AFMA ANNUAL BUDGET & OPERATIONAL PLANA3A967A1-FDDE-4871-B268...the South County portion is approximately 36%. This pro‐rata share is based on the number of daily emergency services

AFMA ANNUAL BUDGET & OPERATIONAL PLAN Fiscal Year 2020‐21

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TABLE OF CONTENTS

INTRODUCTORY PAGE ................................................................................................................................................... 6

MISSION, VALUES, VISION ............................................................................................................................................ 10

AFMA PROFILE AND GOVERNING BOARD .................................................................................................................... 11

District Profiles and Governing Boards ................................................................................................................. 14

LETTER OF TRANSMITTAL ............................................................................................................................................ 20

STRATEGIC PLAN FISCAL YEAR OBJECTIVES & CRITICAL TASKS ..................................................................................... 22

BUDGET PROCESS ....................................................................................................................................................... 25

BUDGET INTRODUCTION ............................................................................................................................................. 28

Financial Assessment ...................................................................................................................................... 28

Fund Balance Summary ................................................................................................................................... 28

Financial Goals ................................................................................................................................................ 29

Financial Policies ............................................................................................................................................. 29

Fund Balance ...................................................................................................................................... 30

Capital Improvement Plan .................................................................................................................. 30

Long‐Term Financial Forecast .............................................................................................................. 30

Fiscal Planning and Budgeting ............................................................................................................. 32

Expenditure Control ........................................................................................................................... 32

Revenues ............................................................................................................................................ 33

Grants ................................................................................................................................................ 33

User Fee Cost Recovery & Indirect Cost Allocations ............................................................................ 33

Debt Management.............................................................................................................................. 34

Accounting, Auditing, and Financial Reporting .................................................................................... 35

Cash Management & Investing ........................................................................................................... 36

Capital Expenditures…………………………………………………………………………………………………………………………..37

Public Safety Personnel Retirement System (PSPRS)…………………………………………………………….…………….37

Legislative Challenges ......................................................................................................................... 38

Local Economy / Housing Market .................................................................................................................... 40

Comprehensive Annual Financial Report ........................................................................................................ 40


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FUND STRUCTURE ....................................................................................................................................................... 41

General Fund .................................................................................................................................................. 41

Special Revenue Fund ..................................................................................................................................... 41

Capital Projects Fund ...................................................................................................................................... 42

Estimated Year‐End Fund Balance Summary ................................................................................................... 43

BUDGET OVERVIEW .................................................................................................................................................... 45

Revenue Summary .......................................................................................................................................... 45

Expenditure Summary .................................................................................................................................... 45

Assessed Valuation Summary .......................................................................................................................... 46

Tax Rate Summary .......................................................................................................................................... 46

REVENUE OVERVIEW ................................................................................................................................................... 47

Property Taxes ................................................................................................................................................. 47

Fire District Assistance Tax (FDAT) .................................................................................................................... 48

Health & Medical Revenues ............................................................................................................................. 48

Program Revenues ........................................................................................................................................... 49

Miscellaneous Revenues .................................................................................................................................. 49

EXPENDITURE OVERVIEW ............................................................................................................................................ 50

Personnel ......................................................................................................................................................... 50

Maintenance & Operating Expenditures ........................................................................................................... 50

Training and Development ............................................................................................................................... 51

Debt Service & Depreciation ............................................................................................................................ 51

DIVISIONS/PROGRAMS BUDGETS ................................................................................................................................ 52

Authority Organizational Chart ....................................................................................................................... 52

DEPLOYMENT / EMS – TRAINING / SUPPORT SERVICES DIVISION………………………………………………………………………………..53

Deployment .................................................................................................................................................... 54

Deployment Performance Objectives / Response Goals .................................................................................. 56

Special Operations Performance Objectives……………………………………………………………………………………………………56

Firefighting and Personal Protective Equipment Program ............................................................................... 56

Wildland Deployment Program ....................................................................................................................... 57

Regional Wildland Specialist Car 1019…………………………………………………………………………………………………………….59


