SEDONA FIRE DISTRICT

Fiscal Year 2012 Adopted Budget

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Fiscal Year 2012 Sedona Fire District Adopted Budget

Table of Contents Introduction Mission and Values 4 Bios – Governing Board Members 4 District Profile 7 Organizational Chart 8

Budget Message 9

Financial Assessment 10

Financial Goals 11 Financial Policies 11

Budget Process 16

Budget Calendar 17

Non Financial Goals and Objectives 19 Budget Summary 23

Financial Overview Fund Summaries 26 General Fund Revenue Analysis 28

Expenditure Summaries 32 Position Schedule – All District Employees 34 Cost Center Descriptions 36

Operating Expenditure Detail by Section - Includes Goals, Objectives, and Workload Measures by category 1-01: Fire Chief 40 1-02: Fire Board 43 1-03: Pension 45 2-01: Community Risk Management 46 2-02: Fleet 52 3-01: Business Director 56 3-02: Human Resources 58 3-03: Finance 62 3-04: Administration 66 3-05: Ambulance Billing 69 3-06: Regional Communications Center 72 3-07: Telecommunications 78 4-01: Assistant Chief/ Operations 83 4-02: Operations Wages, Taxes & Benefits 85 4-04: Training 88 4-05: Facilities 91 4-14: Wildland Fire Program 94 4-06: Logistics 96

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4-03: CISM 98 4-07: Hazardous Materials 99 4-09: Swiftwater Rescue 100 4-10: Rope Rescue 101 4-11: Trench/Confined Space/Structure 103 4-12: Wellness Program 104 4-15: Emergency Medical Services 105

4-16: PAD Program 109 Special Revenue Budget

3-08: Regional Communications User Group 110

Capital Budget/Five Year Capital Improvement Program 114

Capital Projects Plan Summary 116 Capital Detail by Project 117

Schedule of Debt Service 121

Glossary of Terms 122

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Mission and Values The mission of the Sedona Fire District is to provide Safe and Friendly emergency response services by Dedicated employees to all those who need our help.

SFD core values include:

Integrity · Respect · Teamwork · Professionalism · Compassion

These core values were developed in November 2007, when SFD employees were polled to determine the top five values that were considered the “backbone” of the Sedona Fire District.

Sedona Fire District Board Member Profiles

Dave Blauert, Chairman of the Board

David Blauert moved to Sedona in 1961 from Minnesota. During the

mid 1960s, he negotiated a land trade for 120 acres now known as Posse Grounds Park. He also established the Parks & Recreation Commission in Yavapai County. Over the years, he has been involved in many community projects such as the teen center, skateboard park, and Jack Jameson Memorial Park. He is one of the founders of both the Sedona 30 and the Mid-Day Rotary Club. A retired licensed contractor, Mr. Blauert lives in West Sedona.

Charles Christensen, Clerk of the Board

Mr. Christensen was elected to his present term on the SFD Board in

November 2008 and subsequently appointed as Board Clerk through a vote of his peers. Mr. Christensen also served on the governing Board between 2002 and 2006, and is a retired commercial airline pilot. Mr. Christensen resides in West Sedona.

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HR

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Craig Dible, Board Member

Craig Dible moved to Sedona in 1990 from California, where he taught in the Beverly Hills Unified School District. He has degrees in political science and education. He serves as a representative on the Big Park Regional Coordinating Council and as Northeast Emergency Coordinator and Assistant Radio Amateur Civil Emergency Service Officer for Yavapai County ARES/RACES. He has been chair of the Sierra Club's Sedona / Verde Valley Group and board member of the Yavapai County Industrial Development Authority. He resides in the Village of Oak Creek.

Phyllis Erick, Board Member

Phyllis Erick moved to Sedona in 2006 from California with her husband of 40 years. She has scheduled surgeries in an ophthalmology office for 20 years and worked on the Relay For Life and Casino Royale fundraiser for the Sedona Red Rock High School. Mrs. Erick lives in the Chapel area of Sedona.

Ty Montgomery, Board Member

A family nurse practitioner, Ty Montgomery is the founder of Big Park Family Practice, PC. He holds a degree in nursing and communication studies. Prior to beginning his nursing career in 2001, he worked for nearly 13 years as a firefighter and paramedic for several municipal fire agencies in Iowa. He is also a certified instructor trainer for basic and advanced cardiac life support, as well as for pediatric advanced life support. He resides in the Village of Oak Creek with his wife and three children.

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District Profile

The Sedona area is a unique and special place. With awe-inspiring red rock formations and the scenic beauty of Oak Creek Canyon, its splendor has been compared to that of many national parks.

This unique environment requires specialized services from its Fire District; for example, the surrounding national forest is subject to wildland fires; Oak Creek is prone to flooding from the summer monsoon and/or winter snow melt; the beautiful red rocks attract hikers who sometimes become trapped and injured in the Sedona back country; and because approximately 33% of the community is of retirement age, the emergency medical services must be tailored to meet service needs. Further, in addition to the upwards of 25,000 residents who make the Sedona area home, it is estimated that up to three million guests visit the community annually. The District boundaries also contain pockets of residential and commercial development, including the Village of Oak Creek, the Chapel area, Uptown, Oak Creek Canyon, and West Sedona. The Red Rock Loop area is growing, as well as Seven Canyons and the end of Verde Valley School Road. In many cases there is “one way in” and “one way out” of many of these pocket communities and the geography and topography of the road infrastructure creates significant response challenges for Fire District responders. Despite its unique challenges, the Sedona Fire District strives to offer professional, progressive, and comprehensive emergency response services. SFD provides services through its three main divisions:

Administration and Operational Support – provides Leadership; Long-Range Planning; Budget Development; Financial Management; Human Resources; Payroll; Contract Administration; Grants; Computer Aided Dispatch coordination; 9-1-1 Dispatching and Regional Communication; Computer Technology, Radios and Pagers; Maintenance of Telecommunication Towers; Microwave Communication; General Customer Service for the efficient daily administration and operational support functions of the District.

Operations and Emergency Medical Services– offers complete service delivery of traditional and creative Fire Suppression, Prevention, and Education; Wildland Fire Protection and Suppression; delivery of Emergency Medical Services, both basic and advanced life support; Operational training; Hazardous Materials protection; High Angle Rope, Swiftwater, Trench and Confined Space Rescues; Peer Fitness. Service is accomplished through daily staffing and response of four Paramedic Engine Companies and four Paramedic Ambulances. This Division is also responsible for Emergency Medical Services (EMS) administration including supply and equipment acquisition, and operational training and certification.

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Community Risk Management and Fleet- provides Construction Plan and Development Review; Fire, home, engine company, wildland and construction inspections; Fire Suppression system reviews and inspections; Investigation of complaints of fire hazards and nuisances; Public Information; Public Education; Hazardous Materials and Fire Investigation; Records and files of fire losses, construction activities, area growth, fire hazards, building information, liaison and assistance to outside agencies concerning fire investigation and inspection; Special Projects such as annexations, fire code development, and fire hydrant installation. This Division is also responsible for Fleet maintenance, acquisition, and repair.

La Barranca Fire, 2006

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Fire Board

Fire Chief

Fire Marshal

Fleet & Maintenance

Supervisor

Attorney

Admin. & Finance

Manager

Communications Specialists

Communications Specialist

Supervisors

IT Lead Tech.

Fire Inspector

Ambulance Billing

Specialist

Finance Assistant

Finance Specialist

Office Reserve

Administrative Lead

Sedona Fire District Organizational Chart

As of: July 1, 2011

Telecomm. Manager

HR Assistant

Executive Assistant

Billing / Finance Clerk

Mechanic

IT Technician

Telecommunications Technician

GIS Specialist

Business Director

"B" Shift Battalion Chief Logistics, Special Ops, Tech Rescue

"C" Shift Battalion Chief

Training

Assistant Chief, Operations & EMS

Captains

Engineers

Firefighters

Captains

Firefighters Firefighters

"A" Shift Battalion Chief

Facilities, Wildland, EM Liaison

Captains

Engineers Engineers

HR Manager

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Budget Message – From Business Director Karen Daines

The budget processes for Fiscal Years 2010, 2011, and now 2012 have necessitated the Sedona Fire District to look with critical eyes at the way it has been providing services and the resources it needs to maintain existing service levels. Because of the national and regional economic downturn, in Fiscal Year 2009, SFD began a period of belt-tightening , focusing on critical needs, core service provision, and “have to haves” instead of “nice to haves.” Over the last several years, the District has been working to create an organizational philosophy of doing more with less, and identifying and implementing opportunities to create value and gain efficiencies wherever possible. This philosophy has been continued with the preparation of the Fiscal Year 2012 budget.

Over the last few years the District has also been working to create a sizable reserve fund in order to secure the organization’s financially stability and to be as well prepared as possible for the double digit declines to overall assessed valuations that occurred this year and last. This preparation is now allowing the organization to deal with the 2011 and 2012 revenue declines without having to make cuts to the core services it provides to the community.

The Fiscal Year 2012 recommended budget totals $13.28 million, which represents a 3.6% reduction over the FY2011 budget. This follows a 4.7% overall reduction made to the FY2010 budget from the FY2009 budget; and a 9.2% reduction from the FY2010 to the FY2011 budget. The Operating Budget – the amount required to run all of the day to day operations of the District – is $11.92 million which represents a $550,000 reduction over last year’s operating budget level of $12.47 million. Additions to the 2011 operating expenditures include only those cost increases that were unavoidable, such as the employer’s portion of the Public Safety Retirement Contribution which increases from 14.73% to 16.09% of total wages. Additional reductions were made through eliminating three more full time positions; further reducing overtime and certain benefits line items including health care; and scaling back tremendously on all contractual and commodities expenditures.

Further, no new programs or service level improvements have been considered for inclusion in the FY2012 operating budget. The board has also decided to maintain the mil levy at $1.40 for FY2012. This rate, applied to a total assessed valuation for FY2012 that is 20.17% lower than the previous year, has reduced the overall tax portion of the budget by 20.17%. Given this significant tax revenue reduction, the FY12 budget will need to be balanced by utilizing $2,503,653 from reserve funds. $1,528,000 will be retained in a Board Directed Contingency Account, and any transfers or expenditures from the contingency account will require separate Board approval.

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In FY2010, the Sedona Fire District also began publishing a separate five-year capital improvement plan (CIP) to outline over a five year period any projected expenditure over $35,000. This is presented as a balanced plan, whereby no capital expenditure has been included in the plan that does not have an identified funding source associated with it. However, because there continue to be capital outlay needs without available funding, the most critical of those capital items are being listed in the Plan document as “unfunded” so management continues to keep these needs on the radar for the governing body, and taxpayers, understanding that when the District’s financial situation and the state/nation/region’s economic situation stabilizes these capital needs will need to be addressed. Due to overall lack of available funding for FY12, the only planned capital expenditures for FY2012 include the replacement of a generator at Fire Station 1 and funding to begin the federally mandated narrowbanding project. Station 1’s operation is mission critical as it serves not only as the main fire station for West Sedona, but as the District’s Administrative Headquarters, and the regional Emergency Operations Center. The narrowbanding project, which requires that we reduce the bandwidth of the radio channels now being used for our

emergency communications, is being funded because completion is federally mandated by January 1, 2013.

Brins Fire, 2006

Financial Assessment

The District has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public. In these times of tight budgets, and of limited or negative growth in the District’s tax base, the District needs to ensure that it is capable of adequately funding and providing those core services desired by the community. Ultimately, the District’s reputation and success will depend on the public’s awareness and acceptability of the management and delivery of these services.

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Financial Goals

The development of guidelines for the District’s overall fiscal planning and management should foster and support the continued financial strength and stability of the Sedona Fire District and its financial goals. Through the establishment of sound financial policies the District seeks to:

Deliver quality services in an affordable, efficient and cost-effective basis providing full value for each tax dollar.

Maintain an adequate financial base to sustain a sufficient level of fire and emergency medical response.

Have the ability to withstand local and regional economic fluctuations, and to respond to changes in funding as they affect District operations.

Maintain a high bond credit rating to ensure the District’s future access to the bond markets and to provide assurance to the District’s taxpayers that the District is well managed and financially sound.

Financial Policies

Establishing and following sound financial policies will enhance the District’s financial health as well as its image and credibility with its citizens, the public in general, bond rating agencies, and investors. The Board is charged with establishing financial policies and staff is responsible for carrying out those policies in the day to day management of District finances.

The District’s budget is closely aligned with the financial policies established by the Sedona Fire District Governing Board. Last November, the Board began developing and adopting various financial policies as part of the development of the Sedona Fire District’s “Principles of Sound Financial Management.” These new policies will serve to strengthen the current and long-term financial health of the organization and will be revisited annually to ensure they represent the most current and realistic framework for decision-making. Policies have been established on the following financial topics:

Fund Balance - Per Governing Board policy, fund balance reserves for the General Fund shall be maintained at 15% of the total General Fund budget for the fiscal year (budgeted as Unappropriated Ending Fund Balance). This fund balance will serve as working capital for the first 2.5 months of the fiscal year, until first half taxes are received through Yavapai and Coconino Counties; and to provide a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing or making significant cuts to core services. It is the philosophy of the Board to have sufficient resources on hand at the beginning of the fiscal year to fund the District’s operating expenses until property taxes are received from the County Treasurers, thus eliminating or at least significantly reducing, the need for short-term borrowing.

Capital Improvement Program - The purpose of the Capital Improvement Program is to systematically identify, plan, schedule, finance, track and monitor capital projects to ensure cost-effectiveness as well as conformance with established policies and priorities. The Sedona Fire Chief will annually submit a five-year Capital Improvement Program for review by the Sedona Fire District The program will be updated annually and include the direct costs of the project as well as any associated ongoing operational costs. The CIP will be presented as a balanced plan, whereby

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all expenditures are supported by identified sources of revenue. When current revenues are available for capital projects, consideration will first be given to those capital assets that have the shortest useful life, and for assets whose nature makes them comparatively more difficult to finance with bonds or lease financing.

The Capital Improvement Program shall provide:

A statement of the objectives of the Capital Improvement Program and the relationship with the District’s Strategic Plan, necessary service levels, and expected facilities and infrastructure needs.

An implementation program for each of the capital improvements that provides for the coordination and timing of project construction/acquisition amongst other competing needs.

An estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of the impact of each project on District revenues and operating budgets. The operating impact information shall be forecasted for a period of five years from scheduled date of the capital improvement project. No capital project shall be funded unless operating impacts have been assessed and the necessary funds can be reasonably anticipated to be available when needed.

For the systematic improvement and maintenance of the District’s capital infrastructure, maximizing the useful life of capital investments by scheduling renovations and modifications at the appropriate time in the life-cycle of the asset.

Debt ratio targets that comply with the Governing Board’s Debt Management Policy.

A schedule of proposed debt issuance (if applicable).

The District will match programs and activities identified in the Capital Improvement Program with associated funding sources.

When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful life and/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing. Using cash for projects with shorter lives and bonds/financing for projects with longer lives facilitates “intergenerational equity,” wherein projects with long useful lives are paid over several generations using the project through debt service payments.

Long Range Forecasting – the District will annually update a five-year long-range forecast, incorporating both projected revenues and expenditures for the District’s General Fund. The five-year revenue forecast will only include revenue that is reasonably considered to be sustainable over at least that five year period. Expenditure projections will include anticipated operating impacts of whatever capital improvement expenditures are programmed in the Five Year Capital Improvement Program (CIP). The process of long range forecasting will also serve to define the critical issues and priorities and incorporate the District’s strategic plan and long term vision for the organization.

Fiscal Planning and Budgeting – policy seeks to govern the preparation, monitoring and analysis of the District’s budget, incorporating a long-term perspective and a system of identifying resources and allocating those resources among competing purposes. The District will present an annual operating budget that is balanced, meaning that planned expenditures are equal to or less than current revenues and that ongoing expenditures will only be paid for with ongoing revenues. The

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budget will not postpone expenditures, use one-time (non-recurring) revenue sources to fund ongoing (recurring) uses, or use external borrowing for operational requirements. The Sedona Fire District identifies and allocates resources amongst various needs. It is increasingly important to incorporate a long-term perspective and to monitor the performance of the programs competing to receive funding.

Budgeting will be done on a modified accrual basis. Under the modified accrual basis, expenditures are recorded when the goods or services are actually received, rather than when the 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 – policy governs compliance with legally adopted budget by instituting processes for setting and modifying appropriation and expenditure limits and safeguarding the organization from possible “overspending.” The operating budget is controlled at the organization level but the capital budget is controlled at the individual project level.

Revenues and Collections – policy encourages diversification of the District’s revenue base, regular monitoring of revenues, and aggressive collecting of all revenue. A FY2012 priority for the governing board is to seek alternative sources of funding to help offset the overwhelming reliance on property taxes as the District’s primary source of revenue and to ease the burden on District taxpayers. The District will estimate its annual revenues by an objective, analytical process whenever possible and will forecast revenues by individual category for a period of five years into the future. These forecasts will be updated annually.

Grants – policy establishes under what conditions grants will be pursued and with what administrative or legislative approvals. The District shall apply for only those grants that are consistent with the objectives and high priority needs previously identified by the governing board. The potential for incurring ongoing costs, to include the assumption of support for grant-funded positions from local revenues, will be considered prior to applying for a grant. The District shall attempt to recover all allowable costs – both direct and indirect – associated with the administration and implementation of programs funded through grants. The District may waive or reduce indirect costs if doing so will significantly increase the effectiveness of the grant. All grant submittals shall be reviewed for their cash match requirements, their potential impact on the operation budget, and the extent to which they meet the District’s policy objectives. When the potential for ongoing expenditures is more than $10,000, staff shall seek Board approval prior to submission of the grant application. Should time constraints under the grant program make this impossible, staff shall obtain approval to submit from the Fire Chief and then, at the earliest feasible time, seek formal Board approval. If there is a cash match requirement, the source of funding shall be identified prior to application. The District shall terminate grant-funded programs and associated positions when grant funds are no longer available unless alternate funding is identified.

User Fee Cost Recovery and Indirect Cost Allocations – 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 District shall establish user fees and charges for certain services provided to users receiving a specific benefit. The District will conduct a cost of

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service study to identify the full cost of providing a service for which fees are charged. The calculation of full cost will include all reasonable and justifiable direct and indirect cost components. Fees and charges will be established to recover the full cost of service, unless the percentage of full cost recovery has been reduced by specific action of the governing board. It is recognized that occasionally competing policy objectives may result in reduced user fees and charges that recover only a portion of service costs. User fees shall be reviewed on a regular basis to calculate their full cost recovery levels, to compare them to the current fee structure, and to recommend adjustments where necessary.

Debt Management – policy sets parameters for when the District will take on debt and with what limitations. Arizona State Statutes governing Fire Districts (Arizona Revised Statute 48-806) limits the total amount of bond indebtedness to six percent of the value of taxable property in the district. In its history, the Sedona Fire District has not pursued bond financing although it may at some point in the future. Other legal debt limitations are not specified for Arizona Fire Districts.

In the past, the District’s general philosophy had been to avoid long-term debt issuances. Over the past several years, however, the Board and Staff have re-evaluated that philosophy and concluded that manageable long-term debt issuance is a valuable tool in achieving some of the District’s strategic goals in regard to capital expansion. Attractive interest rates for borrowing have assisted in allowing debt issuance to be more feasible.

The District will confine long term borrowing to capital improvements or projects that cannot be financed from current revenues and to those capital projects with long useful lives. Using debt financing for these projects provides “intergenerational equity” whereas the actual users of the capital asset assist in the payment of that asset over time. The District 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 District attempts to fund capital projects using debt financing, it will pay back the debt within a period not to exceed the useful life of the project/asset.

Current outstanding obligations consist of $380,503 in single investor Bank Financing Agreement with a maturity date of December 2013. This adopted budget identifies $380,503 in principal and interest payments for the aforementioned obligations, as the governing body has elected to appropriate the entirety of the balance to pay off the obligation early in FY2012. It is expected that short-term borrowing in the form of registered warrants (on the county treasurer) to meet cash flow from July through November will not be needed for the 2011/2012 fiscal year, due to a sufficient beginning fund balance that will meet operating requirements.

Because the Sedona Fire District has not yet pursued bond financing and has not yet been evaluated by independent bond rating agencies. Its development and adoption of financial policies will help position the organization to achieve a favorable rating when the time comes to pursue this option and subsequently be evaluated.

Accounting, Auditing, and Financial Reporting – policy dictates the system of internal accounting and internal and external financial reporting that will be adhered to as the District conducts its

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financial transactions. The District will comply with accounting principles generally accepted in the United States in its accounting and financial reporting, as contained 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). Audits of State and Local Governmental Units, an industry audit guide published by the American Institute of Certified Public Accountants (AICPA).

Monthly financial reports will be provided for all divisions/sections summarizing financial activity comparing actual revenues and expenditures with budgeted amounts. 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, including an audit of federal grants according to the Single Audit Act and the OMB Circular A-133, will be performed annually by an independent public accounting firm, with the objective of expressing an opinion on the District’s financial statements.

Cash Management and Investing - The District has not adopted an Investment Policy, as Yavapai County (its parent government) serves as the District’s fiduciary agent, and is responsible for its cash management. The Counties of Yavapai and Coconino collect real property taxes on behalf of the District and the District recognizes tax receipts after notification by the Yavapai County Treasurer. Coconino County receipts are forwarded to Yavapai County. Property tax revenue is deposited by the Yavapai County Treasurer and invested in a pooled account called the Local Government Investment Pool (LGIP). The District transfers funds as needed to the District’s checking account. The District also participates in ACH and check fraud protection, utilizing Positive Pay and ACH Fraud Alert with its financial institutions.

Capital Expenditures (Fixed Assets) - The District has a policy of capitalizing all assets greater than $5,000. Termed as “fixed assets,” these capital expenditures are purchased departmentally out of the capital outlay accounts in the General Fund and the Capital Fund. Typically fixed assets are replacement items as well as new capital items to provide fire department personnel with the tools they need to operate in the most efficient and productive manner. All assets are depreciated utilizing the straight-line method and based on useful lives the District has established, with a minimum life of three years. Fixed asset purchases are reviewed annually based on need and in correlation with the Strategic Planning Session, Apparatus Replacement Schedule, and 10-year Financial Plan.

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Mountain Shadows Fire, 2008

Fire Station #4/Regional Dispatch Center

Budget Process

The Sedona Fire District budget process hinges on a wide range of participants, including our citizens; governing board; the Fire Chief, executive team, and management staff; labor associations; partner agencies; and other local governmental entities. All play important and complimentary roles.

The annual process begins with a joint governing board/executive management workshop to identify critical priorities for the fiscal year. This is an opportunity for the Board to provide key policy directives and goals for consideration during the FY2012 budget process. Given the tumultuous economy and the assessed valuation reductions in FY2012 and further projected decreases in FY2013, which translate to decreased revenue, the board has directed staff to present a budget that maintains core services but that excludes any “frills.” During the FY2012 process, it was emphasized to section managers that the expectation was that staff and employees would be expected to do more with less.

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The Finance Section then initiates an annual “budget kickoff” and prepares a budget letter including various instructions and guidelines for managers to use in the preparation of base and supplemental budget requests, as well as information setting various timelines and deadlines for submitting budget requests. Individual sections develop their budgets at the line-item level with input from employees within their respective sections; and the executive team, Finance Manager, and section managers meet, review, and if necessary modify each proposed line-item. During this process, the Finance Section is also preparing its Five Year Forecasts for revenue and expenditures in the General Fund.

Four budget workshops were held with the governing board, staff, citizens, and other stakeholders to do a more detailed review of recommended line-item expenditures and proposed capital outlay expenditures.

Once final changes are integrated into the tentative budget documents, prior to adoption, the proposed budget must also be transmitted to the general public in the form of a public notice in the local newspaper, and posted in three other public locations at least thirty days prior to the public meeting at which the formal adoption of the budget will take place (this is a requirement set by the State of Arizona through Arizona Revised Statute 48-805 A.2). After completing the public budget hearings, and required publishing, the Board adopts a final budget and tax levy consistent with State law. The adoption of the budget sets the maximum appropriation for the fiscal year. Once published, the budget may be reduced, but cannot be increased. For the FY2012 Budget Year process, five public budget hearings/workshops were held between Feb and June 2011. As depicted in the following calendar, the FY2012 final budget was adopted on June 22, 2011.

