Facility Generator Load Test
Less Budgeted #559500 Contingency Funds Account
Security Cameras
Furniture
AC Units (3)
Furniture
Furniture
Furniture
Fire Station 232
Security Cameras
Fire Station 341
Security Cameras
Furniture
Security Cameras
AC Units (2)
Large Appliances & Equipment
District‐Wide Telephone Systems
Video Conference Systems [Admin; 106; 232; 341]
Fitness Equipment Replacements
Facility Painting (Interior/Exterior)
Carpet & Flooring Replacements
Extractor
Fire Station 106
Extractor
AC Units (3)
Security Cameras
AC Units (3)
EXPENDITURE PROCESS/SUMMARY
14
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
CIP projects for the upcoming budget year, the schedule is submitted to the Fire Chief for initial review and subsequent finalization. A draft CIP plan is presented to the Authority Governing Board for initial review and consideration. The primary purpose is to have the Board examine the proposed CIP projects including expenditure outlays, funding sources, and operating budget impacts including debt service requirements. The process culminates when the Arizona Fire & Medical Authority’s Partner Agencies formally adopt the Capital Improvement Plan for the fiscal year. The CIP is typically updated during the annual budget process but may be modified at any time to reflect changing conditions. The following schedule contains CIP expenditure details for each of the anticipated projects to be purchased during the coming fiscal year. It is important to note that, although these projects are recommended for purchase during Fiscal Year 2020‐21 by the CIP Aging/Replacement Schedule, each project will be individually evaluated and, if warranted, a purchasing process will begin. This process follows the Authority’s purchasing policy. All supporting documentation will be reviewed by the Authority’s governing board at a public board meeting before any final decisions are made.
Project
Expenditures
150,000$
50,000
5,000
10,000
75,000
60,000
50,000
20,000
25,000
2,500
Fire Station 101
3,500
2,500 Capital Projects Fund Balance
2,500 Capital Projects Fund Balance
7,500 Capital Projects Fund Balance
7,500
Facility Generator Load Test 2,500 Capital Projects Fund Balance
2,500 Capital Projects Fund Balance
TBD
50,000 Capital Projects Fund Balance
2,500 Capital Projects Fund Balance
50,000 Capital Projects Fund Balance
2,500 Capital Projects Fund Balance
110,000 Capital Projects Fund Balance
8,000 Capital Projects Fund Balance
8,000 Capital Projects Fund Balance
707,000$
Reseal Parking Lot
Training and Maintenance Facility
CIP Project Description Funding Source
Front‐Line Apparatus
Total Capital Projects Expenditures
Facility Interior Updates
Fire Station 232/Battalion 232 HQ
Renovation
Appurtenances Pertaining to All Facilities
Fitness Equipment Replacements
Large Appliances & Equipment
Video Laryngoscopes (18) Capital Projects Fund Balance
Apparatus Mobile Computer Terminals (29) Capital Projects Fund Balance
Reseal Roof & Parking Lot
Administration/Maintenance Facility Capital Projects Fund Balance
Computer/Network/Software/Security Requirements
Facility Generator Load Test Capital Projects Fund Balance
Operational Equipment
Capital Projects Fund Balance
Facility Generator Load Test
Clean Cab Program
Capital Projects Fund Balance
Firefighter Turnouts ‐ PPE
Furniture, Fixtures and Appurtenances
Traffic Pre‐Emption Devices Capital Projects Fund Balance
Capital Projects Fund Balance
Capital Projects Fund Balance
M106 [54204] ‐ New 2021 Capital Projects Fund Balance
CRM ‐ Community Assistance [New 2021]
FY 2020‐21 CAPITAL IMPROVEMENT PLAN EXPENDITURE DETAILS
Facility Generator Load Test
Facility Generator Load Test
Capital Projects Fund Balance
Fire Station 104
Facility Generator Load Test
Bay Roof Re‐Seal
Fire Station 106
Facility updates (i.e. generator, awning, automatic gate)
Fire Station 231
Fire Station 102
Facility Generator Load Test
Fire Station 103
FurnitureCapital Projects Fund Balance
Capital Projects Fund Balance
15
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
The following schedule outlines the specific capital projects expenditure accounts to be utilized during the purchasing process. This summarizes each individual project into the appropriate expenditure category for proper recognition under Generally Accepted Accounting Principles (GAAP) and ultimate reporting through the Authority’s financials.