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Self‐Contained Breathing Apparatus (SCBA) Program ...................................................................................... 59

Honor Guard Program ..................................................................................................................................... 60

Fiscal Year 2020‐2021 Deployment Section Focus ............................................................................................ 60

Emergency Medical Services ........................................................................................................................... 61

Training/Safety………………………..………………………………………………………………………………………………………………..……63

Fiscal Year 2020‐21 Training/Safety Focus………………………………………………………………………….……………..…………...65

Support Services ............................................................................................................................................. 66

Fiscal Year 2020‐21 Support Services Focus ..................................................................................................... 68

COMMUNITY RISK MANAGEMENT DIVISION……………………………………………………………………………………………………………….70

Prevention………………………….…………………………………………………………………………………………………………………………..70

Fiscal Year 2020‐21 Prevention Focus .............................................................................................................. 71

Community Assistance …….…………………………………………………………………………………………………………………………..72

Fiscal Year 2020‐21 Community Assistance Focus ............................................................................................ 73

BUSINESS – FINANCIAL SERVICES / PLANNING ‐ TECH DIVISION ................................................................................... 76

Planning/Technical Services/Emergency Management…………………………………………………………………..……………….76

Fiscal Year 2020‐21 Planning/Technical Services/Emergency Management Focus ........................................... 77

Financial Services ............................................................................................................................................ 83

Fiscal Year 2020‐21 Financial Services Focus .................................................................................................... 85

Debt Service & Capital Projects Funding .......................................................................................................... 86

Business Services ............................................................................................................................................ 87

Fiscal Year 2020‐21 Business Services Focus .................................................................................................... 89

Human Resources ........................................................................................................................................... 90

Fiscal Year 2020‐21 Human Resources Focus ................................................................................................... 91

PERSONNEL COMPENSATION, BENEFITS AND STAFFING .............................................................................................. 95

Pay Plan .......................................................................................................................................................... 95

FY 2020‐21 Compensation & Benefits Modifications ....................................................................................... 96

Compensation and Benefits Study .................................................................................................................. 97

Health Insurance ............................................................................................................................................. 97

Organizational Changes .................................................................................................................................. 98


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Personnel Compensation and Benefits Expenditures ....................................................................................... 98

CONCLUSION ............................................................................................................................................................. 100

REVENUE & EXPENDITURE SUMMARY ....................................................................................................................... 101

GLOSSARY OF TERMS ................................................................................................................................................. 107

APPENDICES .............................................................................................................................................................. 113

Statistical Section Certification of Budget Adoption

Wage Range Summary Budget Development Schedule

Budget Posting Details AFMA Fiscal Year 2018‐22 Strategic Plan

Budget Posting Summary AFMA Fiscal Year 2020‐21 Capital Improvement Plan

Budget Adoption Resolution


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On February 28, 2017, the Governing Boards of North County Fire & Medical District (NCFMD) and Sun Lakes Fire District (SLFD), now South County Fire & Medical District (SCFMD) approved the adoption of an Intergovernmental Agreement forming the first Fire & Medical Authority in Maricopa County, Arizona. The Arizona Fire & Medical Authority (AFMA) was established pursuant to Arizona Revised Statutes governing a Joint Powers Authority (JPA). The personnel, equipment, facilities, and daily operations of the two combined Districts are governed by an Authority Board effective July 1, 2017. The Authority Board is comprised of elected officials who are appointed from each participating agency. The Authority Board sets policies, recommends an annual budget, assists in long‐term planning, negotiates labor/management agreements, and performs other duties as outlined in the JPA governance documents. Effective on January 3, 2019, initial Authority partner Sun Lakes Fire District merged with the Tonopah Valley Fire District (TVFD) to create the South County Fire & Medical District. The newly formed South County Fire & Medical District was then accepted into the Authority as a partner replacing the previous Sun Lakes Fire District.

Throughout this document, the term “Authority” and acronym “AFMA” collectively refer to the Authority’s participating agencies which are currently North County Fire & Medical District and South County Fire & Medical District.

Why a Joint Powers Authority?