FY2012 Budget Process Calendar

Finance Office Budget Kickoff/ Distribution of “Budget Letter”

Dec. 1, 2010

Board and Executive Team Budget Planning Session

Jan. 11, 2011

Deadline to Electronically Submit Section Budget Detail Pages to Finance

Jan. 17, 2011

Budget Reviews with Fire Chief, Executive Management Team, and Finance Manager

Jan.25- 28 and Feb.1-3, 2011

Draft Budget Distributed to the Fire Board Feb. 23, 2011

Board Budget Workshop Wed Mar. 9, 2011 – 3 p.m. West Sedona Station 1

Board Budget Workshop Wed Mar. 23, 2011 – 3 p.m. VOC Station 3

Board Budget Workshop Wed April 6, 2011 - 6 p.m. West Sedona Station 1

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Board Budget Workshop Wed April 13, 2011 - 3 p.m. West Sedona Station 1

Budget Workshop – Approval to Publish April 27, 2011 – 3 p.m. West Sedona Station 1

Tentative Budget Published in Newspaper May 13, 2011

Public Budget Hearing to Approve Budget June 22, 2011 - 6 p.m. Regular Board Meeting West Sedona Station 1

Subsequent amendments to the operating budget which do not increase the bottom line appropriation for the overall operating budget can be processed administratively with the authorization of the Fire Chief. The Fire Chief may also approve contingency allocations under $25,000. The use of contingency funding in an amount greater than $25,000 must be approved by the governing body. The governing body must also approve any amendments to the Capital budget that result in an increase to the project level appropriation. General Fund savings from one budget year to the next, in excess of fund balance requirements, by Board policy, are transferred to the Capital Fund and kept in reserve for future capital outlay projects.

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Sedona Fire District Non Financial Goals and Objectives

Financial policies are essential to the effective fiscal management of the organization, but they must be coupled with strategic, long-term non-financial planning processes in order to support an effective organization. The Sedona Fire District uses a strategic planning process to update its goals and objectives annually in conjunction with the annual Budget Process. The goals and objectives set forth in the Strategic Plan set the framework for prioritization of budget requests and the overall allocation of resources. The Strategic Plan is developed collaboratively through participation and input from the governing body, executive staff, management staff, employee representatives, and the public. Progress towards planned goals is evaluated at least annually during the update process and external factors such as the national or regional economy, demographic changes, statutory changes, legislation, and mandates, are all considered when setting new goals and objectives. The following are the major goals and objectives set forth in the current Strategic Plan:

1. Enhance our capacity to provide emergent and non-emergent services to meet future

needs. 2. Maintain efficient and effective emergent and non-emergent services. 3. Improve relationships and partnerships with public and private entities. 4. Ensure public confidence and trust in Sedona Fire District. 5. Educate our community on emergent and non-emergent service delivery.

Strategy #1: Maintain efficient and effective emergency and non-emergency services.

Goals and Accompanying Benchmarks: • Build system to evaluate, analyze, review, and utilize data.

⇒ Create system to evaluate hiring, retention, and promotional rates, including the possible pursuit of contract services for portions of human resources and payroll. ⇒ Upgrade system to analyze financial and ambulance billing data. ⇒ Evaluate available system within Firehouse. ⇒ Develop programs to train users to ensure optimal utilization of Firehouse. ⇒ Identify personnel responsible for data management, i.e., Firehouse, CAD.

• Survey public on SFD performance and expectations. ⇒ Review current means of public input, i.e., EMS surveys to ensure emergency medical response service, as well as communication operational support, levels are not degrading, 9-1-1 dispatch surveys, and utilize data to identify areas for improvement.

• Identify and Evaluate services provided by SFD. ⇒ Resort Medical Program. ⇒ Public Automatic Defibrillator Program. ⇒ Regularly review services offered by other area providers to assure service efforts are not duplicated. ⇒ CPR/CCR instruction to the public.

Strategy #2: Enhance our capacity to provide emergent non-emergent services to meet future needs.

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Goals and Accompanying Benchmarks: • Best practices: monitor and remain aware of current industry trends.

⇒ Participate with local, regional, state, and federal agencies to enhance best practices. ⇒ Identify positive and negative trends in organizational wellness.

• Build Chapel Fire Station, and develop long range plan for future Oak Creek Canyon, and Red Rock Loop stations. ⇒ Commence construction of Chapel station by final quarter of FY2012. ⇒ Seek opportunities to obtain Oak Creek Canyon property for Station #5. ⇒ Evaluate the need/calls for service in Red Rock Loop area.

• Evaluate infrastructure; develop long range replacement and growth plan.

• Update 5-year capital replacement plan for trucks, equipment, etc. (Use growth projection information) and develop 5-Year Capital Replacement Program/Budget Document for all capital outlay over $35,000.

⇒ Monitor district growth areas and associated response times and call volume (ex. area). ⇒ Complete an annual plan, but compile and track information quarterly.

Strategy #3: Ensure public confidence and trust in the Sedona Fire District. Goals and Accompanying Benchmarks: • Financial management.

⇒ Educate public on budget process before receiving county revenue projections through Public Budget Workshops. ⇒ Revise budget documents to align with GFOA criteria and submit for the Distinguished Budget Presentation Award. ⇒ Explore the feasibility of moving to a two-year budgeting cycle. ⇒ Work with the Arizona Fire District Association (AFDA) to support legislation for local budget overrides. ⇒ Utilize two-year budgeting with projections in order to appropriately set mil levy rates. ⇒ Continue to participate in local, regional, and statewide fire district “watch dog” groups. ⇒ Develop and adopt remainder of fiscal policies (to possess a full range of financial policies) to support sound financial management.

⇒ Use the financial management software system to implement budget control at the sub-division and CIP project levels.

⇒ Develop an interface between the staffing system and financial management systems for automatic of payroll.

• Continue community education efforts. ⇒ Utilize available media. ⇒ Continue Town Hall meetings. ⇒ Utilize Speakers Bureau for outreach. ⇒ Expand participation in community and service clubs. ⇒ Continue FireWise education program.

• Pursue additional revenue streams to augment taxpayer funding. ⇒ Increase microwave tower leases. ⇒ Seek additional grant opportunities. ⇒ Explore Prescott-area telecommunication opportunities.

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⇒ Explore opportunities to add new partners to regional communications service provision in order to help offset costs for all participant agencies.

Strategy #4: Improve relationships and partnerships with public and private entities.

Goals and Accompanying Benchmarks: • Maintain partnerships with other public safety, local governmental entities, and healthcare providers.

⇒ Meet with Chamber of Commerce and other key community stakeholders on quarterly basis to maintain dialogue and interaction. ⇒ Enhance law enforcement/SFD joint training and after action reviews. ⇒ Review annual automatic aid for effectiveness. ⇒ Discuss partnerships with hospitals for home healthcare services.

• Review possibility of Verde Valley-wide Code Enforcement partnership services. ⇒ Establish Verde Valley Fire Chiefs Association sub-committee by 2010.

• Prepare for and review plans for natural disasters and evacuations (e.g., Oak Creek Canyon Task Force).

⇒ Implement Reverse 9-1-1 program with both counties by 2011. ⇒ Seek grant funds for disaster drill; plan & conduct disaster drill in community in cooperation with key stakeholders (City of Sedona, Counties, School District, Public Library, etc.). ⇒ Identify staffing plan for emergency public communication plan (i.e., administrative telephone coverage to assist dispatchers, information updates, etc.). ⇒ Expand emergency notifications on SFD website by 2011. ⇒ Establish subscriber e-mail notification list by 2010.

• Mobile Data Computer and Auto Vehicle Locator systems. ⇒ Explore revenue sources for funding.

Strategy #5: Educate our community on emergency service delivery. Goals and Accompanying Benchmarks: • Enhance school and public education programs in all-risk hazards.

⇒ Train students in CPR/AED in area schools. ⇒ Expand outreach education programs for seniors (i.e., Remember When, Senior FireSafety, etc.). ⇒ Encourage citizens to assume greater responsibility to make their homes FireWise.

• Educate public about our budget process. ⇒ Pro-actively write press releases on budget preparation for local newspapers. ⇒ Announce budget meetings on local radio (e.g., Yavapai Broadcasting).

• Use media/marketing to educate public about roadways, flooding, etc. ⇒ Provide safety information to Chamber of Commerce for distribution to visitors and resorts.

• Identify Public Information Officer critical public relation duties. ⇒ Determine need for Shift PIOs to assist in public relation duties.

• Mail annual report to community.

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⇒ Research the viability of obtaining a bulk mailing permit. ⇒ Remind public of Citizens Committee recommendations and funding strategy.

• Use surveys in ambulances and Communications Center to include “Did you know?” information & change information quarterly.

⇒ Announce upcoming SFD events (i.e., Open Houses, Wildland fire issues, etc.)

• Utilize Internet to educate public. ⇒ Develop e-mail database to inform public. ⇒ Team up with City of Sedona on “mail-outs”.

• Provide information to realtors and title companies for distribution to new residents during home closings about ISO, services, and response times.

⇒ Include SFD flyers in packet of information.

Fire Station #4/Regional Dispatch Center

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Budget Summary

This budget summary presents an overview of the District’s costs for providing services and the resources being used to pay for those costs. Many factors were considered when preparing this financial plan. Some of these factors include the anticipated future reduction in property revenues due to declines in the housing market, changes in management/leadership within the organization, as well as changes in the governing board and its philosophies as they relate to District operations. Overall, the FY2012 budget seeks to sustain core services, but does not support service level expansions or organizational growth; in fact, the FY2012 budget eliminated three additional positions over 2011 authorized levels and commits to hold at least two of the remaining 107 authorized positions vacant through FY2012. The budget also significantly reduces or eliminates anything considered “discretionary” spending. These reductions allow the organization to present a balanced budget even with a 20.17% reduction to the Fiscal Year 2012 total District assessed valuation. The chart below outlines the financial plan for FY 2012. The total sources are estimated at $13.28 million and total uses are estimated at $13.28 million, which includes a contingency of $2 million. At this point, the District is positioned to sustain fund balances at or above stated reserve requirements.

The Sedona Fire District Fiscal Year 2012 annual budget appropriation totals $13,280,171 which is a decrease from FY2011 of 3.6%. The Operating Budget will total an estimated $11,919,668. Budgeting will be done on a modified accrual basis, which is the same basis of accounting used by the District. The modified accrual basis of accounting is such that expenditures are recorded at the time liabilities are incurred and revenues are recorded when measurable and available.

A summary of uses and sources for the General Fund and Capital Projects Funds is as follows:

Budget Uses 2009/2010 Actual

2010/2011 Adopted

2011/2012 Budget

% Change Previous Year

Operating $13,130,421 $12,473,749 $11,519,668 (7.6%)

Capital Projects $115,885 $551,251 $80,000 (85.5%)

Debt Service $155,069 $155,069 $380,503 145.4%

Contingency $0 $600,000 $1,300,000 116.7%

Total Uses $13,401,375 $13,780,069 $13,280,171 (3.6%)

Budget Sources 2009/2010

Actual 2010/2011 Adopted

2011/2012 Budget

% Change Previous Year

Property Tax Revenue

$12,764,296 $10,557,216 $8,506,806 (19.4%)

Non-Tax Revenue

$2,185,824 $2,133,723 $2,269,712 6.4%

Carryover/ Reserves

$0 $1,089,130 $2,503,653 130%

Total Revenue $14,950,120 $13,780,069 $13,280,171 (3.6%)

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Revenues

The FY2012 estimated revenues total $13.28 million, which represents a 3.6% decrease from FY2011 budgeted revenues. Projected revenues are realized primarily from property tax collections, however, SFD augments its tax revenues with non-tax based sources such as ambulance transport billings, regional communications services, and other fees for service. While the District will reduce property taxes by 19%, it is projecting an increase in non-tax sources of revenue by 6.6% in FY2012.

As a result of recent housing market declines and general economic down-turn, the FY2012 property valuation is projected to decrease by approximately nineteen percent. SFD maintained the property tax levy at $1.40 per $100 of secondary assessed valuation, which will result in an overall decrease in tax revenue of $2.1 million. All of this shortfall will be made up using reserve funds. The non-tax based revenue sources for FY2011 are estimated to increase from $2.13 to $2.27 million.

Expenditures The budget is comprised of three major segments. The operating budget totals $11.52 million (86.7% of the total). Approximately $1.3 million is allocated for Board contingency for their special uses, and $400k (3%) is set aside for operating contingency. The District’s planned capital improvements for the fiscal year total $80,000, which accounts for 0.6% of the total FY 2012 budget. Not only was no new funding for programs, services, or positions incorporated into the FY2012 budget, but reductions were made to the 2012 Operating expenditures wherever possible.

The budget was presented to the Governing Board for adoption on June 22, 2011. The adoption of the budget sets the maximum appropriation for the fiscal year. Prior to adoption, the proposed budget was transmitted to the general public in the form of a public notice in the local newspaper, the Red Rock News. Once published, the budget

74%

19%

3%

2% 11% 0.5% 3%

0.5%

Property Tax

Reserve Funds

Fire DistrictAssistance TaxDispatchingServicesAmbulanceBillingFees for Service

Other

86.7%

9.8%

2.9% .6%

Operating

Contingency

Debt Service

Capital

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may be reduced, but cannot be increased. Seven public budget hearings and/or workshops were held between January and June 2011.

Special Revenue Fund

Dispatching services are provided to Black Canyon City, Camp Verde Fire District, Clarkdale Fire Department, Jerome Fire Department, Mayer Fire District, Montezuma/Rimrock Fire District, Pinewood Fire Department, Verde Valley Ambulance, and Verde Valley Fire District. The FY2012 revenue included in this fund ($394,000) pays for 100% of the operating expenses required that are above and beyond the operating expenses required to dispatch for Sedona only, i.e. the additional staffing and other operational expenses to cover the additional work generated by the user agencies. There are 5.5 full-time positions paid for out of Special Revenue for the Regional Communications Center. These positions include four communication specialists, one communications specialist supervisor, and a half time radio technician. In the Special Revenue Fund, budget uses always equal budget sources. Other Special Revenue Budget items may include actual costs for out-of-district wildland assignments for which the Arizona State Land Department provides full cost reimbursement, and/or grant projects.

A summary of uses and sources for the Special Revenue Fund is as follows:

Special Revenue Budget Uses

2009/2010 Actual

2010/2011 Estimated

2011/2012 Budget

% Change Previous Year

User Fees $397,314 $393,688 $393,968 -

Grants $89,512 $107,643 $0 -

Projects $34,380 $21,698 $10,000 (53.9%)

Reimbursement for Wildland Deployments

$165,102 $199,703 $150,000 (24.9%)

Total Uses $686,308 $722,732 $553,968 (23.4%)

Special Revenue Budget Sources

2009/2010 Actual

2010/2011 Estimated

2011/2012 Budget

% Change Previous Year

User Fees $474,441 $451,689 $393,968 (12.8%)

Grants $89,512 $107,643 $0 -

Projects $34,380 $21,698 $10,000 (53.9%)

Reimbursement for Wildland Deployments

$165,102 $199,703 $150,000 (24.9%)

Total Sources $763,435 $780,733 $553,968 (29.0%)

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Sedona Fire District 2011-2012 Funds Overview

The budget of the District is organized on the basis of funds, each of which is considered to be a separate accounting entity. Fund balance is generally defined as the difference between a fund’s assets and liabilities. The operations of each fund are accounted for by providing a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures, or expenses, as appropriate. The funds for the Sedona Fire District are as follows: General Fund, Capital Projects Fund, and Special Revenue Fund. The General Fund and Capital Projects Fund are the only funds which are appropriated. The District reports each of these funds as major governmental funds in its financial statements.

Fund balance is an important indicator of the District’s financial position. Adequate fund balances must be maintained to allow the District to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements, to provide cash for operations prior to receipt of property tax revenues, to maximize investment earnings, and to maintain or enhance the District’s financial position. Per Governing Board policy, fund balance reserves for the General Fund shall be maintained at 15% of the total General Fund budget for the fiscal year. Appropriation of a minimum contingency will also be included in the operating budget to provide for emergencies. The collective ending fund balance in the General Fund is projected at $2 million. The General Fund is the only fund for which fund balance requirements have been established, again, to provide the District with sufficient working capital and a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing to pay for basic operations. The Capital Reserve Fund is projected to have an ending balance of $1 million, although there are no policy requirements to retain Capital Fund balances.

The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. Measurement focus is commonly used to describe the types of transactions that are reported in a fund’s operating statement. All government funds are accounted for using a current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The District considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 days after year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on general long-term debt, claims and judgments, and compensated absences, which are recognized as expenditures to the extent they are due and payable. Only current assets and liabilities generally are included on the balance sheet. Operating statements present increases (revenue) and decreases (expenditures) in net current assets.

Projection of Financial Condition by Fund Type

Fund Type June 30, 2011 Estimated Fund Balance

2011-2012 Estimated Revenue

2011-2012 Estimated Expenditures

June 30, 2012 Estimated Fund Balance

General Fund $2,000,000 $10,776,518 $10,776,518 $2,000,000

Capital Projects $730,000 $0 $730,000 $0

Capital Reserves $2,640,000 $0 $1,773,653 $866,347

Special Revenue $58,000 $553,968 $553,968 $58,000

Total All Funds $5,370,000 $11,330,486 $13,779,742 $2,924,347

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General Fund – The General Fund pays for the District’s primary, ongoing, operational expenses. It accounts for all financial resources except those required to be accounted for in other funds. This fund is used to support operations. Each year, the District identifies any one-time, nonrecurring revenues from this fund that may be used to support capital needs. All expenditures in this fund are appropriated and bound to adopted thresholds. The end of fiscal year fund balance is projected to be at $2,000,000 which is approximately 15% of the projected fiscal year General Fund budget, and it is at the acceptable level according to the Board’s policy of maintaining an operating fund balance of no less than 15% of the fiscal year budget.

Capital Projects – The Capital Projects Fund pays for the acquisition and construction of capital facilities, equipment and infrastructure. The primary funding sources include any one-time, nonrecurring revenue from the General Fund, as well as bond and/or loan proceeds. The 2011 end of fiscal year fund balance was $5.37 million based on prior years' tax collections for the future construction of a new Fire Station in the Chapel area of the District, and several years of underspending appropriations and "sweeping" operating and capital budget savings into this reserve fund. The governing body chose to use $2.5 million from this fund to reduce FY2012 taxes and still balance the FY2012 budget. This means that the District will no longer have the ability to fund the Chapel Fire Station project through a “pay-as-you-go” program without borrowing. In light of utilizing capital reserves for the new budget year, the fund balance is projected to be $2.9 million by June 30, 2012.

Special Revenue – The Special Revenue Fund accounts for the proceeds of specific revenue sources restricted to expenditures for specific purposes. This fund includes the Regional Communications User Group Revenue, Non-District Fire Revenue, as well as Grant proceeds. There is no fund balance requirement for special revenues and there are no changes anticipated in fund balance for the special revenue funds. Annual revenues should equal annual expenditures in this fund.

Shorthaul Rescue, 2008

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2011-2012 Revenue Analysis

Total General Fund and Capital Projects Fund revenues for Fiscal Year 2011 are estimated at $13,280,171. The revenue forecasts are based on historical data, trend analyses, assumptions on population changes, economic projections, and property valuation estimates from both Yavapai and Coconino Counties in order to project expected receipts from taxes. All major revenue sources and fund types are identified and reviewed for activity and variances throughout the fiscal year. District revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. The District forecasts each category of revenue for a five year period; the full five year revenue forecast by category is included later in this section.

The following table details revenue history by major category. The largest source of District revenue is property tax. The District has also been very aggressive in pursuing non-tax based sources of revenue such as ambulance transport/insurance billing revenue, telecommunications rent revenue, and fees for service for the provision of dispatch and telecommunications services to other regional agencies by SFD. A further narrative discussion related to each category of revenue is also provided.

Revenue Category 2009/2010 Actual

2010/2011 Estimated

2011/2012 Budget

Variance Percent Change

Property Tax $12,369,727 $10,314,691 $8,114,805 ($2,199,886) (21.3%)

Fire District Assistance Tax $394,571 $389,361 $392,001 $2,640 .9%

Subtotal Tax Revenue $12,764,298 $10,704,052 $8,506,806 ($2,197,246) (20.5%)

Dispatching Services $323,601 $305,630 $287,020 ($18,610) (6.1%)

Telecommunications Services $86,350 $42,212 $15,000 ($27,212) (64.5%)

Ambulance Billing $1,480,745 $1,555,841 $1,500,000 ($55,841) (3.6%)

Communications Rents $129,006 $141,238 $142,692 $1,454 1.0%

Non-District Fire Revenue $61,769 $68,062 $35,000 ($33,062) (48.6%)

Fees for Service $27,666 $26,961 $20,000 ($6,691) (24.8%)

Interest Earnings $12,726 $16,539 $20,000 $3,461 20.9%

Other $54,078 $141,159 $250,000 $108,841 77.1%

Subtotal Non-Tax Revenue $2,175,941 $2,297,642 $2,269,712 $27,930 1.2%

Use of Prior Year Reserve Funds - $1,089,130 $2,503,653 $1,414,523 129.9%

Total Revenue $14,940,239 $14,090,824 $13,780,069 ($310,755) (2.2%)

Revenue projections are the foundation of the budget process and are developed early in the process to provide parameters within which base budgets and new requests are evaluated. The assumptions used in this year’s revenue projections include:

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Ambulance billing rates should increase slightly based on regular Arizona Department of Health Services automatic inflationary increases to rates to all Arizona ambulance providers. This combined with call volume increases should increase overall ambulance billing revenue slightly, as has been the trend over the last several years.

Assessed valuation will decline an overall 19.46% over 2010-2011 values, as a result of the assessments catching up to the market value declines experienced approximately 18-24 months ago. It is also assumed that assessed valuation will further decrease by approximately 10% in Fiscal Year 2013 which is why the current year operating budget has been reduced by another $1.2 million, above and beyond the previous years’ $1 million reduction. Because of these reductions, operations should be sustainable into the 2012 fiscal year at current budget levels, requiring no overall increase to property taxes.

Property Tax – The tax rate is set each June by the Sedona Fire District Governing Board based on the recommendation of the Fire Chief and staff. The maximum tax rate allowed is $3.25 per $100 secondary assessed value; for FY2009, SFD’s tax rate was $1.65 per $100 secondary assessed valuation; for FY2010 SFD reduced the tax rate 10 cents, to $1.55 per $100 secondary assessed valuation; and for FY2011 the tax rate was further reduced to $1.40. Sedona Fire District boundaries fall into two separate counties, Yavapai and Coconino. Yavapai County Assessed Valuation for FY2011 was $541,450,820 and Coconino County Assessed Valuation for FY2011 was $184,635,961. Yavapai County Assessed Valuation for FY2012 decreased to $422,645,837 and Coconino County Assessed Valuation for FY2012 decreased to $156,983,061, an aggregated decrease of 19.4%. Real property, which includes commercial and industrial property, is assessed at 20% of full cash value; residential is assessed at 10% of full cash value, and vacant land is assessed at 16% of full cash value.

Fire District Assistance Tax – Per Arizona Revised Statute 48-807.A each property owner in the State of Arizona will pay a Fire District Assistance Tax. The board of supervisors of each county in Arizona shall levy a county fire district assistance tax on the taxable property in the county of not more than ten cents per one hundred dollars of assessed valuation. The FDAT is a levy of secondary property taxes and is limited by statute to $0.10 per $100 of assessed valuation levied on all of the taxable property in the county. The FDAT levy for Sedona Fire District was set to a fixed $392,001 of revenue after the merger of the Sedona Red Rock and Sedona Oak Creek Fire Districts in November 1993. This amount is contributed annually to the operating budget.

Ambulance Billing – Ambulance transportation services are provided by Sedona Fire District. Rates for ambulance service are approved by the Arizona Department of Health Services (ADHS). The current fee for a Sedona Fire District ambulance transport is $1,200.38 and 18.18 per mile.

1.75 1.75 1.65 1.55 1.40 1.40

0

1

2

FY2007 FY2008 FY2009 FY2010 FY2011 FY2012

Sedona Fire District Tax Rates

Mil Levy per $100 ofAssessed Value

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Property owners within the District are not charged any out of pocket costs for this service (health insurance may be billed). 2011/2012 revenues are projected at $1.50 million.