The following CIP project profiles provide detailed ‐ information related to each Authority CIP project planned for Fiscal Year 2020‐21. In addition to providing capital expenditure specifics, the individual project profiles also identify the funding source for each project. It is important to note that, if any of these projects are included in the CIP Aging/Replacement Schedule for purchase or replacement during the current fiscal year, each item will be thoroughly evaluated to either confirm that replacement is necessary or be moved to a later fiscal period. Once it has been determined that the project is required, it will go through the Authority’s normal purchasing process and presentation to the Board for final approval.
SCHEDULED REPLACEMENT ITEMS
Project: Ambulance Replacement Est. Project Cost: $150,000
This is a request for funding to purchase one (1) new ambulance that would replace the current ambulance at Station 106 which was placed into service in 2011. Currently, ambulances have a life expectancy of approximately 8 years in front line service and an additional 5‐8 years in reserve status. Taking into consideration the apparatus specification and construction process timeframes, the current ambulance is expected to have over 10 years of front‐line service before the new ambulance is received.
Funding Source: Capital Projects Fund: 200‐1000‐803000 Apparatus
Start Date: July 2020 Completion Date: June 2021
Expenditures
263,500$
200,000
75,000
85,000
60,000
8,000
15,500
707,000$
200‐1000‐805000 ∙ Fire Equipment
200‐1000‐806000 ∙ Medical Equipment
200‐1000‐807000 ∙ Fitness & Wellness Equipment
Total Fiscal Year Capital Improvement Plan Expenditure Details
FY 2020‐21 CAPITAL IMPROVEMENT PLAN EXPENDITURE DETAILS
.
200‐1000‐808000 ∙ Office Equipment
200‐1000‐802000/802100 ∙ Bldg Construction & Improvements
200‐1000‐803000 ∙ Apparatus
200‐1000‐804000 ∙ Communications Equipment
PROJECT DETAILS
16
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Community Assistance Van Est. Project Cost: $50,000
This is a request for funding to purchase one (1) utility van to be used by Authority Fire Corps members in Battalion 231 as a Service Van (SV). SV231 was created to replace the current Community Response (CR231) unit that is currently being deployed. SV231 will provide local community assistance and support during emergency and non‐emergency activities.
Funding Source: Capital Projects Fund: 200‐1000‐803000 Apparatus
Start Date: July 2020 Completion Date: June 2021
Project: Traffic Pre‐emption Devices Est. Project Cost: $5,000
This is an annual request for funding to purchase traffic pre‐emption devices that are used by the Authority for communication between apparatus and traffic signals to increase the safety of personnel and the public, as well as reduce emergency response times. This equipment, when in use, controls traffic signals for the safer passage of apparatus. This item is included in the CIP due to the need for normal replacement of current systems. The Authority works closely with the Arizona Department of Highway Safety and Maricopa County Department of Transportation to identify new intersections for the equipment and major repairs or replacements of currently existing traffic signal systems within Authority boundaries.
Funding Source: Capital Projects Fund: 200‐1000‐805000 Fire Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Clean Cab Program Est. Project Cost: $10,000
This is a request for funding to support the Authority’s ongoing efforts to reduce our personnel’s exposure to carcinogens. The Clean Cab Program will allow staff to move all Self Contained Breathing Apparatus from the cabs of Authority fire apparatus and mount them into apparatus compartments. The funding will also allow for the repositioning of certain apparatus equipment to create compartment space for transport of contaminated turnouts or clothing. The technical definition of a clean cab is anything that goes into an IDLH (immediately dangerous to life or health) environment does not go back into the cab of the apparatus until it has been properly decontaminated which oftentimes cannot occur until the unit returns to the station.
Funding Source: Capital Projects Fund: 200‐1000‐805000 Fire Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Firefighter Turnouts Est. Project Cost: $75,000
This is an annual request for funding to purchase firefighter turnouts. It is the Authority’s policy to have two sets of turnouts for each firefighter. Due to the wear and tear and manufacture lifespan of the turnouts, it is necessary to have a program that replaces them when they reach the end of their useful life.
Funding Source: Capital Projects Fund: 200‐1000‐805000 Fire Equipment
Start Date: July 2020 Completion Date: June 2021
17
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Video Laryngoscopes (18) Est. Project Cost: $60,000
This is a request for funding to purchase eighteen (18) video laryngoscopes. Video laryngoscopes replace traditional laryngoscopy products and are a high‐tech tool that greatly improves the paramedics ability to intubate (insert a breathing tube) in patients. The improved devices allow the paramedic to clearly visualize the patient’s vocal cords to quickly perform the lifesaving intubation procedure. Video Laryngoscopy has significant advantages over current/traditional laryngoscopy including less trauma for patients, improved success rate, and potentially better patient outcomes.