Dispatching Services – The Sedona Fire District maintains contracts with 10 other agencies to charge those agencies for the provision of dispatching services. Current cost recovery is at 35% of the total SFD operating budget portion of communication center costs, for a total of $287,020 annually. Users pay 100% of the special revenue portion of the communications center costs.

Telecommunication Services - The Sedona Fire District maintains contracts with several other agencies to charge those agencies for the provision of telecommunication services. More than one full time telecommunications technician position is paid for by these user agencies.

Communication Rents – Leases of telecommunication towers to private sector providers.

Alltel Wireless $31,596

Cingular Wireless $17,080

CommSpeed $12,317

Sedona Internet $12,727

Sprint $35,526

Verizon $33,446

Non-District Fire Revenues - Based on an Intergovernmental Agreement with the Arizona State Land Department, Sedona Fire District apparatus and personnel may be deployed to other areas of the state or country to assist with combating wildfires. SFD is reimbursed dollar for dollar for all personnel costs and generates revenue for the use of apparatus and equipment. SFD is expecting to generate an estimated $35,000 in 2011-2012 to offset operating expenses.

Interest Earnings – Interest earned on General Fund contingency reserves and fund balance – paid through participation in the Local Government Investment Pool.

Fees for Service – Includes CPR class revenue, and Community Risk Management plan review fees.

Other General Fund Revenue – Includes sale of surplus property, donations, worker’s compensation dividends, and other miscellaneous sources.

While tax based revenue is contingent upon the governing boards' setting of the tax levy, non-tax sources of revenue should continue to increase and the District will attempt to vigorously pursue the maximization of alternative “non-tax” funding sources to alleviate as much of the tax burden as possible on District residents and property owners.

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Fire Station #5, Oak Creek Canyon

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2011-2012 Expenditure Summary

The budgeted expenditures include services and programs provided by the District, including administrative and operational support to the District Governing Board and the Management of divisional activities, as well as operational activities including structural and wildland firefighting, the provision of emergency medical services (EMS), technical rescue including trench/confined space and swiftwater rescue, and ambulance transportation. Approximately 65% of the total operating expenditures support Operations, i.e. the firefighters who staff the fire stations and respond to emergency incidents. Additionally, approximately 85% of total operating expenditures are for personnel services, i.e. the wages and benefits for District staff.

The 2011-2012 Operating Budget by Division is as follows:

Division/Section 2009/2010 Actuals

2010/2011 Budget

2011/2012 Budget

Fire Chief 233,164 259,614 241,977

Fire Board 57,917 46,750 43,800

Pension 7,490 4,025 5,400

Subtotal Fire Chief/Board 298,571 $310,389 291,177

Community Risk 388,823 389,574 219,286

Fleet 336,319 337,390 331,666

Subtotal Community Risk 725,142 $726,964 550,952

Admin/Business Director 146,776 152,179 136,340

Admin/Human Resources 242,413 257,179 225,105

Admin/Finance 425,692 493,303 619,966

Admin/Administration 156,834 162,663 112,532

Admin/Ambulance Billing 100,282 99,770 95,318

Admin/RCC 1,033,910 1,058,474 829,426

Admin/Telecommunications 801,492 850,895 626,675

Subtotal Administration 2,907,399 $3,074,463 2,645,362

Operations/Asst Chief 162,421 156,623 141,646

Ops Wages/Benefits 7,428,993 7,474,341 6,736,781

Operations/Training 76,254 86,445 27,819

Operations/Facilities 309,876 321,632 242,716

Operations/Wildland 12,190 17,367 13,042

Operations/Logistics 66,407 71,350 51,950

Operations/CISM - 9,900 6,789

Operations/Haz Mat 2,823 15,000 2,350

Operations/Swiftwater 4,389 14,265 3,815

Operations/TRT 8,918 10,870 9,745

Operations/Trench 36 2,000 500

Operations/Wellness 7,198 8,700 7,300

Support/EMS 165,879 166,440 157,024

Support/PAD Program 4,190 7,000 2,500

Subtotal Operations 8,249,574 $8,361,933 7,403,977

Total District Operating $12,180,686 $12,473,749 $10,891,468

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The Operating Budget by Category is as follows:

2009-2010 Actuals

2010-2011 Budget

2011-2012 Budget

Salaries and Wages 7,693,542 7,789,713 6,573,948

Taxes and Benefits 2,929,140 2,891,364 2,661,657

Administration 119,728 179,757 273,077

Training and Related 48,400 115,824 72,944

Professional Services 290,581 334,095 319,815

Utilities and Communications 227,990 257,204 227,257

Insurance 82,466 97,847 91,112

Repairs & Maintenance 174,241 193,578 132,841

Materials and Supplies 568,626 614,367 538,817

Capital Outlay 45,972 0 0

Total Operating $12,180,686 $12,473,749 $10,891,468

The NON-Operating Budget by Category is as follows:

2009-2010 Actuals

2010-2011 Budget

2011-2012 Budget

Operating Cash Reserves 0 600,000 400,000

Capital Reserves (savings) 0 0 0

Capital Projects (planned expends.) 125,246 551,251 80,000

Debt Service Payments 155,069 155,069 380,503

Board Designated Special Conting. 0 0 1,528,200

Sub-Total Non-Operating $280,315 $1,306,320 $2,388,703

Budget unspent - now cash reserves $1,547,745

Total Budget $12,998,621 $13,780,069 $13,280,171

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Sedona Fire District Position Schedule by Division Division/Section 2008/2009

Authorized FTE 2009/2010

Authorized FTE 2010/2011

Authorized FTE 2011/2012

Budgeted FTE

FIRE CHIEF

Fire Chief 1 1 1 1

Management Assistant 1 1 1 1

SUBTOTAL FIRE CHIEF 2 2 2 2

COMMUNITY RISK MANAGEMENT and FLEET

Fire Marshal 1 1 1 1

Deputy Fire Marshal 1 1 1 0

Fire Inspector 2 1 1 1

Fleet

Fleet Supervisor 1 1 1 1

Mechanic 1 1 1 1

SUBTOTAL COMMUNITY RISK 6 5 5 4

ADMINISTRATION AND OPERATIONAL SUPPORT

Business Director 1 1 1 1

Human Resources

Human Resources Manager 1 1 1 1

Human Resources Assistant 1 1 1 1

Finance

Finance Manager 1 1 1 1

Finance Assistant 1 1 1 1

Finance Specialist 1 1 1 1

Ambulance Billing Specialist 1 1 1 1

Billing/Finance Clerk 1 1 1 1

Administrative Support

Administrative Lead 1 1 1 1

Office Assistant 1 1 0 0

Regional Communications

Regional Comm. Center Manager

1 1 1 0

Communications Spec. Supervisor

5 5 5 5

Communications Specialist 10 10 9 9

GIS Technician 1 1 1 1

Telecommunications

Telecommunications Manager

1 1 1 0

User Support Lead Technician

1 1 1 1

User Support Technician 1 1 1 1

Telecommunications 1 1 1 1

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Supervisor

Telecommunications Technician

2 2 1 1

Telecommunications Trainee 1 0 0 0

SUBTOTAL ADMINISTRATION and OPERATIONAL SUPPORT

34 33 30 28

Former EMS and Operational Support Chief

1 1 0 0

OPERATIONS

Assistant Chief 1 1 1 1

Battalion Chief – Training (40 hr)

1 1 0 0

Battalion Chief – Ops (56hr) 3 3 3 3

Captain 15 15 15 15

Engineer 15 15 15 15

Firefighter 39 39 39 39

SUBTOTAL OPERATIONS 74 74 73 73

Total District 117 115 110 107

The authorized position count reflects holding several positions vacant for FY2012. These positions are non-budgeted for FY2012 but may be reinstated in the future as additional funding becomes available. Additional positions may also be held vacant in FY2013 as they are vacated through normal attrition. Management will evaluate these situations on a case by case basis.

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Cost Center Descriptions

Fire Board – Includes fees for legal services for Board Attorney, and travel and training for five governing board members. The governing board is the five-member policy setting body of the organization. The Board is made up of one Chairman of the Board, one Clerk of the Board, and three Board Members. All members of the board are elected on an at-large basis to four-year terms.

Pension Board – Responsible for Public Safety Personnel Retirement System (PSPRS) issues such as the processing of normal retirements and/or medical retirements. The budget allows for Pension Board members to attend appropriate training.

Fire Chief –The Fire Chief provides leadership, vision, and direction for SFD and receives his guidance from the elected Board. The Fire Chief budget includes salaries and benefits for the Fire Chief and Management Assistant and discretionary travel and training for these two employees.

Community Risk Management (CRM) – Advises on the promulgation of the fire code; conducts permit and plans review for new construction; facilitates the building safety inspection program to inspect all commercial occupancies within the District; conducts fire investigations; facilitates public education; and manages all public information activities for the District. Budget includes salaries and benefits for a Fire Marshal, Deputy Fire Marshal, and one Fire Inspector, travel and training, advertising, public education materials, etc. Business Director – Provides leadership, planning and oversight of SFD administrative and operational support functions including Human Resources, Finance, Budget, the Regional 9-1-1 Communications Center, Information Technology and Telecommunications, and general administrative duties; this cost center includes Business Director salary and benefits, travel and training. Human Resources - Manages employee recruitment and retention; facilitates the development of classification and compensation plans for the District; manages employee benefits programs; manages employee recognition program; handles employee grievances and employee discipline; and facilitates promotional processes. HR seeks to recruit the most talented applicants; to take care of current employees through professional development, employee recognition, and competitive compensation and benefits; and to consistently review best practices to maintain a forward-thinking posture within the organization. This section includes salaries and benefits for an HR Manager and an HR Assistant. Administration – Provides clerical support to all divisions as requested; serves as first point of contact for the public, processes incoming and outgoing mail; maintains central files; schedules district vehicles and facilities for meetings; issues a variety of permits for Community Risk Management; manages registrations for CPR/AED classes; and is responsible for receiving all shipments to SFD. This Section includes salaries and benefits for an Administrative Lead and an Administrative Assistant. Finance - Responsible for all aspects of accounting, budget preparation, monthly financial reports, capital assets and depreciation, coordinates risk management insurance policies

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and claims, annual audit and other miscellaneous audits, annual DHS reporting and rate increases for ambulance services, grant accounting & billings, accounts payable, accounts receivable, bi-weekly payroll and payroll taxes/reporting. In addition to the Finance Manager, this section includes a Finance Assistant, Finance Specialist, and a half time Finance/Account Clerk. Ambulance Billing – Responsible for a wide range of ambulance billing duties, including preparation of ambulance billings; interacting with insurance companies and Medicare and serving as the point of contact for SFD customers utilizing ambulance/transport services. This division also handles all other accounts receivable billings for projects, dispatching services, and tower rents, etc. This section includes salaries and benefits for an Ambulance Billing Specialist and a half-time Finance Clerk. Ambulance revenues are second only to property taxes as a major source of income for the fire district.

Assistant Chief (Operations) – Provides leadership, planning and oversight of the deployment of all SFD firefighting and EMS operational personnel, apparatus and equipment. Includes AC Ops salary and benefits, travel and training.

Critical Incident Stress Management (CISM) – SFD’s Critical Incident Stress Management Program is a team of operational and non-operational members as well as a volunteer mental health professional organized to conduct stress debriefings/defusing for SFD members who require such interventions following exposures to tragic or emotional events/incidents. This category also includes SFD’s subscription to the Trauma Intervention Program, a volunteer group in the region that responds to our requests to sit with families who are grieving or emotionally traumatized enabling SFD units to go back into service without the guilt of leaving these customers without some form of comfort and/or social services. Training – Facilitates firefighter training related to suppression activities, in compliance with the Occupational Safety and Health Administration (OSHA), National Fire Protection Association (NFPA) and Insurance Services Organization (ISO) training requirements and standards. This section also facilitates post-secondary education program management as well as professional develop program management. This section includes wages for the Training Battalion Chief. Facilities – The facilities portion of the budget includes funding for utilities, repairs and maintenance of infrastructure, janitorial supplies, and scheduled replacement of appliances and furniture. Utilities costs include electrical, water, sewer, natural gas and propane for fire stations, mountain top sites, and any other SFD facility. Repairs and maintenance of these sites is also detailed within this section of the budget. This includes materials for projects undertaken by on duty crews and the costs associated with repairs. The replacement and repair of appliances and station furniture is also addressed within this portion of the budget. Logistics – Includes budgets for the procurement, repair, and maintenance of firefighter tools, equipment, supplies, personal protective ensembles, and annual ladder testing. HazMat – Includes budgets for training, personal protective equipment, monitoring, and equipment for the hazardous materials response team. Equipment is cached on a special

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hazards response vehicle so that crew members can isolate, identify, and manage hazardous materials. Swiftwater- Includes budgets for training, personal protective equipment, and equipment for swiftwater rescue responses, i.e. to rescue victims trapped in swift-moving water. Technical Rescue- Includes budges for training, personal protective equipment, and equipment for rope rescue and tower rescue responses, i.e. to access, treat, and evacuate victims located in vertical terrain by using a variety of rope systems and techniques. Trench/Confined Space- Includes budgets for training, personal protective equipment, and equipment for trench rescue, structure collapse, and confined space rescues, i.e.to evaluate and mitigate hazards, access and evacuate victims from dangerous confined spaces and evaluate/manage a structural collapse to enable safe search and rescue of victims. Wellness Program – Includes budgets for training and certification for four staff Peer Fitness Trainers, gym equipment and repair, and consultation fees for the Summit Center for health/wellness sessions on an as-needed basis. Emergency Operations Center (EOC) – Emergency management is a coordinated effort of local, regional, state, and federal agencies to prepare for, respond to, and recover from natural or manmade disasters. This section provides budget for training and supplies for the Sedona area Emergency Operations Center (EOC) which is maintained by the Sedona Fire District, as well as funding for the District’s access/security program including the management of keys, locks, and ID cards/readers. Wildland – Provides budgets for training, personal protective equipment, and equipment acquisition specific to wildland fire suppression; as well as assisting SFD residents in creating a FireWise, defensible community. Funding is also included for the annual Canyon Cleanup, and assistance with fuels reduction projects on public property. Training supports District wildland fire suppression activities but also, when conditions permit, allows Sedona Fire District personnel to respond to fires outside of the district. This allows SFD personnel to gain experience in fire suppression and creates an additional revenue stream for the district. Public Access Defibrillation Program (PAD) Program- This section budget supports the placement of Automated External Defibrillators (AED’s) throughout the Sedona Fire District. Currently there are 45 AED’s strategically placed throughout the community. The budget covers the annual maintenance for all of these pieces of equipment. Fleet – This section is made up of two mechanics charged with the responsibility of keeping SFD ambulances, fire apparatus, staff vehicles, and District generators running safely and efficiently. Budget supports parts acquisition, salaries and wages for two employees, repair supplies, personal protective equipment, vehicle tires, and outside vehicle repair. Emergency Medical Services (EMS) – Budget includes training for all SFD operational personnel to maintain Emergency Medical Technician (EMT) or Paramedic Certifications,

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maintains all SFD ambulances to Arizona Department of Health Services (ADHS) and other standards, as well as manages annual ambulance registration. Telecommunications – Supports installation and maintenance of SFD’s essential technology infrastructure, including mobile, portable, and fixed radio frequency transmitters and receivers; digital and analog microwave RF transceivers at the DS-3 level; digital and analog multiplex carrier equipment; mobile data systems, telephone systems; vehicular emergency lighting and siren systems, radio consoles and related systems and the maintenance of SFD’s computer network system. Budget supports Telecommunications Manager, one Radio Technician, and two Information Technology (IT) Technicians. Regional Communications – Sedona Regional Communications Center cost center includes all costs associated with operating the 9-1-1 Dispatch Center/primary public safety answering point (PSAP) with minimum staffing of two or three personnel 24/7 in order to dispatch solely for Sedona Fire. Budget includes wages for one Manager, five Communication Specialist Supervisors, six Communications Specialists, and one Geographic Information Systems (GIS) Technician, as well as Computer Aided Dispatch software support. User Group – This cost center accounts for the budget for the additional personnel required for the Sedona Regional Communications Center to dispatch for other agencies; costs include salaries and benefits for one Telecommunications Technician and four Communications Specialists. This budget is not part of Sedona Fire operating budget as it is funded 100% by the user agencies. It is part of the budget for the Special Revenue Fund.

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Fire Chief:

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

100,595$ 161,988$ 183,418$ 183,418$ 169,588$

43,797$ 58,320$ 62,486$ 63,786$ 65,781$

18,910$ 4,681$ 7,260$ 2,535$ 1,810$

11,216$ 3,977$ 2,850$ 2,075$ 998$

99,918$ -$ 2,000$ 3,000$ 2,000$

10,341$ 2,007$ 1,600$ 1,700$ 1,800$

284,777$ 230,973$ 259,614$ 256,514$ 241,977$

2010/2011 2011/2012

Account No. Budget Budget

5110 183,418$ 169,588$

183,418$ 169,588$

5210 28,150$ 25,686$

5215

5310 2,721$ 2,483$

5410 379$ 572$

5416 327$ 292$

5418

5420 915$ 748$

5429 5,176$ 27,752$

5430 13,826$

Materials & Supplies

Description

FICA Medicare Tax

Operating Budget Detail

Fire Chief Section 1-01

Self funded plan; District pays employee portion only

$75 per PSPRS member for cancer insurance plan (mandatory w/PSPRS)

Based on history for full time employees and reserves with 1 year of service

Training and related

Professional Services

Salaries and Wages

Total Operating

2 positions - Fire Chief and Management Assistant

1.45% of wages; SFD doesn't participate in social security

TAXES & BENEFITS

SALARIES & WAGES

Cancer Insurance

401 A

Life & AD&D Coverages

Public Safety Retirement

LTD Insurance

Changed to fully funded insurance coverage

Changed to fully funded insurance coverage; EAP, Flex One

Salaries & Wages

Taxes & Benefits

Administration

The Fire Chief provides leadership, vision, and direction for SFD and receives his

guidance from the elected Board. The Fire Chief budget includes salaries and

benefits for the Fire Chief and Management Assistant and discretionary travel

and training for these two employees.

Dental Insurance

Health Insurance Premiums

Health Insurance Claims

Coverage for employees out of work due to medical absence, after 90 days

Operational public safety personnel retirement system (if FC participates)

In lieu of retirement SFD contributes 15% to 401A

Salaries & Wages subtotal

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2010/2011 2011/2012

Account No. Budget Budget

5431 1,994$

5432 76$ 76$

5433

5435 1,834$ 1,834$

5440 4,187$ 4,575$

5450 151$ 113$

5510 1,500$ 900$

5515

5525 1,250$ 750$

62,486$ 65,781$

6110 2,000$

6112 150$

6145 5,500$ -$

6152 1,660$ 1,660$

100$

200$

235$

25$

1,100$

6196 100$ -$

7,260$ 1,810$

For meetings & other appropriate activities

Based on first $7000 earned per employee + training tax

AZ Fire Chiefs Association (FC & Management Assistant)

Ponderosa Fire Advisory Council

IAFC

Verde Valley Fire Chiefs

1 @ $750 (FC) (removed MA @ $500 Allowance FY12)

Leave Buy Back

Cell Phone Earnings

Taxes & Benefits subtotal

ADMINISTRATION

Incentive Program

Advertisements in local media as needed - moved from CRM

Advertising

Open houses @ stations in April

Fire Chief Section 1-01

Uniform Allowance

Employee's may sell back vacation time

Budgeted for Fire Chief w/data $75/month

TAXES & BENEFITS continued

State Unemployment Ins.

Vision Insurance

HSA Health Insurance Plan

RHS Plan - 1%

Health Insurance RX's

Description

Worker's Comp. Insurance

Based on wages

Retirement Health Savings (RHS) Plan; 1% District match

Changed to fully funded insurance coverage

Coverage for Fire Chief

Changed to fully funded insurance coverage

Memberships

Business Meetings & Meals

Awards Banquet

AZ Emergency Services (AESA)

AZ Fire District Association (AFDA)

Registrations

Notary fees - renewal in Sept 2014

Administration subtotal

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2010/2011 2011/2012

Account No. Budget Budget

6250 300$ 100$

6260 600$

6265 350$ 273$

6270 800$ 400$

6275 800$ 225$

125$

100$

2,850$ 998$

6322 2,000$ 1,000$

6352 1,000$

2,000$ 2,000$

7117

7165 1,600$ 1,800$

1,600$ 1,800$

259,614$ 241,977$

Legal fees (to be determined as necessary by the Fire Chief)

Materials & Supplies subtotal

Total Expenditure Budget

AZ Fire Chief meeting

Professional Services subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

Fuel

Based on estimated usage in FY10

Legal Services

Training and related subtotal

PROFESSIONAL SERVICES

AFDA conferences; IAFC meeting & AZ Fire Chief Meeting

IAFC meeting

Consulting services fees for various SFD needs for divisions

Consulting Services

AFSAP conference; Administrative training; Grant seminar

AFSAP conference; Administrative training; Grant seminar (Mgt. Asst - 1 day)

Training and Tuition

Airline for IAFC meeting, rental car - FC

Commercial Transportation

Mileage for Management Assistant; parking fees for FC

Meals

Auto Expense

Fire Chief Section 1-01

AFDA conferences; IAFC meeting & AZ Fire Chief Meeting (FC - 3 days)

AFDA conferences; IAFC meeting & AZ Fire Chief Meeting (FC - 3 nights)

TRAINING and RELATED

Description

Lodging

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Fire Board:

Goal: Facilitate public participation in Sedona Fire District decision-making.

Objective:

Measure:

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

843$ 739$ 1,000$ 800$ 800$

1,977$ 1,443$ 4,000$ 1,800$ 2,700$

4,129$ 55,674$ 41,500$ 45,100$ 40,000$

9,289$ 61$ 250$ 350$ 300$

16,238$ 57,917$ 46,750$ 48,050$ 43,800$

2010/2011 2011/2012

Account No. Budget Budget

6110

6112 500$ 300$

6142 500$ 500$

1,000$ 800$

6250 1,000$ 500$

6265 1,000$ 800$

TRAINING & RELATED

Auto Expense

Expenses incurred by Fire Board members to attend meetings/conferences

Meals

Expenses incurred by Fire Board members to attend meetings/conferences

Description

ADMINISTRATION

Advertising

For Board requested RFP's

Business Meetings & Meals

For non travel meeting expenses

Lease/Rentals

Sound system rentals for board meetings @ St.3

Administration subtotal

Fire Board Section 1-02

Administration

Training and Related

Professional Services

Materials & Supplies

Total Operating

Operating Budget Detail

Includes fees for legal services for Board Attorney, and travel and training for five

governing board members. The governing board is the policy setting body of the

organization.

Goals, Objectives and Measures

Hold regular public business meetings on the 4th Wednesday

of each month; monthly work sessions on the 2nd Wednesday;

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of Public

Meetings24 31 20

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2010/2011 2011/2012

Account No. Budget Budget

6270 1,000$ 600$

6275 1,000$ 800$

4,000$ 2,700$

6322

6332 6,500$

6352 35,000$ 40,000$

41,500$ 40,000$

7117 50$ 200$

7430 200$ 100$

250$ 300$

46,750$ 43,800$

Materials & Supplies subtotal

Total Expenditure Budget

No Elections Scheduled for FY 2012

Legal Services

Fire Board/Fire District legal fees based on history

Professional Services subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

AFDA Handbooks to be used by Fire Board Members

Equipment under $5000

Board meeting equipment - Name Plates, Gavel, etc.

Lodging

Expenses incurred by Fire Board members to attend conferences

Training and Tuition

Expenses incurred by Fire Board members to attend training & AFDA

Training & related subtotal

PROFESSIONAL SERVICES

Consulting Services

Consulting Services as requested by the Board

Election Costs

Fire Board Section 1-02

Description

TRAINING & RELATED continued

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Pension Board:

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

-$ 475$ 200$ -$

7,490$ 3,500$ 16,400$ 5,400$

-$ 50$ -$ -$

-$ 7,490$ 4,025$ 16,600$ 5,400$

2010/2011 2011/2012

Account No. Budget Budget

6250 125$

6265 150$

6275 200$

475$ -$

6352 2,200$ 4,000$

6362 1,300$ 1,400$

3,500$ 5,400$

7117 50$

50$ -$

4,025$ 5,400$

Professional Services subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

Books, publications and video's to be used by Pension Board members

Materials & Supplies subtotal

Total Expenditure Budget

Expenses incurred by Pension Board members to attend workshops

Training and Tuition

Expenses incurred by Pension Board members to attend workshops

Training & related subtotal

PROFESSIONAL SERVICES

Legal Services

For PSPRS Local Board issues- fund through Contingency if needed

Medical Services

IME'S - retirement medical evaluations - fund through Contingency as needed

Materials & Supplies

Total Operating

Description

TRAINING & RELATED

Auto Expense

Expenses incurred by Pension Board members to attend workshops

Meals

Operating Budget Detail

Responsible for Public Safety Personnel Retirement System (PSPRS) issues

such as the processing of normal retirements and/or medical retirements. The

budget allows for Pension Board members to attend appropriate training.

Pension Board Section 1-03

Training and related

Professional Services

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Community Risk Management (CRM):

Goal:

Objective:

Measure:

Objective:

Measure:

Objective:

Measure:

Number of CR

Inspections/Installations66 60 60

Number of Student

Contacts Made600 2600 2400

Provide for the safe/proper installation of child restraint (CR)

devices in motor vehicles.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Provide targeted, age-specific, fire and life safety education to

Sedona youth at public and private schools.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of LAFS School

Events4 20 18

Goals, Objectives and Measures

Achieve fire/life safety awareness at all levels in the community through public

education programs.

Provide fire and life safety education at community events.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of Community

Events Attended12 13 12

Operating Budget Detail

Advises on the promulgation of the fire code; conducts permit and plans review

for new construction; facilitates the building safety inspection program to inspect

all commercial occupancies within the District; conducts fire investigations;

facilitates public education; and manages all public information activities for the

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Community Risk Management (CRM)

Goal:

Objective:

Measure:

Objective:

Measure:

Objective:

Measure:

Objective:

Measure:

Existing Occupancies'

Inspections Completed1344 680 1000

Permits Issued Within 5

Business Days131 74 100

Inspect all existing commercial occupancies annually.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Inspected Within 3 Days131 228 275

Issue operational permits as outlined in the fire code within

five working days upon receipt of application.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Reviewed and

Responded to Within 60 186 164 200

Provide fire inspection services for all new construction

permits within three working days of request for inspection.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Goals, Objectives and Measures (continued)

Provide fire inspection and investigation services to the citizens and businesses

of the Sedona Fire District.

Provide fire code review of all construction within 60 days of

plan submittal with a written response for corrective action.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

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Community Risk Management Section 2-01

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

290,593$ 253,563$ 256,956$ 256,956$ 139,236$

117,008$ 95,691$ 99,923$ 91,658$ 64,685$

1,323$ 7,923$ 3,680$ 3,615$ 1,595$

5,164$ 1,155$ 4,655$ 4,555$ 1,890$

Utilities & Communications 722$

1,674$ 339$ 1,180$ 500$ 780$

17,494$ 17,867$ 23,180$ 16,420$ 11,100$

433,978$ 376,538$ 389,574$ 373,704$ 219,286$

2010/2011 2011/2012

Account No. Budget Budget

5110 248,223$ 135,735$

5112 5,337$ 2,001$

5120 3,396$ 1,500$

256,956$ 139,236$

5210 39,565$ 29,135$

5310 2,726$ 2,015$

5410 568$ 647$

5416 491$ 374$

5420 1,373$ 748$

5429 6,429$ 19,201$

5430 20,739$

5431 2,991$

5432 76$ 76$

5433 1,750$

5435 2,516$ 1,372$

Retirement Health Savings (RHS) Plan; 1% District match

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

Coverage for Fire Marshal

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Reserve Wages

Photographer

Admin Overtime

As needed for fire investigations

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

2 of 4 positions budgeted

Salaries & Wages

Taxes & Benefits

Administration

Training and related

48 of 125

Community Risk Management Section 2-01

2010/2011 2011/2012

Account No. Budget Budget

5440 8,265$ 7,987$

5450 284$ 130$

5510 3,900$ 1,500$

5515 6,000$

5525 2,250$ 1,500$

99,923$ 64,685$

6110 2,000$ -$

6152 780$ 695$

15$

330$

150$

-$

55$

110$

35$

6175 900$ 900$

3,680$ 1,595$

6250 100$ 100$

6260 450$

6265 720$ 80$

40$

40$

Annual Seminar

Meals

Annual Seminar (Will Loesche)

State Fire School (Will Loesche)

ICC - CEU Requirements (Will Loesche)

IAAI (Gary Johnson)

ICC - CEU Requirements (Gary Johnson)

AZBEA (job requirement - Craig Hassebrock)

ICC - CEU Requirements (Craig Hassebrock)

Subscriptions

NFPA Code and Standard updates $900

Administration subtotal

TRAINING AND RELATED

Auto Expense

Mileage reimbursement when district vehicle is not available; parking fees.

Annual Seminar

Commercial Transportation

Moved to Fire Chief budget - advertisements in local media as needed

Membership

Arizona Fire Marshals Association

International Association of Arson Investigators 3 @ 110

National Fire Protection Association

AZPIO - Arizona Public Information Officers Association

NAFI - National Association of Fire Investigators

ICC - International Code Council - Fire Code

Arizona Burn Educators Association

Fire Marshal $75/mo w/data, Deputy Fire Marshal $50/mo, and 1 Inspector

@$30/mo stipendLeave Buy Back

Moved to contingency - Employee's may sell back vacation time

Uniform Allowance

2 @ 750 each

Taxes & Benefits subtotal

ADMINISTRATION

Advertising

Description

TAXES & BENEFITS continued

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

49 of 125

Community Risk Management Section 2-01

2010/2011 2011/2012

Account No. Budget Budget

6270 1,200$ -$

6275 1,860$ 1,610$

1,060$

550$

6285 325$ 100$

100$

4,655$ 1,890$

6622 180$ 180$

6630 1,000$ 600$

360$

240$

1,180$ 780$

7117 1,800$

7150

7155 1,200$ 300$

300$

7165 2,400$ 3,400$

7168 500$

Fuel

Fuel for district vehicles for CRM use.

Hydrant Supplies

gauges

Exhibits & Displays

Expenses related to public displays, exhibits and presentations, i.e., Home &

business show, Health Fair, Display boards for outlaying stations #3, 4, & 5.Fire Extinguisher Supplies

New fire extinguishers to replace outdated/damaged ones; parts/brackets for

Replacements 5 @ $60

Fire Extinguisher R&M Services

Outside vendor for inspection/service of Hydro-extinguishers

6 year maintenance 18 @ $20

General extinguisher repair

Repairs and Maintenance subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

Books, publications and videos used for education, training, resource & reference

Professional Certifications

Certifications currently maintained include Fire Inspector, Fire Investigator, Fire

Car Seat recertification 2 @ $50

NAFI 1 @ $125 (NFPA ICC)

Training and related subtotal

REPAIRS AND MAINTENANCE

Equip. R&M Services

Funds for the repair and maintenance of equipment utilized by this division

Training and Tuition

Annual Seminar (Will Loesche)

CEU Requirements (Gary Johnson)

Arson III (job requirement - fire inspector)

Arson IV (job requirement - fire inspector)

ICC - CEU Requirements (fire inspector)

AZBEA (job requirement - Craig Hassebrock)

ICC - CEU Requirements (Craig Hassebrock)

Description

TRAINING AND RELATED continued

Lodging

Annual Seminar (Will Loesche)

State Fire School (Will Loesche)

Arson III (job requirement - fire inspector)

Arson IV (job requirement - fire inspector)

ICC (job requirement - Hassebrock & Johnson)

50 of 125

Community Risk Management Section 2-01

2010/2011 2011/2012

Account No. Budget Budget

7177 1,900$ 1,900$

700$

1,200$

7216 700$ 500$

7222 3,000$ 1,000$

7225 180$ 100$

7232 10,000$ 2,000$

7236 1,500$ 900$

7430 500$ 500$

23,180$ 11,100$

389,574$ 219,286$

Blue hydrant markers, reflective, glass, misc. supplies.

Equipment under $5000

Specialized equipment used in conjunction with fire inspection and investigation,

Materials & Supplies subtotal

Total Expenditure Budget

Operational Expendables

Paper towels, cotton swabs, absorbent material, empty paint cans, zip lock &

Photo Supplies

video tape; paper and ink cartridges for digital photography and digital photo

Protective Clothing & Equip.

Eye, ear, nose, throat, body, head and foot wear for safety concerns. Ear plugs,

Pub Ed

Youth programs: educational props, brochures, safety equipment, program

R&M Supplies

Non-District Key/Lock Supplies

Supplies sold to the public

Key cylinders 10 @ $70 each

Padlocks 30 @ $40 each

Description

MATERIALS & SUPPLIES continued

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Fleet:

Goal:

Objective:

Measure:

Objective:

Measure:

Fleet Section 2-02

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

128,224$ 126,411$ 126,568$ 126,568$ 105,755$

50,677$ 51,217$ 55,517$ 52,917$ 45,276$

20$ 105$ 105$ 35$

4,477$ -$ 1,100$ -$ 400$

Professional Services 16,209$ -$ -$ -$ -$

Repairs & Maintenance 51,964$ 33,855$ 30,800$ 30,300$ 26,200$

206,224$ 124,816$ 125,900$ 116,686$ 154,000$

457,775$ 336,319$ 339,990$ 326,576$ 331,666$

2010/2011 2011/2012

Account No. Budget Budget

5110 116,813$ 99,755$

5120 9,755$ 6,000$

126,568$ 105,755$

Description

SALARIES & WAGES

Salaries and Wages

2 Positions - 1 Fleet/Maintenance Supervisor & 1 Mechanic

Admin. Overtime

As needed to get vehicles back into service

Salaries & Wages subtotal

Salaries & Wages

Taxes & Benefits

Administration

Training and related

Materials & Supplies

Total Operating

Percent of preventative maintenance completed on schedule.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Uptime Availability of

Overall Fleet85% 87% 85%

Maintain the availability of the District's fleet.

Maintain the District's fleet to provide 90% uptime availability.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Uptime Availability of

Overall Fleet90% 91% 90%

Operating Budget Detail

This section is made up of two mechanics charged with the responsibility of

keeping SFD ambulances, fire apparatus, staff vehicles, and District generators

running safely and efficiently. Budget supports parts acquisition, repair supplies,

personal protective equipment, vehicle tires, and outside vehicle repair.

Goals, Objectives and Measures

52 of 125

Fleet Section 2-02

2010/2011 2011/2012

Account No. Budget Budget

5210 19,510$ 16,067$

5310 1,886$ 1,553$

5410 379$ 390$

5416 327$ 105$

5420 915$ 748$

5429 5,176$ 19,398$

5430 13,826$

5431 1,994$

5433

5435 1,266$ 1,058$

5440 3,987$ 4,484$

5450 151$ 113$

5510 900$ 360$

5515 2,600$

5525 2,600$ 1,000$

55,517$ 45,276$

6152 105$ 35$

35$

6175

6180

105$ 35$

Subscriptions

Vehicle Registration

government fee for registration of vehicles

Administration subtotal

Leave Buy Back

Employee's may sell back vacation time after 5 years of service

Uniform Allowance

2 @ $500 each

Taxes & Benefits subtotal

ADMINISTRATION

Memberships

Arizona Fire Mechanics (1)

California Fire Mechanics (1)

Colorado Fire Mechanics (1)

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

Fleet/Maintenance Supervisor $30/mo stipend

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

HSA Health Insurance Plan

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

1.45% of wages

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Description

53 of 125

Fleet Section 2-02

2010/2011 2011/2012

Account No. Budget Budget

6260 -$

6265 250$ 250$

6270 400$ -$

6275 450$ 150$

150$

1,100$ 400$

6370

-$ -$

6622 9,000$ 5,000$

6625 1,000$ 1,000$

6632 2,000$ 2,000$

6655 10,000$ 10,000$

6665 5,000$ 5,000$

6682 1,000$ 700$

6685 2,800$ 2,500$

30,800$ 26,200$

7113 4,000$ 4,000$

7117 250$ 50$

7138 1,000$ 1,000$

Batteries for fleet and emergency generators

Books, Publications, Video's

For training and shop manuals

Computer Software

Software for laptop computer and scanner for diagnosis of vehicles

Outside Vehicle Services

Vehicle lettering and interior repairs

Tire Services

New account for tire repairs, mounting SFD purchased tires

Towing Services

Towing of equipment for emergency purposes

Repairs and Maintenance subtotal

MATERIALS & SUPPLIES

Batteries

REPAIRS AND MAINTENANCE

Equipment R&M Services

Maintenance on: R12 freon unit, R134 A unit, welders, battery charges, grinders,

Fab & Metal Services

Equipment repairs; construction of shelves; guardrails; equipment cages, etc.

Generator R&M Services

2 year payment spread over 2 FY"s - all generator services outsourced

Outside Vehicle Repair

Repair of vehicles done outside of shop due to scope of work

Training and Tuition

Arizona Fire Mechanics

CA or CO Fire Mechanics

Training and related subtotal

PROFESSIONAL SERVICES

Temporary Staffing Services

Professional Services subtotal

California Fire Mechanics Academy

Colorado Fire Mechanics Academy

Meals

Per diem for training

Lodging

Arizona Fire Mechanics

CA or CO Fire Mechanics (5 nights)

Description

TRAINING AND RELATED

Commercial Transportation

54 of 125

Fleet Section 2-02

2010/2011 2011/2012

Account No. Budget Budget

7165 31,500$ 70,000$

7167 8,500$ 8,500$

7175 750$ 750$

7225 400$ 200$

7255 5,000$ 3,000$

7260 3,000$ 11,000$

7265 3,000$

7275 1,000$

7285 60,000$ 50,000$

2,500$

Valve repair kits, pipe and fittings, impellers, pump shafts, seals, gaskets,

housings, packing, packing glands, bushings, ware rings, pressure relief valves,

tubing, hoses, foam pro systems, digital display units, flow meters, injectors,

data cables, sensors, injection pumps, prime pumps, and other related pump

parts. Rear rotators, flashing side lights, safety bars for open cab; replace worn,

broken parts on emergency generators; filters: air, oil fuel, air drier; spark plugs,

distributor cap, ignition rotors, ignition wires & coils, ignition points, condenser,

ignition mocules, sensors, sending units, thermostats, belts, all types and sizes

of gaskets, injector seals & parts, ignition timers, guages of all types, glow

plugs, injectors, injection pumps, fuel rails, powr steering, vacuum, fuel, & oil

pumps, carburetors, drive lines, U joits, oil pans, valve covers, distributor, other

related engine parts. Brake masters, ABS control modules, all ABS sensors,

7285

7290 2,000$

Account used to track non-district fire expenses

7430 5,500$ 5,500$

125,900$ 154,000$

339,990$ 331,666$ Total Expenditure Budget

Vehicle R&M Supplies continued

data cables, pumps, cummulators, & any related parts for ABS systems. Brakes,

Non-District Vehicle R&M Supplies

Equipment under $5000

Hand & air tools, electric screw drivers, cordless & electric drills, meters,

Materials & Supplies subtotal

Tires

Replacements as needed

Non-District Tires

Wildland useage/damage - separate account to track non-district fire expenses

Uniforms

Moved to uniform allowance in wages/benefits section of budget

Vehicle R&M Supplies

diesel exhaust system supplies

Diesel & gasoline for fleet & apparatus

Oil/Lube Supplies

Various oils, greases, lube gels, antifreeze, power steering fluid, hydraulic fluid,

Key/Lock Supplies

Knox boxes for apparatus - 1 replacement

Protective Clothing & Equipment

Gloves, protective eyewear, etc.

Supplies

Paints, primers, lacquers, thinners, sand papers, masking tape, duct tape, spray

Description

MATERIALS & SUPPLIES continued

Fuel

55 of 125

Business Director:

Sections.

Business Director Section 3-01

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

99,741$ 107,250$ 113,688$ 113,688$ 105,116$

26,292$ 35,905$ 35,741$ 34,987$ 29,899$

694$ 417$ 525$ 375$ 400$

1,927$ 609$ 2,075$ 348$ 825$

Professional Services 400$

215$ 2,595$ 150$ 4,583$ 100$

$129,269 146,776$ 152,179$ 153,981$ 136,340$

2010/2011 2011/2012

Account No. Budget Budget

5110 113,688$ 105,116$

113,688$ 105,116$

5210 17,353$ 15,902$

5310 1,677$ 1,537$

5410 189$ 324$

5416 164$ 187$

5420 458$ 374$

5429 2,021$ 9,313$

5430 6,913$

5431 997$

5432 76$ 76$

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

Managers and above paid

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

1 position - Business Director

Salaries & Wages subtotal

TAXES & BENEFITS

Operating Budget Detail

Provides leadership, planning and oversight of SFD administrative functions

including Finance, Budget, Human Resources, Administration, 911 Regional

Communications Center, and Telecommunications and Information Technology

Salaries & Wages

Taxes & Benefits

Administration

Training and related

Materials & Supplies

56 of 125

Business Director Section 3-01

2010/2011 2011/2012

Account No. Budget Budget

5433 2,500$

5435 1,137$ 1,051$

5440 180$ 178$

5450 76$ 57$

5510 1,500$ 900$

5525 500$

35,741$ 29,899$

6112 200$ 75$

6152 325$ 325$

525$ 400$

6250 250$

6260 500$

6265 250$

6270 750$

6275 575$ 575$

2,075$ 825$

7117 150$ 100$

150$ 100$

152,179$ 136,340$

Books, Publications, Video's

Training/motivational books, pubs, videos

Materials & Supplies subtotal

Total Expenditure Budget

Car Rental & Airfare for seminars/training

Meals

Meals/Per Diem for GFOA Conference (4 days x $50)

Lodging

Hotel for GFOA training (4 days x $150) - CE's required for CPFO Certification

Training and Tuition

Fees for GFOA Conf. ($575)

Training & Related subtotal

MATERIALS & SUPPLIES

For meetings & other appropriate activities

Memberships

Govt Finance Officers Assoc. (GFOA) $275 and State AZGFOA $50

Administration subtotal

TRAINING & RELATED

Auto Expense

Mileage for personal vehicle use for meetings out of district

Commercial Transportation

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

Budgeted $75/mo cell phone w/data stipend

Uniform Allowance

Business Director

Taxes & Benefits subtotal

ADMINISTRATION

Business Meetings & Meals

Description

TAXES & BENEFITS

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

57 of 125

Human Resources:

Goal:

Objective:

Measure:

Objective:

Measure:

Objective:

Measure:

Resolve 90% of health care and other benefits issues or

problems within three business days.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Percent Resolved

Within 3 Days85% 90% 90%

Keep health care inflationary costs below national average

(per annual National Kaiser Study).

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

SFD Inflationary

Increase/National below +4%/+12% -10%/+12%

Minimize number of employees who leave employment at SFD

due to dissatisfaction with compensation.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Percentage of

Employees Leaving Due 20% 31% 35%

Operating Budget Detail

Manages employee recruitment and retention; facilitates the development of

classification and compensation plans for the District; manages employee

benefits programs; facilitates post-secondary education program management;

manages employee recognition program; handles employee grievances and

employee discipline; and facilitates promotional processes.

Goals, Objectives and Measures

Administer classification, compensation, and benefits programs that are fair and

equitable, that attract and retain competent employees, and that reward the

contributions of excelling employees.

58 of 125

Human Resources Section 3-02

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

96,476$ 110,449$ 111,525$ 111,171$ 102,558$

35,713$ 50,944$ 48,017$ 47,317$ 38,365$

17,736$ 9,633$ 11,411$ 11,411$ 27,520$

4,686$ 1,590$ 952$ 844$ 902$

60,814$ 68,618$ 82,414$ 80,164$ 53,250$

Repairs & Maintenance 764$ 800$ 400$ 600$

2,371$ 415$ 2,060$ 2,060$ 1,910$

217,796$ 242,413$ 257,179$ 253,367$ 225,105$

2010/2011 2011/2012

Account No. Budget Budget

5110 110,921$ 102,558$

5120 604$

111,525$ 102,558$

5210 17,119$ 15,474$

5310 1,655$ 1,496$

5410 379$ 341$

5416 327$ 152$

5420 915$ 748$

5429 7,683$ 18,166$

5430 13,826$

5431 1,994$

5432 76$ 76$

5435 1,115$ 1,026$

5440 177$ 173$

5450 151$ 113$

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

HR Manager

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Description

SALARIES & WAGES

Salaries and Wages

2 positions - HR Manager, HR Assistant

Admin Overtime

As needed for hiring processes and benefit coordinations

Salaries & Wages subtotal

TAXES & BENEFITS

Salaries & Wages

Taxes & Benefits

Administration

Training and related

Professional Services

Materials & Supplies

Total Operating

59 of 125

2010/2011 2011/2012

Account No. Budget Budget

5510 1,500$ 600$

5515 600$

5525 500$

48,017$ 38,365$

6110 1,000$ 1,500$

6122

6132 3,700$ 19,250$

15,000$

1,500$

250$

250$

750$

1,500$

6145 2,550$ 2,550$

300$

500$

800$

600$

350$

6152 3,661$ 3,840$

160$

3,680$

6175 500$ 380$

6196

11,411$ 27,520$

6250 125$ 75$

Subscriptions

Jobs Available.com ($200); HR21 bulletins, HR Specialist ($179)

Registrations

Notary fees

Administration subtotal

TRAINING & RELATED

Auto Expense

Mileage reimbursement when district vehicle is not available

Incentive Program

Yearly Lapel Pins

Uniform Service and Award Bars

Badges due to retirements and new hires

Awards for Employees of the Year

Plaques for retirees or promotions

Membership

SHRM Society of Human Resource Managers

Northern SHRM

AFSAP Arizona Fire Service Admin Professionals (2 x $50)

Mountain States Employer's Council (formerly AEC)

Advertising

Misc. ads in AZ Republic, Red Rock News, trade journals, Jobing.com, etc.

Employee Practices

Covers cost of grievances, disciplinary hearings and other related expenses

Hiring/Promotional Expenses

Fire Chief Hiring Process

BC promotional list

Comm Spec Lead hiring

Comm Spec hiring

CritiCall (moved to RCC budget for Comm Spec testing)

Background investigation costs for new hires

Misc. expenses to fill vacanies as a result of attrition

TAXES & BENEFITS continued

Cell Phone Earnings

Managers allowed $50 phone stipend per month

Leave Buy Back

Employees may sell back vacation time after 5 years of service

Uniform Allowance

HR Manager

Taxes & Benefits subtotal

ADMINISTRATION

Human Resources Section 3-02

Description

60 of 125

Human Resources Section 3-02

2010/2011 2011/2012

Account No. Budget Budget

6265 77$ 77$

6270

6275 750$ 750$

952$ 902$

6322 3,000$ 3,300$

6333 10,000$ 5,000$

6340 23,664$

6352 3,000$ 3,000$

6362 39,050$ 41,950$

33,750$

3,000$

2,000$

1,800$

1,400$

6364 3,700$

82,414$ 53,250$

6622 800$ 600$

800$ 600$

7117 1,710$ 1,710$

7255 200$ 200$

7275 150$

2,060$ 1,910$

257,179$ 225,105$

ID card supplies

Uniforms

1 employee shirts/embroidery

Materials & Supplies subtotal

Total Expenditure Budget

Professional Services subtotal

REPAIRS & MAINTENANCE

Equipment R&M Services

ID card equipment repairs and maintenance

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

FLSA updates; Motivational & general HR publications; FMLA posters, etc.

Supplies

Medical Services

Ops Employee Annual Physicals: $450 @ 75 employees

Flu shots $20 x 150 annually

Return to work screening/Indep. medical exams: $100 ea.

Replacement hire (Fill existing positions): $450 ea. @ 4 pp.

New hires pych evals

Retirement Services

401A Plan administration fees (third party)

PROFESSIONAL SERVICES

Consulting Services

Investigations, grievance mediation, coaching, etc.