Funding Source: Capital Projects Fund: 200‐1000‐805000 Fire Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Computer/Network/Software/Security Requirements
Est. Project Cost: $50,000
This is a request for funding to continue to upgrade and standardize the Authority’s current Information Technology infrastructure. This request includes, but is not limited, to new license agreements for software, upgrading current software agreements, as well as upgrading server and security hardware.
Funding Source: Capital Projects Fund: 200‐1000‐804000 Communications Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Apparatus Mobile Computer Terminals Est. Project Cost: $20,000
This is an annual request for funding to purchase apparatus mobile computer terminals to add to or replace terminals as necessary.
Funding Source: Capital Projects Fund: 200‐1000‐806000 Medical Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Reseal Roof and Parking lot – Administrative Office
Est. Project Cost: $25,000
This is a request for funding to reseal the flat roof and the asphalt parking lot at the Administrative Office. This is routine maintenance that is typically completed every five (5) years due to normal wear and weathering.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Administrative Building
Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
18
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Apparatus Bay Roof Reseal – Station 101 Est. Project Cost: $3,500
This is a request for funding to reseal the flat apparatus bay roof at Station 101. This is routine maintenance that is scheduled to be completed every five years due to normal weathering.
Funding Source: Capital Projects Fund: 200‐1000‐808000 Office Equipment
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Station 101 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Station 102 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Furniture Replacement – Station 103 Est. Project Cost: $7,500
This is a request for funding for the purchase of replacement furniture for the day room at Station 103. Items that commonly require replacement include tables, chairs, and recliners. This is a routine replacement due to normal wear and tear.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Reseal Parking Lot – Station 103 Est. Project Cost: $7,500
This is a request for funding to reseal the asphalt parking lot at the Station 103. This is routine maintenance that is done periodically due to normal parking lot usage.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
19
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Facility Generator Load Test – Station 103 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Station 104 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Updates – Station 106 Est. Project Cost: $50,000
This is a request for funding for facility updates at Station 106. The updates potentially include the purchasing of a back‐up generator, installing a parking overhang/awning to protect the brush unit and water tanker currently parked on the side of the apparatus bay, and installing an automatic gate opener to improve response time and facility security. Presently, when Brush or Tanker 106 are dispatched on a call, Authority personnel must unlock and open a gate, drive the apparatus through the gate, and then close and secure the gate prior to responding on the call. This funding will correct these response delays as well as better protect the vehicles from the weather.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Station 231 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
20
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Station 231 Facility Interior Updates Est. Project Cost: $50,000
This is a request for funding to complete facility interior updates at Station 231. The interior of Station 231 has not been upgraded since its construction in 2006. Potential upgrades include painting, new flooring, kitchen cabinet repairs, a pantry, and other possible updates. If possible, working with the Salt River Project Rebate Program, replacement of the fluorescent lighting with LED, which would likely reduce utility usage and operational costs, is also being considered.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Station 232 Renovation Est. Project Cost: $110,000
This is a request for funding for the first phase of a larger project to renovate the interior space at Station 232. The renovations would likely include fire station functional areas and also create space for a Battalion Chief quarters and office space for Staff. The Authority has retained an architect for the first phase of the project to help develop the scope of the project and cost. This is a continuing process that should be complete during FY 2021‐22. Estimated costs of $1,350,000 for the final or construction phase are currently included in the FY2021‐22 Capital Improvement Plan.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Facility Generator Load Test – Station 232 Est. Project Cost: $2,500
This is a request for funding to perform load testing on the back‐up generator. A load test allows verification that the generator system will produce and maintain full load without overheating and shutting down. It also allows testing of all components of the system, to ensure all work together as designed and intended and can help identify any potential weaknesses in controlled conditions. These tests are planned to be conducted every three (3) years.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
Project: Fitness Equipment Replacements Est. Project Cost: $8,000
This is an annual request for funding to replace fitness equipment, as necessary. All Authority Fire Stations have fitness equipment to assist personnel in maintaining necessary fitness and health.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021
21
AFMA CAPITAL IMPROVEMENT PLAN FY 2020‐21
Project: Large Appliance & Equipment Replacements
Est. Project Cost: $8,000
This is an annual request for funding for ongoing replacement of large appliances. The Authority maintains a total of nine facilities. Each facility contains multiple appliances (refrigerators, dishwashers, extractors, etc.) and various large equipment, (back‐up generators and evaporative coolers). As these appliances and large equipment age, replacement or extensive repair is necessary.
Funding Source: Capital Projects Fund: 200‐1000‐802100 Building Improvements
Start Date: July 2020 Completion Date: June 2021