HR & Payroll Services

Fees for outsourcing services for HR & payroll package with ADP (6 months)

Insurance Broker Services

Included in fully funded premiums

Legal Services

Legal opinions re: employee relations

Description

TRAINING & RELATED continued

Meals

7 lunches for seminars

Lodging

Training and Tuition

Misc day seminars for HR Manager and/or HR Assistant

Training & related subtotal

61 of 125

Finance:

Goal:

Objective:

Measure:

Objective:

Measure:

yes yes yes

Objective:

Measure:

Objective:

Measure:

Minimum 15% Fund

Balance Requirement yes yes yes

Number of Months in

Compliance12 12 12

Maintain fund balance requirements in accordance with Board

Policy.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Maintain the District's "clean" audit option

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Clean Audit Opinion

Complete all clearing and bank account reconciliations within

30 days of month end.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Maintain the financial stability and long term financial health of the District.

Provide for the timely reporting of financial information to

Management and the Governing Board.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of Months

Revenue & Expenditure

Analyses Were

12 12 12

Operating Budget Detail

Responsible for all aspects of accounting, budget preparation, monthly financial

reports, capital assets and depreciation, coordinates risk management insurance

policies and claims, annual audit and other miscellaneous audits, annual DHS

Goals, Objectives and Measures

62 of 125

Finance Section 3-03

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

203,073$ 208,953$ 210,455$ 210,455$ 188,260$

85,245$ 92,938$ 87,337$ 87,679$ 111,093$

6,665$ 9,988$ 62,839$ 3,299$ 201,451$

10,471$ 942$ 4,300$ -$ 700$

16,226$ 25,348$ 29,450$ 31,750$ 26,250$

Utilities & Communications 78,751$ 1,683$

Insurance 106,659$ 82,466$ 97,847$ 89,700$ 91,112$

1,107$ 3,374$ 1,075$ 1,390$ 1,100$

508,197$ 425,692$ 493,303$ 424,273$ 619,966$

2010/2011 2011/2012

Account No. Budget Budget

5110 203,767$ 188,260$

5112 6,074$

5120 614$

210,455$ 188,260$

5210 32,082$ 28,239$

5310 3,101$ 2,730$

5410 663$ 675$

5416 564$ 490$

5420 1,602$ 1,308$

5429 7,702$ 34,766$

5430 24,196$

5431 3,489$

5432 76$ 76$

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

Finance Manager

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Reserve Wages

1 Reserve - 8 hours per week

Admin Overtime

As needed when covering vacations if deadlines need to be met

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

Professional Services

Materials & Supplies

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

3 1/2 positions; Manager, Finance Assistant, Finance Specialist, 1/2 Finance

Salaries & Wages

Taxes & Benefits

Administration

Training and related

63 of 125

Finance Section 3-03

2010/2011 2011/2012

Account No. Budget Budget

5433 1,750$

5435 2,044$ 1,883$

5440 341$ 368$

5450 227$ 198$

5510 1,500$

5515 7,500$

5518 40,360$

5525 500$

87,337$ 111,093$

6113 58,269$ 197,333$

72,551$

64,250$

18,532$

42,000$

6135

6142 3,000$ 3,000$

6152 771$ 619$

400$

219$

6175 299$ 299$

299$

6199 500$ 200$

Administration subtotal 62,839$ 201,451$

6250 300$ 200$

6265

Per diems for associated training/travel

TRAINING AND RELATED

Auto Expenses

Mileage reimbursement when district vehicle is unavailable, parking fees

Meals

St. #5 Land ($3,000), 20 year lease ($3,600) starting 2021

Memberships

AZ Business Assoc. - Worker's Comp Ins. Membership

American Payroll Assoc. (annual amount of 2 yr membership)

Subscriptions

Keep up to date on A/P

Other Misc. Expense

Used for small expenses (for all sections) that do not fit established accounts

Operating Contingency

Contingency

Software implementation, etc.

Implementation estimated travel

Contingency for time clock

Interest Expense

For registering warrants

Lease/Rentals

Manager - cell phone stipend, not requested for FY12

Leave Buy Back

Employee's may sell back vacation time after 5 yrs of service

Leave Payout

Benefit hours payout when employees retire, terminate, etc.

Uniform Allowance

Finance Manager

Taxes & Benefits subtotal

ADMINISTRATION

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

Description

TAXES & BENEFITS continued

64 of 125

Finance Section 3-03

2010/2011 2011/2012

Account No. Budget Budget

6270

6275 4,000$ 500$

500$

4,300$ 700$

6311 16,500$ 16,000$

6313 2,750$ 2,750$

6325 200$

6333 10,000$ 7,500$

29,450$ 26,250$

6530 97,847$ 91,112$

90,000$

712$

400$

97,847$ 91,112$

7255 650$ 1,100$

500$

600$

7275 425$

7950

7955

1,075$ 1,100$

493,303$ 619,966$

For accounting use only, will have no expenses at fiscal year end

Fire Suspense Account

For accounting use only, will have no expenses at fiscal year end

Materials & Supplies subtotal

Total Expenditure Budget

MATERIALS & SUPPLIES

Supplies

A/P & P/R Checks & Deposit Slips, W-2's, (P/R 2013)

Inventory Tags-last ordered FY2011

1099's increased for legislation requirements

Uniforms

2 1/2 employee's $375 & 1 reserve $75 shirt/embroidery, not requested FY12

Suspense Account

Outsourcing ADP services for P/R & HR package and $731 for W-2's (6 mo.)

Professional Services subtotal

INSURANCE

General Insurance

Buildings, vehicles, & liability insurance

Storage (fuel) tank policy

ERISA Bond (401A requirement)

Insurance subtotal

Training and related subtotal

PROFESSIONAL SERVICES

Auditor Services

Annual Audit fees

Bank Services

Bank Fees for stop payments, payment tech & acct analysis

County Services

Fees the counties may charge for services

HR & Payroll Services

TRAINING AND RELATED continued

Lodging

American Payroll Association

Fundware - Finance Manager (5 X $150)

Training and Tuition

American Payroll Association

Fundware - Finance Manager

On-line seminar/training for payroll & A/P requirements

Description

65 of 125

Administration:

Administration Section 3-04

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

94,726$ 77,411$ 69,878$ 69,878$ 56,200$

37,714$ 37,622$ 38,953$ 38,953$ 18,013$

Administration 37,214$ 17,235$ 17,581$ 13,214$ 14,314$

394$ 154$ 470$ 150$ 570$

Repairs & Maintenance 7,123$ 99$ 1,731$ 100$ 500$

45,408$ 24,309$ 34,050$ 22,635$ 22,935$

222,579$ 156,830$ 162,663$ 144,930$ 112,532$

2010/2011 2011/2012

Account No. Budget Budget

5110 42,578$ 39,367$

5112 26,686$ 16,833$

5120 614$

69,878$ 56,200$

5210 10,554$ 5,905$

5310 1,020$ 815$

5410 189$ 127$

5416 327$ 105$

5420 458$ 374$

5429 6,066$ 10,018$

5430 18,094$

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

FICA Medicare Tax

1.45% of full time wages; Reserves are additional 6.20% into social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

1 Position - Admin Lead

Reserve Wages

1 Reserve working 3 days per week

Admin Overtime

As needed for assistance to Managers or HR

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

Taxes & Benefits

Training and related

Materials & Supplies

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

Operating Budget Detail

Provides clerical support to all divisions as requested; serves as first point of

contact for the public, processes incoming and outgoing mail; maintains central

files; schedules district vehicles and facilities for meetings; issues a variety of

Salaries & Wages

66 of 125

Administration Section 3-04

2010/2011 2011/2012

Account No. Budget Budget

5431 997$

5435 432$ 394$

5440 109$ 105$

5450 227$ 170$

5510 480$

5515

38,953$ 18,013$

6110 300$ 300$

6142 7,281$ 7,414$

425$

4,465$

2,459$

6162 5,000$ 4,600$

6165 5,000$ 2,000$

6196 -$ -$

17,581$ 14,314$

6250 250$ 150$

6265 20$ 20$

6270

6275 200$ 400$

470$ 570$

Mileage reimbursement for use of personal vehicle for district business

Meals

Local Seminar

Lodging

Training and Tuition

For local seminar or on-line training. Cut uniform allowance to increase training.

Training and related subtotal

Postage

Postage, FedEx, Nationwide, UPS, etc.

Printing

Specialized forms and papers (i.e. letterhead and envelopes, decals) large copy

Registration Fees

Notary renewal Carla (April 2013) No renewal needed for 2011/2012

Administration subtotal

TRAINING AND RELATED

Auto Expense

Taxes & Benefits subtotal

ADMINISTRATION

Advertising

RFP, legal notices, $100 for Tricia

Lease/Rentals

Postage Meter

St. #1 copier lease agreement

Comm. Center copier lease agreement

Increase due to taxes

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

Removed from 2011/2012, would rather use elsewhere

Leave Buy Back

Employee's may sell back vacation time

Description

TAXES & BENEFITS continued

Health Insurance RX's

Changed to fully funded health insurance coverage

RHS Plan - 1%

67 of 125

Administration Section 3-04

2010/2011 2011/2012

Account No. Budget Budget

6622 1,731$ 500$

435$

34$

31$

1,731$ 500$

7117 35$

7176 300$ 150$

7192 20,700$ 13,000$

7226 7,500$ 7,500$

7275 300$

7430 500$ 250$

7435 4,750$ 2,000$

34,050$ 22,935$

162,663$ 112,532$

Cut for F/Y 2011/2012 added some to training as would prefer to have money in

Equipment under $5000

Replacement of fax machines and other small machines

Furniture under $5000

No requests have been made at this time. This is for unexpected expenses.

Materials & Supplies subtotal

Total Expenditure Budget

Books, Publications, Video's

Books, publications, and videos to be used in fulfilling job responsibilities

Kitchen Supplies

Refreshments for special events

Office Supplies

Office supplies for: EMS, orientation, training, budget, map books; office door and

Printer Cartridges

Cartridges expenses

Uniforms

Description

REPAIRS & MAINTENANCE

Equipment R&M Services

Routine equipment maintenance

Human Resource copy machine

BC Office copy machine

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

68 of 125

Ambulance Billing:

Goals, Objectives and Measures

Goal:

Objective:

Measure:

FY 2010 FY 2011 FY 2012

Actual Estimate Projected

Objective:

Measure:

FY 2010 FY 2011 FY 2012

Actual Estimate Projected

Billing sent out within 14

days of finalized report98.5% 90% 90%

Collection rate of SFD

gross collection rate90.7% 86% 86%

Retain records as

mandated by state law100% 100% 100%

Provide timley billing of ambulance transports and achieve

collection of at least 85% of SFD gross collection rate.

Coordinate with EMS

Division to ensure

ePCR's are finalized

100% 100% 100%

Responsible for a wide range of ambulance billing duties, including preparation

of ambulance billings; interacting with insurance companies and Medicare and

serving as the point of contact for SFD customers utilizing ambulance/transport

Maintain compliance with federal and state law relative to patient care records.

Insure HIPAA and legal compliance is maintained relative to

requests for EMS patient information.

Insure patient records

are maintained with

HIPAA compliance

100% 100% 100%

Insure records requests

meet legal requirements100% 100% 100%

Operating Budget Detail

69 of 125

Ambulance Billing Section 3-05

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

60,538$ 65,994$ 66,940$ 66,388$ 62,472$

24,477$ 29,960$ 30,180$ 30,180$ 23,969$

-$ -$ 807$

1,395$ 119$ 1,245$ 805$ 640$

Professional Services 3,520$ 3,942$ 1,000$ 300$ 7,130$

55$ 267$ 405$ 165$ 300$

89,985$ 100,282$ 99,770$ 97,838$ 95,318$

2010/2011 2011/2012

Account No. Budget Budget

5110 65,988$ 62,472$

5120 952$

66,940$ 62,472$

5210 10,131$ 9,132$

5310 979$ 883$

5410 284$ 206$

5416 237$ 116$

5420 686$ 561$

5429 4,549$ 12,294$

5430 10,370$

5431 1,495$

5435 669$ 609$

5440 104$ 111$

5450 76$ 57$

5515 600$

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Leave Buy Back

Employee may sell benefit hours back

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

FICA Medicare Tax

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

SALARIES & WAGES

Salaries and Wages

1 1/2 postitions; 1 Billing Specialist & 1/2 position Billing/Finance Clerk

Admin Overtime

As needed for customer service

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

Salaries & Wages

Taxes & Benefits

Administration

Training and related

Materials & Supplies

Total Operating

Description

70 of 125

Ambulance Billing Section 3-05

2010/2011 2011/2012

Account No. Budget Budget

5518

30,180$ 23,969$

6152 807$

-$ 807$

6250 160$ 100$

6265 85$

6270 210$ -$

6275 790$ 540$

1,245$ 640$

6315 50$

6322 1,000$ 1,000$

6365 6,080$

1,000$ 7,130$

7117 100$ 110$

7255 80$ 190$

7275 225$

405$ 300$

99,770$ 95,318$

Materials & Supplies subtotal

Total Expenditure Budget

Sweetsoft Billing (ambulance/insurance billing) moved from Telecomm budget

Professional Services

MATERIALS & SUPPLIES

Books, Publications, Video's

Necessary Medical coding books - Updated coding for billing ins companies

Supplies

Ambulance billing forms ($100) & envelopes ($90)

Uniforms

1 1/2 employee's shirt/embroidery

Training & related subtotal

PROFESSIONAL SERVICES

Collection Services

High Country Collections Agency is utilized after our own attemps to collect;

Collections Agency adds their fee on top of our amount due

Consulting Services

PWW retainer is $1,500 history use is $1,000 annual

Software Support Services

Budgeted for mileage reimbursement or fuel use

Meals

Meals/Per Diem for training (PWW)

Lodging

PWW Billing, Coding, Compliance Training

Training and Tuition

PWW Ambulance billing, coding and compliance law

Leave Payout

Benefit hours payout when employees: retire, terminate, etc.

Taxes & Benefits subtotal

ADMINISTRATION

Memberships

American Ambulance Association (government rate)

Taxes & Benefits subtotal

TRAINING & RELATED

Auto Expense

Description

TAXES & BENEFITS continued

71 of 125

Regional Communications Center (RCC):

Goal:

Objective: Dispatch at least 90% of emergency calls in 60 seconds or less.

Measure:

Objective:

Measure:

99.99 99.9% 99.9%

Objective:

Measure:

97.1 98.1 99

Objective:

Measure:

Operating Budget Detail

Sedona Regional Communications Center cost center includes all costs associated

with operating the Center with minimum staffing of two personnel 24/7 in order to

dispatch solely for Sedona Fire. This budget includes Computer Aided Dispatch

software support.

Revenues to offset this budget from the User Group (other agencies SFD

dispatches for) for FY 2012 is $287,020 and the User Group also pays 100% of the

User Group budget ($393,968) which is part of the Special Revenue fund and not

part of the operating budget. In total the User Group pays $680,988.

Goals, Objectives and Measures

Provide exceptional emergency dispatch services to Sedona and its user agencies.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Percentage of Compliance

Maintain a 90% or better compliance with EMD protocols through

systematic EMD QA reviews.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

% of Calls Dispatched

Within 60 Seconds80.50% 81% 81%

Answer at least 90% of emergency calls within 15 seconds.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

99%

Percentage of Compliance

Maintain a 90% or better satisfaction rate through feedback from

customer service surveys.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Percentage of Customers

Satisfied or Very Pleased98 99%

72 of 125

Regional Communications Center Section 3-06

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Actual Budget

351,445$ 386,710$ 386,710$ 393,688$ 287,202$

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

735,608$ 693,657$ 659,759$ 617,932$ 517,273$

285,583$ 288,303$ 278,071$ 276,155$ 204,695$

1,211$ 966$ 1,126$ 900$ 865$

40,323$ 3,448$ 18,545$ 13,360$ 4,645$

10,771$ 15,979$ 51,406$ 50,406$ 52,831$

Utilities/Communications 19,789$ 18,772$ 20,525$ 19,270$ 19,575$

Repairs & Maintenance 3,487$ 6,449$ 16,200$ 8,000$ 16,400$

7,765$ 5,627$ 12,842$ 8,218$ 13,142$

-$ -$

1,104,537$ 1,033,201$ 1,058,474$ 994,241$ 829,426$

2010/2011 2011/2012

Acct No. Budget Budget

5110 588,338$ 446,867$

5117 19,932$ 19,630$

5121 14,116$ 13,970$

5133 37,373$ 36,806$

659,759$ 517,273$

5210 101,589$ 78,485$

5310 9,820$ 7,587$

5410 2,272$ 1,612$

5416 1,928$ 1,189$

5420 5,491$ 3,738$

5429 22,962$ 84,399$

5430 77,957$

User Group Revenue

Budget

Salaries & Wages

Taxes & Benefits

Administration

Training and related

Professional Services

Materials & Supplies

Holiday Pay

11 paid holidays @8 hours each (Does not include GIS)

Discretionary Overtime

Overtime for meetings, training coverage

Mandatory Staffing Coverage

Overtime to cover absences for vacation or sick leave

Capital

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

10 positions - 5 Comm. Specs; 4 Comm. Spc. Supervisors; 1 GIS

LTD Insurance

Insurance coverage for employees out of work for medical absence, after 90 days

Life & AD&D Coverage's

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

1.45% of wages

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

73 of 125

Regional Communications Center Section 3-06

2010/2011 2011/2012

Acct No. Budget Budget

5431 11,962$

5432 76$

5433 13,000$

5435 6,598$ 5,173$

5440 1,084$ 985$

5450 832$ 567$

5510 2,400$ 960$

5515 9,600$

5518 5,000$ 15,000$

5525 5,500$ 5,000$

278,071$ 204,695$

6112 150$ 150$

6152 746$ 465$

345$

120$

6162 200$ 250$

6165

6175 30$

1,126$ 865$

6250 1,700$ 550$

6260 2,800$ 300$

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

Managers insurance paid

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

Description

TAXES & BENEFITS continued

Cell Phone Earnings

GIS $30/Month Lead Supv $50/Month

Leave Buy Back

Employee's may sell back benefit hours & over the cap buy backs

Leave Payout

Benefit hours payout when employees: retire, terminate, etc.

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Membership

APCO

NENA

Postage

cost center expenses, based on useage

Printing

Uniform Allowance

10 @ $500 each (jackets moved to uniforms - not paid as uniform allowance)

Taxes & Benefits subtotal

ADMINISTRATION

Business Meetings & Meals

Auto Expenses

Mileage reimbursement when district vehicle is not available; parking fees

Commercial Transportation

Transportation to attend training and conferences for Comm. Center staff

cost center expenses

Subscriptions

Publications to enhance professional knowledge & performance and to inform on

industry's technological changes & growth

Administration subtotal

TRAINING AND RELATED

74 of 125

Regional Communications Center Section 3-06

2010/2011 2011/2012

Acct No. Budget Budget

6265 2,370$ 889$

6270 5,680$ 1,185$

6275 5,695$ 1,471$

145$

116$

-$

250$

310$

200$

350$

100$

6285 300$ 250$

18,545$ 4,645$

6322 2,000$ 2,000$

1,000$

6342 1,200$

6346 1,200$ 800$

6365 47,006$ 50,031$

2,400$

1,965$

117$

925$

524$

Description

TRAINING AND RELATED continued

IWCE Conference Supv

NFA Lead Supv

Disaster Mgmt GIS Online Tammy

Meals

Per diem to attend training and conferences for Comm. Center staff

Lodging

Lodging for Comm. Center staff to attend training and conferences

Training and Tuition

CAD User Conf (No Charge) Jeff Jennings

NENA Lead Supv

Supv

URISA (GIS) Tammy

ESRI Conf (GIS) Tammy

SW User Group (GIS) Tammy

APCO Ntl Supv

ACIP Supervisor Course Mike Christy

Geoprocessing Online Tammy

Training and related subtotal

PROFESSIONAL SERVICES

Consulting Services

GIS Mapping

Outside coaching and evaluation services

Janitorial Services

EMD Cert (1) TBA

Online TTY/TDD Training x2 TBA

Professional Certifications

EMD, CTO & instructor re-certifications (5)

Comm. Training Officer Online

Center Manager Cert NENA TBA

Wildland Acadamy TBA

Fire Service Comm. NFA Jeff Jennings

State APCO Conf Comm Spec

Navagator EMD

Aqua

weekly services

Language Line Services

Telephone translator subscription service (AT&T Language Line)

Software Support Services

Maintenance and service contracts for CAD and associated products:

ESRI ArcView

ProQa

Medical Priority

Criticall (HR) 2 year agreement ($1850) will be costed to each year

75 of 125

Regional Communications Center Section 3-06

2010/2011 2011/2012

Acct No. Budget Budget

6365

12,600$

31,500$

51,406$ 52,831$

6418 4,500$ 4,500$

6422 9,000$ 9,000$

6432 6,000$ 5,000$

6440 130$ 170$

6450 70$ 80$

6465 425$ 475$

6470 400$ 350$

20,525$ 19,575$

6622 16,200$ 16,400$

8,000$

400$

5,000$

16,200$ 16,400$

7117 500$ 500$

7132 300$ 300$

7138 2,000$ 2,000$

-$

2,000$

7165 300$ 300$

7172 1,200$ 1,200$

Description

PROFESSIONAL SERVICES continued

Software Support Services continued

Stratus

PSSI (CAD)

Electricity

Cost center % based on usage

Gas/LPG/Natural

Cost center % based on usage

Sewer

Cost center % based on usage

Professional Services subtotal

UTILITIES and COMMUNICATIONS

Admin - Telephone

Cost center % based on usage

Emergency Telephone

Cost center % based on usage

Equip. R&M Services

Center Equipment repairs and maintenance

Service maintenance for GIS plotter (out of warranty)

R & M for Telecomm

Repairs and Maintenance subtotal

Trash

Cost center % based on usage

Water

Cost center % based on usage

Utilities and Communications subtotal

REPAIRS and MAINTENANCE

ESRI Arc Info Software

Other - software replacements

Fuel

Fuel usage when utilizing SFD pool vehicle

Janitorial/Shift Supplies

Paper towels, TP, soap, etc.

MATERIALS & SUPPLIES

Books, Publications, Video's

Cell Phones & Equipment

Computer Software

76 of 125

Regional Communications Center Section 3-06

2010/2011 2011/2012

Acct No. Budget Budget

7192 2,250$ 2,000$

7224 1,842$ 1,842$

7225 350$ 350$

7226 250$ 350$

7275 150$ 150$

7415 550$

7430 2,200$ 2,000$

7435 1,500$ 1,600$

12,842$ 13,142$

8710

-$ -$

1,058,474$ 829,426$

Supplies

Kitchen supplies, misc. center supplies

Printer Cartridges

New account to track printer cartridges expenses separate from office supplies

Uniforms

2 jackets @ $75 each (jackets are given after one year of service)

Description

MATERIALS & SUPPLIES continued

Office Supplies

Office Supplies for RCC cost tracking; includes recording supplies

Plotter Supplies

GIS/Mapping supplies

Materials & Supplies subtotal

CAPITAL

Equipment over $5000

Capital subtotal

Total Expenditure Budget

Appliances under $5000

New stove/range for kitchen

Equipment under $5000

Headsets

Furniture under $5000

One replacement 24hr/365 chair

77 of 125

Telecommunications:

Goal:

Objective:

Measure:

95% 95% 96%

Objective:

Measure:

Objective:

Measure:

Operating Budget Detail

Supports installation and maintenance of SFD's essential technology

infrastructure, including mobile, portable, and fixed radio frequency transmitters

and receivers; digital and analog microwave RF transceivers at the DS-3 level;

digital and analog multiplex carrier equipment; mobile data systems, telephone

systems; vehicular emergency lighting and siren systems, radio consoles and

related systems and the maintenance of SFD's computer network system.

Goals, Objectives and Measures

Ensure the enterprise networks, servers, voice over IP call managers, radio

systems and associated peripherals are configured and maintained to obtain

maximum performance, minimal downtime and are secure.

Maintain the District's major systems to minimize downtime.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

% of Upgrades and/or

Maintenance Installed

as Needed

70% 70% 75%

Uptime for Radio

Infrastructure98% 98% 95%

Uptime for Network

Ensure system upgrades and patches are kept current.

Implement new technologies in accordance with established

timeframes, requirements, and budgets - 90% of the time.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

% of Projects

Completed on time70% 70% 70%

% of Projects

Completed Within

Budget

80% 80% 80%

78 of 125

Telecommunications Section 3-07

Goals, Objectives and Measures (continued)

Objective:

Measure:

Telecommunications Section 3-07

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

356,073$ 325,214$ 369,234$ 369,234$ 223,665$

148,598$ 144,722$ 157,037$ 157,037$ 86,964$

2,236$ 174$ 1,069$ 1,092$ 1,092$

2,498$ 5,157$ 8,500$ 8,500$ 8,500$

87,710$ 103,183$ 100,525$ 117,521$ 111,854$

Utilities and Communications 60,546$ 62,000$ 60,000$ 57,500$

Repairs & Maintenance 5,497$ 4,437$ 10,000$ 14,000$ 10,000$

183,057$ 112,087$ 130,030$ 137,230$ 127,100$

45,972$ -$ -$

785,669$ 801,492$ 838,395$ 864,614$ 626,675$

2010/2011 2011/2012

Account No. Budget Budget

5110 359,913$ 215,633$

5112

5120 9,321$ 8,032$

369,234$ 223,665$

5210 54,818$ 31,007$

5310 6,975$ 4,673$

90%

Salaries & Wages

Respond to all critical failures within two hours of problem

notification.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Taxes & Benefits

Administration

Training and related

Professional Services

Materials & Supplies

Capital

% of Responses Within

Two Hours90% 90%

Reserve Wages

After-hours emergency call out or special projects

Admin. Overtime

After-hours emergency call out or special projects

Salaries & Wages subtotal

TAXES & BENEFITS

Total Operating

Description

SALARIES & WAGES

Salaries and Wages

4 1/2 positions budgeted - 1 Telecommunications Manager (held vacant), 1

Supervisor, 1/2 Telecomm Tech (1/2 Tech in User Group 3-08), 1 User Support

Tech (IT), & 1 Info Tech trainee (filled as part-time)

401 A

In lieu of retirement SFD contributes 15% to 401A

FICA Medicare Tax

1.45% of wages

79 of 125

Telecommunications Section 3-07

2010/2011 2011/2012

Account No. Budget Budget

5410 947$ 715$

5416 800$ 337$

5420 2,288$ 1,495$

5429 12,451$ 32,411$

5430 34,566$

5431 4,984$

5432 76$ 76$

5433 5,000$

5435 3,473$ 2,018$

5440 12,080$ 9,027$

5450 454$ 255$

5510 7,500$ 2,700$

5515 7,875$

5518

5525 2,750$ 2,250$

157,037$ 86,964$

6152 69$ 92$

6170 750$ 750$

6175 250$ 250$

1,069$ 1,092$

TAXES & BENEFITS continued

LTD Insurance

Insurance coverage for employees out of work due to medical, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Description

Changed to fully funded health insurance coverage

Vision Insurnace

High Deductible Health Plan (HDHP); new health plan option

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

4 1/2 employees x $50 per month cell phone with data package stipend

Leave Buy Back

Employees may sell back a portion of vacation time after 5 years of service

Leave Payout

For benefit hours payout when employees: retire, terminate, etc.Uniform Allowance

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wagesState Unemployment Ins.

Based on first $7000 earned per employee + training taxCell Phone Earnings

System licensing & modifications for 38 Gig frequency microwave radio

Subscriptions

Technical subscriptions - Tech Net Info subscription

Administration subtotal

4 1/2 employees x $500 annual uniform allowance

Taxes & Benefits subtotal

ADMINISTRATION

Membership

APCO for Manager

Radio License Fees

80 of 125

Telecommunications Section 3-07

2010/2011 2011/2012

Account No. Budget Budget

6250 500$ 500$

6260

6265 300$ 300$

6270 1,200$ 1,200$

6275 6,500$ 6,500$

8,500$ 8,500$

6322 16,500$ 20,000$

6365 84,025$ 91,854$

3,150$

3,033$

29,880$

2,100$

1,050$

5,250$

5,500$

420$

840$

32$

15,750$

2,626$

1,900$

5,000$

300$

500$

1,620$

8,995$

100$

500$

3,308$

100,525$ 111,854$

Meals

Per diem for 1 & 2 day IT and Radio Tech. conferences

Lodging

Lodging to attend 1 & 2 day conference

Training and Tuition

Online and Yavapai College/Osha Certs (for towers - renews every three years)

Description

TRAINING AND RELATED continued

Auto Expenses

Parking/Mileage costs for Radio Tech.

Commercial Transportation

Telecomm Manager IWCE Conference in Las Vegas

Training and related subtotal

PROFESSIONAL SERVICES

Consulting Services

For technical work requiring a higher level of expertise than in-house staff

Software Support Services

Maintenance and support service contracts:

Script Logic - Helpdesk Software

Fundware (7 months) (Finance)

Tyler-INCODE (annual) (Finance)

Network Solutions

Adobe Web 4 Software

Storm Now

Microsoft Licensing

Websense - Web Filter

Barracuda SPAM filtering software renewal

Juniper - Firewall

NOD32 - Anti-Virus

Firehouse

Medusa Paperless Patient Care (moved to EMS budget)

Sweetsoft Billing (moved to Ambulance Billing budget)

CISCO IP Phones

Solar Winds

Scorpion Soft

CAD Mobile

Webstaff

Professional Services subtotal

Telestaff

Blue Host

SYNAPPS

Aruba Networks

Aviat Networks

Unlimited Mailbox

81 of 125

Telecommunications Section 3-07

2010/2011 2011/2012

Account No. Budget Budget

6418 55,000$ 53,000$

6422 7,000$ 4,500$

62,000$ 57,500$

6670 10,000$ 10,000$

10,000$ 10,000$

7117 100$ 100$

7132 1,500$ 1,500$

7138 9,630$ 5,500$

4,500$

1,000$

7165 16,000$ 12,000$

7236 27,000$ 23,000$

15,000$

2,500$

5,500$

7430 75,800$ 85,000$

34,000$

10,000$ Scheduled desktop computer replacements (10 each)

5,000$ DS3 Loop switch spare

5,000$

10,000$

10,000$

5,000$

2,000$

4,000$

130,030$ 127,100$

8710

-$ -$

838,395$ 626,675$

Utilities and Communications subtotal

REPAIRS AND MAINTENANCE

R&M Services

For radio repairs; computer network repair and maintenance

Repairs and Maintenance subtotal

MATERIALS AND SUPPLIES

Description

UTILITIES AND COMMUNICATIONS

Admin - Telephone

Based on history

Emergency Telephone

Apparatus cell phones and satellite phone services

Fuel

Fuel for staff vehicles

R&M Supplies

Supplies

Replacement batteries and radio parts

Tablet R&M Supplies (moved to EMS budget as services)

On-hand supplies to repair/maintain computer network

Books, Publications, Video's

Reference materials for Radio Tech'sCell Phones/Equipment

Apparatus phones onlyComputer Software

Misc. user-defined software requests

Protocol updates for Tablets (moved to EMS budget)

Radio Programming Software

Materials & Supplies subtotal

CAPITAL OUTLAY

Equipment over $5000

Capital subtotal

Total Expenditure Budget

Equipment under $5000

7 Servers w/software

2 CISCO Power Over Ethernet (POE) switches - stations 1& 5

Critical spares for Cisco 12000 (cost for refurbished cards)

headsets,pagers,mobile equipment

Site infrastructure replacement parts

New phones/or patch devices for ambo.

Misc. computer hardware

82 of 125

Assistant Chief of Operations and EMS:

Assistant Chief Section 4-01

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

70,837$ 114,126$ 113,688$ 113,688$ 105,116$

25,866$ 47,227$ 39,965$ 39,940$ 34,845$

377$ 140$ 475$ -$ 475$

2,573$ 19$ 1,700$ 1,309$ 475$

723$ 909$ 795$ -$ 735$

100,376$ 162,421$ 156,623$ 154,937$ 141,646$

2010/2011 2011/2012

Account No. Budget Budget

5110 113,688$ 105,116$

113,688$ 105,116$

5215 16,746$ 15,534$

5310 1,681$ 1,548$

5410 189$ 393$

5416 164$ 187$

5418 100$ 75$

5420 458$ 374$

5429 3,033$ 9,313$

5430 6,913$

5431 997$

5432 76$ 76$

District pays the premium for Manager's and above

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Vision Insurance

Operational public safety personnel retirement system - 16.09%

FICA Medicare Tax

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Based on history for full time employees and reserves with 1 year of service

Cancer Insurance

PSPRS employees (invoiced by PSPRS) $75 each

Description

SALARIES & WAGES

Salaries and Wages

1 position - Assistant Chief / Operations

Salaries & Wages subtotal

TAXES & BENEFITS

Public Safety Retirement

Operating Budget Detail

Provides leadership, planning and oversees operational staffing, Emergency

Medical Services (EMS), Training, Special Operations, Wildland and structural

Salaries & Wages

Taxes & Benefits

Administration

Training & Related

Materials & Supplies

Total Operating

83 of 125

Assistant Chief Section 4-01

2010/2011 2011/2012

Account No. Budget Budget

5433 2,500$

5435 1,137$ 1,051$

5440 3,645$ 4,587$

5450 76$ 57$

5510 1,500$ 900$

5515

5525 750$ 750$

39,965$ 34,845$

6112 150$ 150$

6152 325$ 325$

50$

275$

475$ 475$

6260 500$

6265 250$

6270 500$

6275 450$ 475$

1,700$ 475$

7117 75$ 75$

7165 720$ 660$

795$ 735$

156,623$ 141,646$

MATERIALS & SUPPLIES

Books, Publications, Video's

Training/motivational books, pubs, videos

Fuel

$55/month for take home responder vehicle

Materials & Supplies subtotal

Total Expenditure Budget

Commercial Transportation

Car rental and airfare for IAFC Fire Rescue International

Meals

Per Diem for seminar & conference $50 x 6 days

Lodging

Hotel expenses for seminar & conference

Training and Tuition

Registration fees for seminar & conference/Labor Management Conference

Training & related subtotal

Taxes & Benefits subtotal

ADMINISTRATION

Business Meetings & Meals

Dinner for BC Evaluators

Membership

AZ Fire Chiefs Association

IAFC

Administration subtotal

TRAINING & RELATED

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phone Earnings

Cell phone w/data stipend @$75/mo

Leave Buy Back

Employee's may sell back vacation time after 5 years of service

Uniform Allowance

Assistant Chief

Description

TAXES & BENEFITS continued

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

84 of 125

Operations:

Goal:

Objective:

Measure:

Workload indicators:

% pf Incidents for Which

Response Time was Eight

Minutes or Less

71.4%* 74.7%* 80%

Average Response Time to

"emergent" incidents

(minutes)

6:53 6:43 6:30

Operating Budget Detail

This budget covers the operational personnel needed to complete SFD's mission to

serve the residents and vistitors of the District.

Goals, Objectives and Measures

Maintain a continued emergency response capability to address an all hazards

response program.

Maintain an incident response time for emergency events of eight

minutes or less 80% of the time to all areas of the district.

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of EMS Incidents1956 1971 2000

Number of EMS Transports679 647 680

FY 2010

Actual

FY 2011

Estimate

Fy 2012

Projected

Number of Total

Emergency Responses3565 3479 3600

Number of Technical

Rescue Incidents1** 24 30

*Highway 179 Road Construction

**reported in CD differently during this period

Number of Fire Incidents349 328 340

Number of Special Duty

Incidents580 509 550

85 of 125

Operations Wages & Benefits Section 4-02

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

5,487,586$ 5,438,401$ 5,507,604$ 5,507,604$ 4,798,709$

1,926,749$ 1,981,811$ 1,960,737$ 1,960,737$ 1,938,072$

Administration 3,594$

Professional Services

6,845$ 8,781$ 6,000$ 6,000$ -$

7,424,774$ 7,428,993$ 7,474,341$ 7,474,341$ 6,736,781$

2010/2011 2011/2012

Acct No. Budget Budget

5110 4,575,459$ 4,100,398$

5112 8,000$

5117 201,995$ 198,678$

5121 205,000$ 143,500$

5133 517,150$ 356,133$

5,507,604$ 4,798,709$

5210 16,532$ 11,121$

5215 659,600$ 634,510$

5310 81,196$ 71,321$

5410 13,633$ 17,278$

5416 11,569$ 7,377$

5418 7,300$ 5,400$

5420 32,946$ 26,916$

5429 182,019$ 703,274$

5430 523,677$

Description

SALARIES & WAGES

Salaries and Wages

72 Positions - 3 BC's + 1 vacant, 15 Captain's, 15 Engineer's, 39 Firefighters

Reserve Wages

Salaries & Wages

Taxes & Benefits

Materials & Supplies

Total Operating

Coverage for vacations, sick leave, & injuries

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

In lieu of retirement SFD contributes 15% to 401A

Public Safety Retirement

Shift coverage reserves & mail distribution

Holiday Pay

11 federal holidays @ 12 hours each

Discretionary Overtime

Coverage for meetings, training

Mandatory Staffing Coverage

Based on history for full time employees and reserves with 1 year of service

Cancer Insurance

$75 per PSPRS member for cancer insurance plan

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Operational public safety personnel retirement system - 16.09% (last fy 14.93%)

FICA Medicare Tax

1.45% of wages; SFD doesn't participate in social security

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverages

Changed to fully funded insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

86 of 125

Operations Wages & Benefits Section 4-02

2010/2011 2011/2012

Acct No. Budget Budget

5431 71,774$

5432 304$ 228$

5433 24,750$

5435 54,996$ 47,987$

5440 183,328$ 189,114$

5450 5,013$ 3,582$

5510 7,350$ 2,520$

5515 30,000$

5518 163,444$

5525 54,750$ 54,000$

1,960,737$ 1,938,072$

7275 6,000$

7280

6,000$ -$

7,474,341$ 6,736,781$

Description

TAXES & BENEFITS continued

Vision Insurance

District pays the premium for Manager's and above

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Initial Issue Uniforms

Materials & Supplies subtotal

Total Expenditure Budget

Uniform Allowance

72 @ $750 each

Taxes & Benefits subtotal

MATERIALS & SUPPLIES

Uniforms

Expenses and payroll deductions are coded to liability account

Cell Phone Earnings

data phone stipend

Leave Buy Back

Employee's may sell back vacation time after 5 years of service

Leave Payout

Paid benefit hours when employee terminates, retires (est. 63,444), etc.

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages and includes renewal fees

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

87 of 125

Training:

Goals, Objectives and Measures

Goal:

Objective:

Measure: FY 2010 FY 2011 FY 2012

Actual Estimate Projected

Training Section 4-04

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Administration 10,455$ 61,559$ 62,603$ 55,410$ 6,079$

83,900$ 6,934$ 14,992$ 14,692$ 13,640$

-$ 400$ 400$ 400$

7,022$ 7,761$ 8,450$ 8,000$ 7,700$

101,377$ 76,254$ 86,445$ 78,502$ 27,819$

2010/2011 2011/2012

Account No. Budget Budget

6152 8,410$ 2,300$

2,300$

6175 7,245$ 3,779$

3,267$

512$

6245 46,948$

62,603$ 6,079$

Operating Budget Detail

Facilitates firefighter training related to suppression activities and facilitates

professional development program management, as related to fire personnel.

Maintain certification and readiness of all operational personnel.

Comply with OSHA/ADOSH, and internal mandated training

requirements.

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

ADMINISTRATION

% of Successfully

Completed ISO, OHSA,

State and Federal

Mandated Training

91% 89% 100%

Training and related

Post Secondary Education

Post secondary education requests for job related education

Administration subtotal

Memberships

Annual assessment for the Verde Valley Fire Training Facility

Arizona Fire Chiefs Association

Subscriptions

Fire - Rescue

Target Safety Online Training Prog. licenses for cptns & eng

Tailboard Operations Basic Mod.

24/7 Fire Training

88 of 125

FY 2011 FY 2012

Account No. Budget Budget

6250 500$ 250$

$ 250

6260 900$ 800$

800$

6265 3,286$ 2,506$

240$

960$

240$

90$

656$

320$

6270 2,680$ 2,754$

1,032$

345$

960$

417$

6275 7,626$ 7,330$

950$

540$

1,350$

1,490$

3,000$

6280

14,992$ 13,640$

Training Section 4-04

Description

TRAINING AND RELATED

Auto Expense

Extrication class travel -Ingrao + 1 FF - Corona, Ca (Auto Ex)

Mileage reimbursement when district vehicle is not available;

parking fees. (Fire budget only)

Commercial Transportation

Telestaff Training (Pool vehicle)

NFA travel is fully reimb by FEMA - limited to 40 hr employees

FDIC for Training officer, FDIC/West

Fire House World Conference (1 BC)

Firehouse training - (Washington) 2 people w/dif classes

Meals

Meals for NFA meal tickets (1)

Per Diem State Fire School

Fire-Rescue

Firehouse World (1 BC) 5 X 50

FDIC

Firehouse (2 people) 4 X 50 X 2

Telestaff Conference

Extrication class (2)

Seminars for officers, seminars for trainers

Lodging

Firehouse 150 X 4 X 2

Jamie Ingrao + 1 Extrication 2 seminars

BC Training Peoria 2 spots training officer

NOT AT Phoenix Marriott Mesa - AZ State Fire School

Telestaff conference - Brian Espiau

Tuition/Fees for in-house trainer

Academy Expenses

Non planned for 11/12, includes books for promotional testing

Training and related subtotal

Training and Tuition

Peoria Company Officer Training (2 BC's/qualifies as active)

AZ State Fire School (5) AZ Trainers (1)

Telestaff Crystal Report Writing

Firehouse training (Brian and IT person)

Fire/Rescue conference Las Vegas 4 slots

Jamie Ingrao + 1 Extrication 3 seminars

Firehouse World Conference Fees (1 BC)

FDIC 2 slots

89 of 125

2010/2011 2011/2012

Account No. Budget Budget

6622 400$ 400$

400$ 400$

7117 1,900$ 2,000$

1,000$

1,000$

7165 1,450$ 1,100$

300$

500$

300$

7216 1,500$ 1,300$

7244 1,300$ 1,000$

7255 1,300$ 1,300$

$ 500

$ 800

7430 1,000$ 1,000$

$ 500

$ 500

8,450$ 7,700$

86,445$ 27,819$

Training Section 4-04

Description

Updated books & videos on Fire for library

Post Secondary books for employees in position

NFPA and Ifsta for ISO & OSHA required updates - web based

(moved to Community Risk Management budget)Training & new hire manuals

Action training, Learn it CD Mgmt Training, 1st on Scene

Academy; includes books for promotional testing

REPAIRS & MAINTENANCE

Equip. R&M Services

Repair/maintenance for audio/visual equipment, smoke machines. Extensive AV

repair would not be covered by this amount.

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

Projector bulbs, smoke generating fluid, plywood for vent prop. Wood for

additional vent prop at stations. Wood and drywall for training center and burn

buildings, batteries, wood for maze in 40 foot trailer

Safety Supplies

Misc. safety equipment, ear protection, sunscreen, insect repellent, warning

signs, dispensers.

Supplies

Fuel

Training Office staff vehicles

Pool vehicles for training purposes

Extrication Training

Operational Expendables

Materials & Supplies subtotal

Total Expenditure Budget

Misc. training supplies

8 Vehicles for extrication drills, with towing expenses

Equipment under $5000

Misc. small equipment

Video Camera & software for video editing (Brian for editing)

90 of 125

Facilities:

Facilities Section 4-05

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Administration -$ 355$ 355$ 355$

-$ -$ -$ -$

Professional Services -$ 300$ 300$ 300$

Utilities and Communications 157,150$ 146,989$ 174,679$ 174,679$ 150,182$

112,768$ 85,408$ 89,765$ 89,765$ 50,046$

53,297$ 68,118$ 56,533$ 56,533$ 41,833$

Capital 9,361$ -$ -$ -$

323,215$ 309,876$ 321,632$ 321,632$ 242,716$

2010/2011 2011/2012

Account No. Budget Budget

6152 180$ 180$

6175 175$ 175$

355$ 355$

6260

6265

6270

6275

-$ -$

Meals

Lodging

Training and Tuition

Training & related subtotal

ADMINISTRATION

Memberships

Annual VOCA fees

Subscriptions

Monthly Periodical

Administration subtotal

TRAINING & RELATED

Commercial Transportation

Operating Budget Detail

The facilities portion of the budget includes funding for utilities, repairs and

maintenance of infrastructure, janitorial supplies, and scheduled replacement of

appliances and furniture. Utilities costs include electrical, water, sewer, natural

gas and propane for fire stations, mountain top sites, and any other SFD facility.

Repairs and maintenance of these sites is also detailed within this section of the

budget. This includes materials for projects undertaken by on duty crews and the

costs associated with repairs. The replacement and repair of appliances and

station furniture is also addressed within this portion of the budget.

Training & Related

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

91 of 125

Facilities Section 4-05

2010/2011 2011/2012

Account No. Budget Budget

6325 300$ 300$

300$ 300$

6432 117,826$ 100,152$

Experience Based with a 15% reduction for increased efficicency

6440 30,095$ 25,581$

Experience based with a 15% reduction for increased efficicency

6450 9,165$ 9,165$

6465 6,793$ 5,084$

6470 10,800$ 10,200$

174,679$ 150,182$

6615 57,699$ 29,044$

6635 22,366$ 16,000$

6637 9,500$ 4,802$

6645 200$ 200$

89,765$ 50,046$

7117 100$ 100$

7122 22,791$ 11,791$

10,941$

850$

MATERIALS & SUPPLIES

Books, Publications, Video's

Facilities Management publications

Building Supplies

Materials & supplies used by crews in performing in-house

repairs and maintenance to buildings includes paint, stain,

Remodel St #5 kitchen; replace cabinets

Doors & misc. supplies

Buildings R&M Services

15% Reduction due to anticipation of less ongoing HVAC and roof repairs. On

Improvements other than Buildings

A/C repairs for near end of life equipment on Mingus

Janitorial Services

Decreased due to further reduction in services; admin personnel and alarm room

Locksmith services

Access control - outside repairs

Repairs & Maintenance subtotal

($400 for normal fees City & VOC + $180 for annex)

Trash & Recyling

Experience based with new negotiated rate with Waste Management and

change all account to Sedona Recycles & utilitzing free battery recycling

through Batteries Plus

Water

Usage/experience based

Utilities and Communications subtotal

REPAIRS & MAINTENANCE

PROFESSIONAL SERVICES

County Services

Use permit for Station #5 with Coconino County

Professional Services subtotal

UTILITIES AND COMMUNICATIONS

Electricity

Gas/LPG/Natural

Sewer

Experience based vault & haul costs relating to St 5 w/shower install

Description

92 of 125

Facilities Section 4-05

2010/2011 2011/2012

Account No. Budget Budget

7172 18,500$ 14,800$

7175 1,520$ 1,520$

7255 222$ 222$

7415 7,000$ 7,000$

7430 1,400$ 1,400$

600$

800$

7435 5,000$ 5,000$

56,533$ 41,833$

8220

-$ -$

321,632$ 242,716$

CAPITAL

Building Improvements

Capital subtotal

Total Expenditure Budget

Appliances under $5000

Replaced end of life appliances as needed

Equipment under $5000

Test equipment electrical and HVAC

Misc. tools

Furniture under $5000

Station furniture, mattress replacement schedule (4 year rotation)

Materials & Supplies subtotal

Description

MATERIALS & SUPPLIES continued

Janitorial/Shift Supplies

Prices reduced 20% through renegotiation of contracts and streamlining ordering

Key & Lock Supplies

Access control - locks, closers & exit devices, key & lock supplies

Supplies

For emergency management supplies - maps, etc.

93 of 125

Wildland:

Wildland Section 4-14

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Adminstration 60$ 305$ 545$ 545$ 545$

2,823$ 3,317$ 2,650$ 2,650$ 2,325$

Professional Services 1,195$ -$ 1,000$ 1,000$ -$

1,021$ -$ -$ -$ -$

7,065$ 8,568$ 13,172$ 13,172$ 10,172$

12,164$ 12,190$ 17,367$ 17,367$ 13,042$

2010/2011 2011/2012

Account No. Budget Budget

6152 125$ 125$

6175 420$ 420$

545$ 545$

6250 875$ 550$

6260

6265 275$ 275$

75$

200$

6270

6275 1,500$ 1,500$

-$

1,500$

2,650$ 2,325$

Per diem for BC to attend annual training ($50 x 5 days)

Lodging

Annual training for BC ($150 x 5 nights)

Training and Tuition

Annual wildland conference for BC

AZ Wildfire Academy $75 per day X 5 days X 4 people

Training and related subtotal

Administration subtotal

TRAINING & RELATED

Auto Expense

Mileage reimbursement for use of vehicle in the completion of Wildland Fire

Commercial Transportation

Travel costs for Wildland BC to attend 1 professional conference/training, most

Meals

Dinner per diems for AZ wildfire academy

Refreshments for annual Canyon Cleanup

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

ADMINISTRATION

Memberships

PFAC membership

Subscriptions

4 months lightning location from Vaisala

Operating Budget Detail

Provides budgets for training, personal protective equipment, and equipment

acquisition specific to wildland fire suppression; as well as assisting SFD

residents in creating a FireWise, defensible community. Funding is also included

Training and Related

94 of 125

Wildland Section 4-14

2010/2011 2011/2012

Account No. Budget Budget

6365 1,000$

1,000$ -$

6622

-$ -$

7117 600$ 600$

7142 750$ 750$

7156 500$ 500$

7216 900$ 900$

7225 4,200$ 4,200$

7255 422$ 422$

7430 5,800$ 2,800$

13,172$ 10,172$

17,367$ 13,042$

Replacement gear issue-gloves, fire shelters, helmets, head lamps, canteens,

Supplies

Mapping and plotting Supplies (firewise & support of incidents)

Equipment under $5000

Replace two float pumps - current models violate EPA standards for use in Oak

Materials & Supplies subtotal

Total Expenditure Budget

Books, Publications, Video's

Interagency Handbook, Fireline Handbook, Incident Response Pocket Guide,

Equipment R&M Supplies

Routine maintenance & repair of hand & power tools necessary for fuels

Fire Hose

Misc. replacement hose for wildland firefighting - sizes as needed

Operational Expendables

Trash bags, flagging, sign boards, and other expendable materials necessary for

Protective Clothing & Equip.

Software Support Services

Annual maintenance agreement for Mapping Software (ESRI Arcview, Spatial

Professional Services subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Description

PROFESSIONAL SERVICES

95 of 125

Logistics:

Logistics Section 4-06

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Adminstration 50$ 50$ 50$ 50$ -$

5,481$ 6,656$ 6,800$ 6,000$ 6,000$

65,670$ 59,701$ 64,500$ 54,500$ 45,950$

71,201$ 66,407$ 71,350$ 60,550$ 51,950$

2010/2011 2011/2012

Account No. Budget Budget

6152 50$

50$ -$

6640 2,800$ 2,500$

6670 500$ 500$

6680 3,500$ 3,000$

6,800$ 6,000$

7117

7142 2,000$ 1,500$

7156 2,000$ 2,000$

7160 2,000$ 3,500$

7192

7216 3,500$ 3,500$

New Hire Gear

Operational Expendables

Fireline tape; batteries for SCBA's etc.; flares; oil (2 cycle); helmet fronts; safety

MATERIALS AND SUPPLIES

Books, Publications, Video's

Reference books

Equipment R&M Supplies

Supplies for in-house repairs to equipment; ventilators, portable pumps, tools,

Fire Hose

Replace damaged hose or hose taken out of service

Fire Fighting Supplies

Class A&B suppression foam; Bio Solv; Plug & Dike, Dike Roll; misc. absorbents;

Administration subtotal

REPAIRS & MAINTENANCE

Ladder Testing Services

Annual testing of ground & aerial ladders

R&M Services

Professional turnout cleaning and repair

SCBA R&M Services

Quarterly air monitoring for 2 breathing air compressors, Annual Service for 2

Repairs & Maintenance subtotal

Includes budgets for the procurement, repair, and maintenance of firefighter tools,

equipment, supplies, personal protective ensembles, and annual ladder testing.

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

ADMINISTRATION

Memberships

Arizona Fire Chiefs Association

Operating Budget Detail

96 of 125

2010/2011 2011/2012

Account No. Budget Budget

7225 35,000$ 22,950$

18,000$

450$

900$

1,000$

1,820$

300$

480$

7240 2,500$ 2,500$

7245 2,500$ 2,500$

7275

7430 15,000$ 7,500$

64,500$ 45,950$

71,350$ 51,950$ Total Expenditure Budget

Rehab Supplies

Gatorade, water, etc. for post-large incidents

SCBA R&M Supplies

Repair parts for boken equipment - handles, stems, gauges & straps; purchase a

Uniforms

Account is used for reimbursed uniforms paid for by payroll deductions

Equipment under $5000

Small handtools; hose bridges; axes; hammers; pike poles; adapters; hose

Materials & Supplies subtotal

Logistics Section 4-06

Description

MATERIALS AND SUPPLIES continued

Protective Clothing & Equip.

Structural Firefighting Turnouts - 10 sets @ 1,800

Helmets - 2 @ 225 (Plastic style, employee pays difference if

Gloves - 10 @ 90

Protective Hoods - 25 @ 40

Boots -7@ 260 - Replacement of worn out structure boots

Helmet visors/goggles

Suspenders/Red Bags

97 of 125

CISM:

CISM Section 4-03

2008/2009 2009/2010 2010/2011 2010/2011 20112012

Actual Actual Budget Estimate Budget

Adminstration 2,715$ -$ 3,095$ 2,500$ 2,625$

2,559$ -$ 6,805$ 2,484$ 4,164$

239$ -$ -$ -$ -$

5,513$ -$ 9,900$ 4,984$ 6,789$

2010/2011 20112012

Account No. Budget Budget

6152 3,095$ 2,625$

2,500$

3,095$ 2,625$

6250 420$

6260 1,400$

6265 360$

6270 1,800$ 800$

6275 3,605$ 2,584$

6,805$ 4,164$

9,900$ 6,789$

Training and related subtotal

Total Expenditure Budget

Mileage reimbursement & parking for CISM team members

Commercial Transportation

Car Rental & Airfare for CISM team members traveling to seminars/training

Meals

Per Diem for CISM team members at seminars & conferences

Lodging

Hotel for CISM team members at seminars & conferences

Training and Tuition

Registration fees for seminars & conferences for CISM team members

Description

ADMINISTRATION

Memberships

ICISF Team Membership

TIPS Membership

Administration subtotal

TRAINING AND RELATED

Auto Expense

Operating Budget Detail

SFD's Critical Incident Stress Management (CISM) Program is a team of

operational and non-operational members as well as a volunteer mental health

professional organized to conduct stress debriefings/defusing for SFD members

Training and related

Materials & Supplies

Total Operating

98 of 125

HazMat:

HazMat Section 4-07

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

2,249$ 700$ 2,800$ -$ 1,200$

804$ 841$ 6,200$ 3,000$ -$

3,507$ 1,282$ 6,000$ 3,650$ 1,150$

6,560$ 2,823$ 15,000$ 6,650$ 2,350$

2010/2011 2011/2012

Account No. Budget Budget

6250

6265 800$

6270 800$

6275 1,200$ 1,200$

2,800$ 1,200$

6622 6,200$ -$

6,200$ -$

7117 300$ 300$

7165 500$ 200$

7216 200$ 150$

7225 2,500$ 500$

7430 2,500$

6,000$ 1,150$

15,000$ 2,350$

Materials & Supplies subtotal

Total Expenditure Budget

Update reference library and Software

Fuel

Pool Van Fuel for Drills and Continuing Education

Operational Expendables

Tape, gloves, trash bags, brushes, soap, PH paper, patch kits, absorbant

Protective Clothing & Equipment

Helmets, Over Boots, Butyl/Viton Over Gloves, Level B Suits

Equipment under $5000

Spill/Leak Control, Lid Locks, Chlorine A kit, Bonding and Grounding Kit.

Registration fees for training/class/education 10 Tecnicians

Training and related subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Hazcat, Draeger replacement of perishables

4-gas meter sensor replacement for meters

Repairs & Maintenance subtotal

MATERIALS AND SUPPLIES

Books, Publications, Video's

Description

TRAINING AND RELATED

Auto Expense

budgeted in fuel 7165 account

Meals

Per Diem for 10 Techs attending off-district training/CE/Recert

Lodging

Hotel for training/class/education for 10 students

Training and Tuition

Operating Budget Detail

Includes budgets for training, personal protective equipment, monitoring, and

equipment for hazardous materials responses.

Training and related

Repairs & Maintenance

Materials & Supplies

Total Operating

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Swiftwater:

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

3,726$ 957$ 11,170$ 11,170$ 980$

-$ 250$ 250$ 500$

148$ 3,432$ 2,845$ 2,845$ 2,335$

3,874$ 4,389$ 14,265$ 14,265$ 3,815$

2010/2011 2011/2012

Account No. Budget Budget

6250

6260 800$

6265 4,860$

6270 1,850$

6275 3,660$ 980$

11,170$ 980$

6622 250$ 500$

250$ 500$

7165 450$ 50$

7216 80$ 80$

7225 1,540$ 1,735$

7430 775$ 470$

2,845$ 2,335$

14,265$ 3,815$

Materials & Supplies subtotal

Total Expenditure Budget

MATERIALS & SUPPLIES

Fuel

Fuel expenses for swiftwater uses

Operational Expendables

Batteries/glow sticks

Protective Clothing & Equipment

Wetsuits/Fins/Booties/PFD

Equipment under $5000

Throw bags/Gear bags

Lodging

Training and Tuition

Recertification SW OPS Packet $65x10recert/110 x 3 certs

Training and related subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Repair and maintenance of equipment; wetsuits, rope bags, etc.

Repairs & Maintenance subtotal

Total Operating

Description

TRAINING AND RELATED

Auto Expense

Commercial Transportation

Meals

Operating Budget Detail

Includes budgets for training, personal protective equipment, and equipment for

swiftwater rescue responses. Estimated training hours 250, backfill 85.

Swiftwater Section 4-09

Training and related

Repairs & Maintenance

Materials & Supplies

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Rope / Tower Rescue:

Estimated backfill hours Operations/Technician/Instructors 218/134/60

Estimated training hours Operations/Technician/Instructors 658/402/130

Rope/Tower Rescue Section 4-10

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

2,240$ 1,267$ 4,010$ 4,010$ 4,220$

-$ 250$ 250$ 250$

10,493$ 7,651$ 6,610$ 6,610$ 5,275$

12,733$ 8,918$ 10,870$ 10,870$ 9,745$

2010/2011 2011/2012

Account No. Budget Budget

6250

6260

6265

6270

6275 4,010$ 4,220$

1,520$

500$

4,010$ 4,220$

6622 250$ 250$

250$ 250$

7165 500$ 500$

7216 300$ 905$

300$

275$

330$

Batteries, flagging, bolts, bits, etc.

Aluminum Locking Carabiners

6mm cord

Training and related subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Repair and maintenance of equipment

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Fuel

SFD Van fuel

Operational Expendables

Training and Tuition

Registration fees for training/class/education

Technical Rope Rescue -Oper. (18 Recertsx60/4 Certsx110)

Technical Rope Rescue -Technician (5 Recerts x 100)

2,200$

Advanced Instructors training team skills workshop 2 x 1100

(this training is in Sedona)

Description

TRAINING AND RELATED

Auto Expense

Mileage reimbursement when district vehicle is not available; parking fees

Commercial Transportation

Flight/shuttle

Meals

Lodging

Operating Budget Detail

Training and related

Repairs & Maintenance

Materials & Supplies

Total Operating

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2010/2011 2011/2012

Account No. Budget Budget

7225 3,480$ 1,835$

7430 2,330$ 2,035$

6,610$ 5,275$

10,870$ 9,745$

Equipment under $5000

Rope $550/Cordage 270/AZTEK 600/Decenders 315/ropebags 300

Materials & Supplies subtotal

Total Expenditure Budget

Rope / Tower Rescue Section 4-10

Description

MATERIALS & SUPPLIES continued

Protective Clothing & Equipment

3 Petzel harnesses 3 Vertex helmets 500 short haul gear

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Trench / Confined Space / Structure Collapse:

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

6,519$ -$ -$ -$ -$

Repairs & Maintenance -$ 1,000$ -$ 500$

2,364$ 36$ 1,000$ -$ -$

8,883$ 36$ 2,000$ -$ 500$

2010/2011 2011/2012

Account No. Budget Budget

6260

6265

6270

6275

-$ -$

6622 1,000$ 500$

1,000$ 500$

7216 500$

7430 500$

1,000$ -$

2,000$ 500$

MATERIALS & SUPPLIES

Operational Expendables

Lumber, nails etc

Equipment under $5000

Hand Tools, Power Tools, Batteries (rechargeable)

Materials & Supplies subtotal

Total Expenditure Budget

Lodging

Training and Tuition

Training and related subtotal

REPAIRS & MAINTENANCE

Equipment R & M Services

Cordless hand tools and seach cam repairs

Repairs & Maintenance subtotal

Training and related

Materials & Supplies

Total Operating

Description

TRAINING AND RELATED

Commercial Transportation

Meals

Operating Budget Detail

Includes budgets for training, personal protective equipment, and equipment for

trench rescue, structure collapse, and confined space rescues.

Trench/Confined Space Section 4-11

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Wellness Program:

Wellness Program Section 4-12

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Administration 1,200$ 1,200$ 1,200$ -$ -$

2,950$ 202$ 1,000$ 1,000$ 3,300$

1,680$ 1,301$ 2,500$ 2,500$ 2,500$

484$ 4,495$ 4,000$ 4,000$ 1,500$

6,314$ 7,198$ 8,700$ 7,500$ 7,300$

2010/2011 2011/2012

Account No. Budget Budget

6152 1,200$

1,200$ -$

6265 400$

6270 400$

6275 1,000$ 2,500$

1,000$ 3,300$

6622 2,500$ 2,500$

2,500$ 2,500$

7430 4,000$ 1,500$

1,500$

4,000$ 1,500$

8,700$ 7,300$

Materials & Supplies subtotal

Total Expenditure Budget

Training and related subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Repair of all physical fitness equipment and preventative maintenance

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Equipment under $5000

Functional Trainer Station 5

Misc. equipment for workout rooms

Summit Center for quarterly training - no longer available

Administration subtotal

TRAINING AND RELATED

Meals

Per Diem for class for 4

Lodging

Hotel for training/class/education for 4 students

Training and Tuition

Recert for 4 PFT at Phoenix Health Symposium

Includes budgets for training and certification for four staff Peer Fitness Trainers,

gym equipment and repair, and consultation fees for the Summit Center for

health/wellness sessions on an as-needed basis.

Training and related

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

ADMINISTRATION

Memberships

Operating Budget Detail

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Emergency Medical Services (EMS):

Goal:

Objective:

Measure:

Goal:

Objective:

Measure:

Objective:

Measure:

Maintain compliance with Quality Assurance (QA) reviews on

90% of EMS incidents/incident reports.

FY 2009

Actual

FY 2010

Estimate

Fy 2011

Projected

% of Incidents for Which

Standards Were Met90% 90% 90%

Conduct Quality Assurance Reviews on 100% of Ems

Incidents.

FY 2009

Actual

FY 2010

Estimate

Fy 2011

Projected

% of Incidents for Which

a Review was

Completed

100% 100% 100%

Percent of Paramedic

Certifications Maintained 100% 100% 100%

Percent of Paramedic

Certifications Maintained 100% 100% 100%

Provide the highest level of emergency medical services possible given budget

and resource availability.

Operating Budget Detail

Budget includes training for all SFD operational personnel to maintain Emergency

Medical Technician (EMT) or Paramedic Certifications, maintains all SFD

ambulances to Arizona Department of Health Services (ADHS) and other

standards, as well as manages annual ambulance registration.

Goals, Objectives and Measures

Maintain highly skilled staff of medical professionals to provide pre-hospital

medial care.

Ensure training and certification of EMT's and Paramedics in

accordance with Dept of Health Services Standards and

beyond.

FY 2009

Actual

FY 2010

Estimate

Fy 2011

Projected

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2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

Adminstration 3,226$ 4,698$ 4,838$ 4,485$ 12,309$

29,658$ 15,701$ 20,530$ 19,267$ 19,870$

Professional Services 10,223$ 10,347$ 8,500$ 4,000$ 20,800$

27,473$ 30,666$ 23,952$ 22,752$ 17,165$

130,860$ 104,467$ 107,620$ 82,250$ 86,880$

201,440$ 165,879$ 165,440$ 132,754$ 157,024$

2010/2011 2011/2012

Account No. Budget Budget

6152 1,419$ 50$

50$

6175 1,669$ 10,709$

1,025$

150$

3,500$

6,000$

34$

6182 1,750$ 1,550$

1,500$

50$

4,838$ 12,309$

6250 100$ 100$

6260

6265 390$

6270 500$

6275 19,150$ 19,530$

3,360$

10,170$

6,000$

6285 390$ 240$

CLIA Laboratory Recert (150 every two years due 9/12)

240$ National Registry Certifications (New Medic $240, Recerts 0)

20,530$ 19,870$

Professional Certifications

Training and related subtotal

Meals

Gurney maintenance training 2 @ 5 days/$39 per day

Lodging

Gurney maintenance training 1 room for 2 people - 5 days

Training and Tuition

EMT re-cert for 24 ($140 ea)

ALS re-cert for 18 ($565 ea)

PHTLS cert for 5 ($200)

New Medic Training

CSEC Conference

AMLS Recert for 20 ($15)

Ambulance Registration

ADHS Ambulance Registration fees (6 @ 250)

CON Renews every 3 years; next renewal is June 2012

Administration subtotal

TRAINING AND RELATED

Auto Expense

Mileage reimbursement when district vehicle is not available; parking fees

Commercial Transportation

NAEMS

AZ Ambulance Association (6 ambulances @ 50 each)

Subscriptions

24/7 EMS CE Program (in-house training subscription)

My Fax Service

Electronic Patient Care Reporting (EPCR) Updates

Custom Electronic Patient Care Reporting (EPCR) Module

JEMS Magazine

EMS Section 4-15

Training and related

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

ADMINISTRATION

Memberships

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EMS Section 4-15

2010/2011 2011/2012

Account No. Budget Budget

6335 8,500$ 4,500$

6365 16,300$

6370

8,500$ 20,800$

6622 1,000$ 500$

6642

6650 22,202$ 12,165$

Physio Control LIFEPAK 12 Upgrades

12,165$ Physio Control LIFEPAK Maintenance (AED's & LP12's)

6670 750$ 4,500$

4,000$

500$

23,952$ 17,165$

7117

-$ PDR updates for career vehicles

-$ Updated books & videos on EMS for library

-$ Paramedic refresher books

7126 15,000$ 6,500$

7138 1,630$

7142 3,000$ 2,000$

7165 13,500$ 12,000$

7172 250$ 250$ Janitorial Supplies

Cleaning supplies for ambulances - bleach, disinfectant sprays

CPR Training Supplies

CPR books, CPR cards, CPR supplies for AHA, CTC

Computer Software

Protocol updates for Tablets (moved from Telecomm budget)

Equipment R&M Supplies

Supplies to maintain bio-medical equipment: Pro-Pak B/P Cuffs/tubes; suction

unit batteries; suctions unit parts; Pulse Oximeter probes/tubes ($1,500); Ferno

model 28 gurney parts $1,500

Fuel

Useage by ambulance's (cost center for DHS report)

Physio Control Maintenance agreement, annual expense (current contract

expires 6/2015, quote is for 5 years @$60,822.31, or $12,165.12 per year to be

paid as quarterly payments)

R&M Services

Repairs for Tablets

Ambulance floors, cabinets, oxygen gauges, seat repairs

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Books, Publications, Video's

Temporary Staffing Services

CPR Training

Professional Services subtotal

REPAIRS & MAINTENANCE

Equip. R&M Services

Outside repair of Bio-medical equipment

Laundry Charges

Personnel items dry cleaned (when necessary) for infection control exposure

Medical Equipment R&M Services

Description

PROFESSIONAL SERVICES

Infectious Disease Control

With Verde Valley Occupational Medicine; Infectious Disease Control Services

Software Support

Medusa Paperless Patient Care (moved from Telecomm budget & renegotiated)

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EMS Section 4-15

2010/2011 2011/2012

Account No. Budget Budget

7180 56,500$ 58,000$

7216 3,000$ 1,500$

7225

7430 16,370$ 5,000$

107,620$ 86,880$

165,440$ 157,024$

Replacement scrubs on ambulances

Equipment under $5000

B/P cuffs; stethoscopes; replace KED; traction splints; oxygen cylilnders &

regulators; backboard replacements, straps; replace EKG cables; wires;

Materials & Supplies subtotal

Total Expenditure Budget

Description

MATERIALS & SUPPLIES continued

Medical Expendables

Disposable EMS supplies, includes a medical expendables monthly charge at

VVMC & SEC. Drug box restocking VVMC (15 @ $525) and FMC (3 @ 525)

Operational Expendables

Replacement bags for cervical collars on ambulances; replacement backcountry

pack for career vehicles

Protective Clothing & Equip.

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Public Access Defibrillation Program (PAD):

PAD Section 4-16

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

6,192$ 4,190$ 1,000$ -$ 1,000$

6,757$ -$ 6,000$ 1,500$ 1,500$

12,949$ 4,190$ 7,000$ 1,500$ 2,500$

2010/2011 2011/2012

Account No. Budget Budget

6650 1,000$ 1,000$

1,000$ 1,000$

7216 6,000$ 1,500$

7430

6,000$ 1,500$

7,000$ 2,500$

Repairs & Maintenance subtotal

MATERIALS & SUPPLIES

Operational Expendables

Batteries and electrodes for PAD equipment

Equipment under $5000

AED's - new/or replacements

Materials & Supplies subtotal

Total Expenditure Budget

Repairs & Maintenance

Materials & Supplies

Total Operating

Description

REPAIRS & MAINTENANCE

Medical Equip. R&M Services

Outside repair of AED's and AED cabinets

Physio Control Maintenance Program - AED's portion

Operating Budget Detail

This section budget supports the placement of Automated External Defibrillators

(AED's) throughout the Sedona Fire District. Currently there are 45 AED's

strategically placed throughout the community. The budget covers the annual

maintenance for all of these pieces of equipment.

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User Group

User Group Section 3-08 (A1-5 3-08-XXXX-5008)

2008/2009 2009/2010 2010/2011 2011/2012

Actual Actual Budget Budget

User Group Revenue 336,460$ 336,460$ 477,021$ 393,968$

2008/2009 2009/2010 2010/2011 2010/2011 2011/2012

Actual Actual Budget Estimate Budget

240,849$ 271,104$ 303,255$ 261,016$ 270,512$

92,150$ 122,723$ 129,777$ 125,122$ 112,177$

Administration 69$ 257$ 85$ 119$

2,090$ 13,325$ 6,215$ 8,510$

Professional Services -$ 750$ 750$ 750$

3,461$ 1,318$ 4,325$ 2,200$ 1,900$

Capital -$ -$ -$ -$

336,460$ 397,304$ 451,689$ 395,388$ 393,968$

2010/2011 2011/2012

Account No. Budget Budget

5110 269,239$ 238,006$

5113

5117 9,379$ 9,580$

5120 2,849$ 1,313$

5121 6,191$ 6,312$

5133 15,597$ 15,301$

303,255$ 270,512$

5210 46,349$ 41,034$

In lieu of retirement SFD contributes 15% to 401A

Admin Overtime

Radio Tech.

Discretionary Overtime

Comm. Center overtime for meetings, training coverage

Mandatory Staffing Coverage

Comm. Center overtime to cover absences for vacation and sick leave

Salaries & Wages subtotal

TAXES & BENEFITS

401 A

Description

SALARIES & WAGES

Salaries and Wages

5 positions - 4 Comm. Specs; 1 Comm. Spec. Supv.

Labor Overhead

Overhead Expenses for Telecomm Manager

Holiday Pay

11 paid holidays @8 hours each (Does not include Radio Tech)

Project Budget Detail

This cost center accounts for the budget for the additional personnel required for

the Sedona Regional Communications Center to dispatch for other agencies;

costs include salaries and benefits for one Telecommunications Technician and

four Communications Specialists. This budget is not part of the Sedona Fire

Operating Budget and it is funded 100% by the user agencies. It is part of the

budget for the Special Revenue Fund.

Budget

Salaries & Wages

Taxes & Benefits

Training and related

Materials & Supplies

Total Operating

110 of 125

User Group Section 3-08

2010/2011 2011/2012

Account No. Budget Budget

5310 4,480$ 3,967$

5410 1,136$ 543$

5416 964$ 374$

5420 2,746$ 1,869$

5429 12,079$ 38,505$

5430 41,479$

5431 5,981$

5433 1,000$

5435 3,030$ 2,705$

5440 2,579$ 1,564$

5450 454$ 298$

5510 1,500$ 300$

5515 1,500$

5518 1,500$ 18,268$

5525 3,000$ 2,750$

129,777$ 112,177$

6152 207$ 69$

6162 50$ 50$

257$ 119$

6250 1,200$ 950$

Membership

Communications personnel memberships: APCO

Postage

cost center expense

Administration subtotal

TRAINING and RELATED (see training sheet for details)

Auto Expense

Mileage reimbursement when staff vehicle is not available

Technician phone stipend $50/Month (Split with 3-06)

Leave Buy Back

Employee's may sell back benefit hours

Leave Payout

Benefit hours payout when employees: retire, terminate, etc.

Uniform Allowance

5 @ $500 each & 1/2 technician

Taxes & Benefits subtotal

ADMINISTRATION

HSA Health Insurance Plan

Changed to fully funded health insurance coverage

RHS Plan - 1%

Retirement Health Savings (RHS) Plan; 1% District match

Worker's Comp. Insurance

Based on wages

State Unemployment Ins.

Based on first $7000 earned per employee + training tax

Cell Phones

Based on history for full time employees and reserves with 1 year of service

Dental Insurance

Self funded plan; District pays employee portion only

Health Insurance Premiums

Changed to fully funded health insurance coverage; EAP, Flex One

Health Insurance Claims

Changed to fully funded health insurance coverage

Health Insurance RX's

Changed to fully funded health insurance coverage

Description

TAXES & BENEFITS continued

FICA Medicare Tax

1.45% of wages

LTD Insurance

Coverage for employees out of work due to medical absence, after 90 days

Life & AD&D Coverage's

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2010/2011 2011/2012

Account No. Budget Budget

6260 1,350$ 1,250$

6265 1,500$ 1,109$

6270 2,880$ 2,635$

6275 6,245$ 2,466$

250$ Comm Spec (TBA)

30$

116$

30$

350$

145$

60$

225$

510$

200$

500$

50$

6285 150$ 100$

13,325$ 8,510$

6365 Software Support Services 750$ 750$

Professional Services subtotal 750$ 750$

7117 300$ -$

7132 300$ -$

7138 400$ 400$

7165 1,000$ 1,000$

7255 1,000$ 500$

For Radio Tech

Computer Software

Amortized replacement funding

Fuel

Comm technician fuel & fuel for SFD pool vehicle uses by comm center user group

Supplies

Used for Office Supplies; Expendable tools & supplies

Professional Certifications

Two employee certifications will be due in 11/12

Training and related subtotal

PROFESSIONAL SERVICES

Computer and Software - Tech

MATERIALS & SUPPLIES

Books, Pubs & Video

For Radio Tech

Cell Phones & Equipment

Josh Violette

Comm Training Officer TBA

Wildland Academy TBA

Computer Tech Course Jeremy

Online TTY/TDD Training Comm Spec (TBA)

Training and Tuition

State APCO

15 Minute Map Online Nicole Vandemark

Geoprocessing Online Nicole Vandemark

ESRI Conference Nicole Vandemark

Using ArcCatalog Online Nicole Vandemark

SW User Group (GIS) Nicole Vandemark

EMD Certification Comm Spec (TBA)

APCO National Supv (TBA)

Visual Basic GIS Online Nicole Vandemark

CAD User Conf Josh Violette

Geocoding Online Nicole Vandemark

Windows 7 Level 1

Description

TRAINING and RELATED continued (see training sheet for details)

Commercial Transportation

Transportation to attend training and conferences for Comm. Center Staff & Tech

Meals

Per diem to attend training and conferences for Comm. Center staff & Tech

Lodging

Lodging for Comm. Center staff to attend training and conferences & Tech

User Group Section 3-08

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User Group Section 3-08

2010/2011 2011/2012

Account No. Budget Budget

7260

7285 750$

7430 575$ -$

4,325$ 1,900$

8710

-$ -$

451,689$ 393,968$

Equipment over $5000

Capital subtotal

Total Expenditure Budget

MATERIALS & SUPPLIES continued

Tires

Comm technician vehicle

Vehicle R&M Supplies

Comm technician vehicle

Equipment under $5000

Materials & Supplies subtotal

CAPITAL

Description

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SEDONA FIRE DISTRICT Fiscal Year 2012 - 2016

Capital Improvement Program

Capital Budget/Capital Improvement Program

A Capital Improvement Program (CIP) is a comprehensive plan of proposed capital projects, intended to identify and balance capital needs within the fiscal capabilities and limitations of the District. The purpose of the Capital Improvement Program (CIP) is to systematically identify, plan, schedule, finance, track and monitor capital projects to ensure cost-effectiveness as well as conformance to establish policies. Most capital outlay in excess of $35,000 is included in the Capital Improvement Program, rather than the operating budget.

The first year of the CIP Program is the basis for actual appropriations authorized by the Governing Board for capital projects when adopting the Annual Budget. The remaining four years are a guide for the future development of the District’s new and replacement infrastructure needs. The overall CIP schedule is formulated to reflect District priorities and needs, by taking into consideration the District’s goals and policies, strategic plan, urgency of a project, the District’s ability to administer a project, the involvement of outside agencies, and the potential for future project funding and ongoing operational requirements.

A majority of the funding source for the capital program comes from the General Fund, however, projects could be simultaneously funded from general operating funds, loan proceeds, grants, intergovernmental funding, and/or bond funds. Much of the work involved in the development of the CIP consists of balancing the available sources of financing with the various capital needs.

The objectives used to develop the CIP include:

o To preserve and improve the basic infrastructure of the Sedona Fire District through public facility construction and rehabilitation.

o To maximize the useful life of capital investments by scheduling renovations and modifications at the appropriate time in the life-cycle of the facility.

o To identify and examine current and future infrastructure needs and establish priorities among projects so that available resources are used to the community’s best advantage.

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o To improve the financial planning by comparing needs with resources, estimating future needs, and identifying fiscal implications.

Capital projects:

o Are defined as activities that lead to the acquisition, construction, or extension of the useful life of capital assets.

o Are considered to be one-time outlay, which are non-recurring in nature. Purchases involving ongoing debt service or lease/purchase costs will not typically be budgeted in the Capital Budget.

o Must have a total cost greater than $35,000 and a useful life of more than five years. o Capital projects must add to, enhance the value of, or extend the life of the District’s

physical assets.

The Fiscal Year 2012 – 2016 Capital Improvement Program provides an implementation schedule for each of the capital improvements that provides for the coordination and timing of project construction/acquisition amongst other competing needs, an estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of the impact of each project on District revenues and operating budgets.

Operating impact information has been forecasted for a period of five years from scheduled date of the capital improvement project. No capital project has been funded unless operating impacts have been assessed and the necessary funds can be reasonably anticipated to be available when needed.

District management has reviewed each project submitted for inclusion into the CIP for its merit and relationship to overall District needs. The Governing Board conducts a final review of the program at public budget workshops, and at annual public budget hearings prior to adoption of the Annual Budget.

The Fiscal Year 2012 capital plan attempts to meet the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame. The Capital Plan will have to be continually re-evaluated in the future to insure that it is consistent with the priorities of the District Board, with sound financial practices, and the available resources of the District. The major items of the five year 2012-2016 Capital Improvement Plan are detailed in the below table. The first year of the CIP is included in the current fiscal year budget and totals $680,000.

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Five Year 2012-2016 Capital Improvement Plan

Summary of Projects by Year

Project 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016

Total

Chapel Fire Station $600,000 $600,000

Regional Comm Center

Unfunded

Station 5 Replacement Unfunded

12-Lead Heart Monitors (2 units annually)

$80,000 $80,000 $80,000 $80,000 $320,000

CAD Fault Tolerance Server

$100,000 $100,000

Logging Recorder $35,000 $35,000

Dispatch Console Furniture

$80,000 $80,000

Radio/Dispatch Console Equipment and MUX upgrade

$250,000 $250,000

Upgrade to Microwave System

$350,000 $350,000

Alpha Paging System $200,000 $200,000

Fire Engine Replacement

$425,000 $425,000 $850,000

Ambulance Replacement

$150,000 $150,000 $300,000

Remount Ambulances $120,000 $120,000

Replace Generator at Station 1

$50,000 $50,000

Narrow Banding Project

$30,000 $30,000 $60,000

Total $680,000 $785,000 $615,000 $655,000 $580,000 $3,315,000

Five Year CIP by Funding Source

2011/2012 2012/2013 2013/2014 2014/2015 2015/2016

Total

General Fund Pay-As-You-Go

$680,000 $660,000 $480,000 $655,000 $390,000 $2,865,000

Intergovernmental Revenue

$125,000 $135,000 $190,000 $450,000

Grants

Debt Financing

Total

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Capital Projects Detail

Replacement of Ambulances

Project No: Total Project Costs: $300,000

Project Title: Replace Two Ambulances

Funding Source: General Fund Pay-as-You-Go

Description: The next ambulance needing to be replaced has approximately 145,000 miles, is requiring more and more maintenance and repair, and was initially scheduled to be replaced through the normal ambulance replacement program/cycle in 2009-2010. Due to an unavailability of funding, this purchase was delayed until 2010-2011, then 11-12, 12-13 and now 13-14. The next oldest ambulance has 77,000 miles and is requested to be replaced in FY14. Once these last two non-remountable units are replaced, the Sedona Fire District will pursue an Ambulance Remount program for future replacements, which is designed to replace the Ambulance Chassis, re-paint and repair the ambulance interior as needed. The ambulance will appear brand new when completed. The cost is between 80% of a new vehicle depending on how much needs to be fixed.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $150,000 $150,000 $0

Operating Costs

Regional Communications Center

Project No: Total Project Costs: $3,000,000 UNFUNDED

Project Title: Regional Communications Center

Funding Source: UNFUNDED

Description: Continued growth in call volume and dispatch agreements with surrounding agencies necessitates a new facility to support this activity. The land for the new center is already owned by the District. Design was partially completed in FY2009 but terminated due to financial considerations. Funding for this project is not available at this time, and estimated costs are therefore only listed in the “out years” of the capital program. No additional personnel/operating impacts are anticipated. Costs may be able to be shared regionally, however, SFD would remain the sole owner of this capital asset.

Carryover FY09-10 FY10-11 FY11-12 FY12-13 FY13-14

Design $0 $0 $0 $0 $0 $0

Construction

Equipment

Operating Costs

Life Pak 12 – 12 Lead Heart Monitors

Project No: Total Project Costs: $320,000

Project Title: 12-Lead Heart Monitor Replacement Cycle/Two Units Per Year

Funding Source: General Fund Pay-as-You-Go

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Description: Replacement Program for LP12's @ two per year @ $40,000 each.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $80,000 $80,000 $80,000 $80,000

Operating Costs

CAD Fault Tolerance Server

Project No: Total Project Costs: $100,000

Project Title: CAD Fault Tolerance Server

Funding Source: General Fund Pay-as-You-Go and Regional Communication User Group Capital Replacement Revenue

Description: Replace existing fault tolerant services for the current computer aided dispatch system. Current servers were installed in 2008. Life estimates on this type of technology equipment is 5 years. Updates in software require current technology of hardware.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $0 $0 $100,000

Operating Costs

Logging Recorder

Project No: Total Project Costs: $35,000

Project Title: Logging Recorder

Funding Source: General Fund Pay-as-You-Go and Regional Communication User Group Capital Replacement Revenue

Description: Upgrade/replace 911 recording system. Current system is eight years old. Technology changes in other systems will require this upgrade/replacement. Other user agencies will participate in the replacement cost.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $35,000 $0 $0

Operating Costs

Regional Communications Center Console Furniture

Project No: Total Project Costs: $80,000

Project Title: Regional Communications Center Console Furniture

Funding Source: General Fund Pay-as-You-Go and Regional Communication User Group Capital Replacement Revenue

Description: Replace current dispatch console furniture. Current furniture is thirteen years old. Manufacturer recommended useful life is ten years. Planning replacement in FY16 at 18 years. Other user agencies will participate in the replacement cost.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $0 $0 $80,000

Operating Costs

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Radio Console System Replacement

Project No: Total Project Costs: $250,000

Project Title: Radio Console System Replacement

Funding Source: General Fund Pay-as-You-Go and Regional Communication User Group Capital Replacement Revenue or Grant Funding

Description: Replace the current radio console system. Current system was end of life in 2006 and has not been supported since that time. System has been kept operational by our in-house telecommunications staff utilizing used parts, which are becoming more difficult to acquire. The replacement system will be in current technology, digital, versus our current analog system and will include an upgrade of the multiplex system used to connect the dispatch console at the 9-1-1 center to the radio resources over the microwave. User agencies will participate in the replacement costs at a proposed 50% and/or grant funding will be sought as a regional project.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $250,000 $0 $0 $0

Operating Costs

Alpha Paging System

Project No: Total Project Costs: $200,000

Project Title: Alpha Paging System

Funding Source: General Fund Pay-as-You-Go and Regional Communication User Group Capital Replacement Revenue

Description: The Alpha paging system is the primary notification for the first responders. The current system is a simulcast multiple transmit site wide area system. It provides complete district coverage with overlap coverage to allow for the event of a single transmitter failure. The system is controlled by a paging terminal which is end of life by the manufacturer; although still supported the manufacture will discontinue support within the next few years. By replacing the current terminal SFD will be proactive in the replacement of critical system equipment. Other user agencies will participate in the replacement cost.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $0 $0 $200,000

Operating Costs

Replacement Fire Engines

Project No: Total Project Costs: $850,000

Project Title: Replacement of Two Existing Fire Engines

Funding Source: General Fund Pay-as-You-Go

Description: Engine-511 was replaced in 2002. It is being recommended to be replaced at the twelve-year mark. This would permit this vehicle to remain in the fleet as a reserve pumper, possibly enabling SFD to recapture some value from the 2001 pumper (previous E-541) that would be a reserve unit at that point. The cost estimate includes radios, necessary replacement equipment, lettering, sales tax, and delivery. Engine-541 was replaced in 2001. Due to higher usage and mileage this vehicle is recommended to be replaced at the ten-year mark. This

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would permit this vehicle to remain in the fleet as a reserve pumper, and the current 1991 reserve engine would be sold off. The cost estimate includes radios, necessary replacement equipment, lettering, sales tax, and delivery.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Firefighting Vehicles

$0 $0 $425,000 $0 $425,000 $0

Operating Costs

Remount Ambulances

Project No: Total Project Costs: $120,000

Project Title: Remount Ambulances

Funding Source: General Fund Pay-as-You-Go

Description: The Ambulance Remount program is designed to replace the Ambulance Chassis, re-paint and repair the ambulance interior as needed. The ambulance will appear brand new when completed. The cost is approximately 80% of a new vehicle depending on how much needs to be fixed.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Capital Costs $0 $0 $0 $0 $0 $120,000

Operating Costs

Station #5 – Oak Creek Canyon

Project No: Total Project Costs: $2,850,000

Project Title: Station #5

Funding Source: UNFUNDED

Description: If property can be secured at Slide Rock State Park (under some form of lease-type arrangement) or at another desirable location, then it will be prudent to build a new fire station and abandon the existing facility at Indian Gardens. This project timeline for this project will weigh heavily on available capital/lending options and when access to a site is finally secured. This project was actually given higher priority by the Sedona Citizens Capital Strategic Planning Task Force than the Regional Communications Center, which design work has been started on, simply because property for the Canyon station had not been secured. If property is secured, then likely the Regional Communications Center would be pushed further out on the timeline. Funding has not been identified within the current Five Year CIP.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Design/Engineer

Construction

Operating Costs

Narrow Banding Project

Project No: Total Project Costs: $60,000

Project Title: Narrow Banding Project

Funding Source: Grant Funding

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Description: FCC frequency re-alignment and possible consultant costs. The narrow-banding is a Federal mandate which is currently due by January 2013. Because this is an unfunded federal mandate, and so many agencies are underfunded for other critical needs, grant funding has begun to materialize. SFD will pursue grant funding first and foremost for this project.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Design/Engineering $30,000 $30,000

Operating Costs

Microwave Network Upgrade

Project No: Total Project Costs: $350,000

Project Title: Microwave Upgrade

Funding Source: Grant Funding

Description: This project will upgrade the microwave network and modernize the payload transport.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Design/Engineering $350,000

Operating Costs

Replacement Generator Station 1

Project No: Total Project Costs: $50,000

Project Title: Microwave Upgrade

Funding Source: Grant Funding

Description: This project will replace the generator at Fire Station 1/SFD Administrative Offices. The generator was recently needed to provide electricity during a pre-scheduled power outage. It failed three times in less than three hours. The existing generator was put in place during phase 1 or 2 of the construction of the building and was not upgraded upon expansion of the facilities. It is not sufficient to cover the electrical load of the building as it currently sits today. The peak load over the last 12 months for station 1 was 84 KW. The service entrance is 1000 AMPs. This project would make sure the existing switch is rated at 1000 AMPs and replace the existing generator with one rated 20% over the peak load. The replacement would likely be a 150 KW unit.

Carryover FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Design/Engineering $50,000

Operating Costs

Schedule of Debt Service

Lease Purchase Original Issue

Outstanding 7/01/2011

Principal Interest Annual Contract Payments

Total Requirements

Payoff Date

Aerial Platform Vehicle

$819,842 $380,503 $819,842 $111,607 $133,064 $931,449 12/2013

Totals $819,842 $380,503 $819,842 $111,607 $133,064 $931,449

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Current outstanding obligations consist $380,503 in single investor Bank Financing Agreement with a maturity date of December 2013. This adopted budget identifies $380,503 in principal and interest payments for the before mentioned obligations, as the Governing body has decided to pay off the entirety of the outstanding debt in FY2012. It is expected that short-term borrowing in the form of registered warrants (on the county treasurer) to meet cash flow from July through November will not be needed for the 2011/2012 fiscal year, due to a sufficient beginning fund balance that will meet operating requirements.

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GLOSSERY OF TERMS 2010/2011 Fiscal Year Account - A term used to identify an individual asset, liability, expenditure control, revenue control, or fund balance. Advance Life Support (ALS) - Emergency medical treatment requiring an advanced level of skill

to administer life support procedures including: I.V., drug therapy, cardiac monitoring, and defibrillation. Alarm - A call received by a dispatch center, which is then relayed to the appropriate fire station

for emergency response. Appropriation - An act by a legislative body authorizing the expenditure of a designated amount

of funds or to incur obligations for specific purposes. Assessed Valuation - The total taxable value placed on real estate and other property as a basis

for levying taxes. Assets - Property owned by the District that has monetary value. Basic Life Support (BLS) - Emergency medical care generally limited to non-invasive procedures

such as CPR, hemorrhage control, splinting, and breathing support. 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) for the same fiscal year. Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body. Budget Message - A general discussion of the proposed budget as presented in writing by the

budget officer to the legislative body. Budgetary Control - The control or management of a governmental unit or enterprise in

accordance with approved budget for the purpose of keeping expenditures within the limitation of available appropriations and available revenues. Capital Outlays - Expenditures for the acquisition of capital assets. Cardiopulmonary Resuscitation (CPR) - A procedure employed after cardiac arrest using heart

massage, drugs and mouth-to mouth resuscitation to restore breathing. Chart of Accounts - The classification system used by the District to organize the accounting for various funds. Computer Aided Dispatch (CAD) - System that enables the dispatch agency to send and receive

emergency service calls to the appropriate agency. Current Liabilities - Liabilities which are payable within a relatively short period of time, usually no

longer than a year. Current Taxes - Taxes levied and becoming due during the current fiscal period, from the time the amount of the tax levy is first established, to the date on which a penalty for nonpayment is attached. Debt - An obligation or liability resulting from the borrowing of money or from the purchase of

goods and services. Debt Limit - The maximum amount of gross or net debt that is legally permitted. Department of Environmental Quality (DEQ) - Establishes vehicle emissions standards for all

vehicles and apparatus. Depreciation - Expiration in service life of fixed assets attributable to wear and tear through use

and lapse of time, obsolescence, inadequacy, or other physical or functional cause. Dispatch - The agency responsible for receiving emergency and non-emergency calls and

sending the appropriate entity to respond to the call. Emergency Medical Service (EMS) - A service that provides emergency medical treatment for

the unexpected, sudden occurrence of a serious and urgent nature that demands immediate attention.

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Emergency Medical Technician (EMT) - The EMT is one who is trained and skilled in different

levels of medical procedures. There are three different levels of EMT’s in the state of Arizona; EMT-B (Basic), EMT-I (Intermediate), and EMT-P (Paramedic). Emergency Operations (OPS) - Department responsible for emergency medical treatment and

fire suppression. Engine - Various apparatus used to transport and pump water; carries ladders, hoses, other equipment and supplies for fighting fires. Expenses - Charges incurred, whether paid or unpaid, for operation, maintenance, and interest,

and other charges, which are to benefit the current fiscal period. Fair Labor Standards Act (FLSA) - Established minimum wage, overtime pay, recordkeeping

requirements and child labor standards for full-time and part-time workers. Fiscal Year (FY) - The time period used for the accounting year. The District’s fiscal year begins July 1st

and ends on June 30th. Fixed Assets (FA) - Tangible or intangible items purchased that are over $5,000 and have a

useful life of more than (1) year. Full Time Equivalent (FTE) - Staffing levels are measured in FTE’s to give a consistent comparison from year to year. Fund - A fiscal and accounting entity with a self-balancing set of accounts recording cash and

other financial resources, together with all related liabilities, that are segregated for the purpose of carrying on specific activities. Fund Balance - The difference between assets and liabilities reported in a governmental fund. Generally Accepted Accounting Principles (GAAP) - The conventions, rules, and procedures that serve as the norm for the fair presentation of financial statements. General Fund - A governmental fund type that serves as the chief operating fund of the District. It

is used to account for all financial resources, except those required to be accounted for in another fund. General Long-Term Debt - Legally payable from general revenues and backed by the full faith

and credit of the District. Incident - An event involving a fire, medical emergency, and/or special operations or service call. Levy - Tax imposed/collected for the support of District activities. Long Term Disability (LTD) - Injury or illness resulting in time loss from work in excess of 90

days. Major Fund - A governmental fund reported as a separate column in the basic fund financial statements. The general fund is always a major fund. Otherwise, major funds are funds whose revenues or expenditures are at least ten percent of the total budget. Any other government fund may be reported as a major fund, if that fund is particularly important to the financial statement. Modified Accrual Basis - An accounting process in which expenditures, other than accrued

interest on general long-term debt, are recognized in the accounting period that the liability is incurred and revenues are recognized in the accounting period they become available and measurable. Object Classification - A grouping of expenditures on the basis of goods or services purchases. Operating Statement - A document summarizing the financial operations of the District for a

specific accounting period. Performance Measures - Specific quantitative measures of work performed within an activity or

program. Public Safety Personnel Retirement System (PSPRS) - The retirement system in Arizona for all local and state sworn personnel. Property Taxes - Mandatory tax charged for the purpose of financing emergency services

provided to District residents for their protection and assistance. Resources - The actual assets of the District, such as cash, taxes receivable, land, buildings, etc. Response - Actions taken by the District during an emergency or citizen’s request. Revenue - The income of the District from sources for the payment of District expenses. Shift - The term used to describe the 24-hour period of time the crews are on duty.

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Special Operations - District members that train for specialized rescues such as water, confined

space, and high angle. Special Revenue Fund - A governmental fund type used to account for the proceeds of specific

revenue sources that are legally restricted for expenditure of specific purposes. Tax Levy - The total amount to be raised by general property taxes. Tax Rate - The amount of tax levied for each $100 of assessed property value. Technical Rescue - An incident requiring specialized training or equipment utilized to provide

assistance. Tender - An apparatus that carries water to supply an engine in rural areas. Unappropriated Ending Fund Balance - A fund balance at the close of the preceding fiscal year

that is not included in the current budget.

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