Fire districts in Arizona continue to struggle not only from the fallout from 2009 recession, but also from legislative changes that have negatively impacted revenues. Extremely restricted funding sources for districts including tax rate caps, budget growth ceilings, and the passage of Proposition 117 that confines growth in property valuation for taxing purposes to 5% or less annually have made the recession recovery more difficult. These constraints, coupled with increasing operational costs, continue to have a damaging impact on emergency services throughout the state. Authority staff remains proactive in recognizing threats to partner agencies’ shrinking financial stability and have made a concerted effort to maintain the lowest possible property taxes. As a matter of practice, Authority staff continues to utilize a long‐term financial projection process to assist in remaining fiscally responsible.

Numerous fire service organizations have turned to a shared services model. The term “shared services” is used in a broad sense to include any arrangement wherein districts share in revenue, cost, or operational responsibility. This business model enables resources to be leveraged across an entire organization resulting in lower costs.

The Authority’s member agencies have a long history of cooperative efforts. The combination of the ongoing fiscal environment coupled with past collaborative efforts created a perfect window of opportunity to explore

ARIZONA FIRE & MEDICAL AUTHORITY


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expanded shared services, as both Districts endeavored to maintain financial stability and diminish the prospect of a workforce reduction which would have seriously impacted critical emergency services to each agency’s residents. The two Districts combined protect more than 75,000 residents within a roughly 390 square mile area of unincorporated portions of Maricopa County. Last year, the Authority responded to nearly 17,000 calls for assistance. Under the Authority, the participating legal entities divested their operational and administrative obligations to a new third entity the Authority. North County Fire & Medical District and South County Fire & Medical District still exist as taxing authorities; however, the Authority became the employer. The personnel, equipment, facilities, and funds necessary to support the operation of the Authority are combined to provide service to the areas once served by the individual agencies.

Prior to the creation of the Authority, a White Paper analysis indicated that decreased operating costs, increased efficiency, and improved service delivery to taxpayers would be realized with the formation of a Joint Powers Authority. The Authority has assisted all Districts, and will assist any future partners, in their ongoing efforts to maintain or enhance the level of emergency services while maintaining financial stability. Since creation, there has been a positive change to Authority residents’ daily emergency services. One of the primary benefits of the JPA is the reduction in administrative overhead costs. This administrative cost reduction provides both Districts with the opportunity to reallocate funding to stabilize fire and emergency medical service delivery. It has afforded both Districts the ability to meet the goal of providing the highest level of care and quality service to their residents.

AFMA Profile

The Authority is a professional multi‐service organization providing fire protection, emergency and non‐emergency medical services, hazardous materials response, technical rescue, and disaster preparedness and response. Emergency Medical Services include basic and advanced (advanced life support – paramedic) level care as well as ambulance transportation. Authority services and programs also include a robust Fire Corps Program, a community assistance/response team, public assistance/non‐emergency response, inter‐facility transport services, fire cause determination and investigation, fire code enforcement and inspection, public education, public and media information, special needs assistance, and many other support services. Additionally, the Authority contracts with State and Federal governments to provide wildland fire suppression services.

To deal with emergencies, the Authority currently staffs a team of professional personnel with the skills and equipment necessary to deal with a wide variety of emergencies. The Authority deploys its resources from eight strategically located fire stations staffed by a complement of certified firefighters (all of whom are cross‐trained as paramedics or emergency medical technicians) and civilian Emergency Medical Service (EMS) personnel. The Authority currently operates 7 engine companies, 1 ladder company, 6 civilian staffed ambulances, and a minimum of 2 battalion command units 24 hours each day, 365 days annually. The Authority’s engine and ladder companies are all advanced life support (paramedic) staffed and are equipped and operated as first response units for medical emergencies.


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The Authority also continues to participate in an active automatic/mutual aid system with over 25 Phoenix Metropolitan area fire agencies. This system helps to assure that the closest unit responds to an emergency regardless of the community in which the emergency occurs. Any efforts to enhance the automatic/mutual aid system only serve to strengthen each of the respective departments in providing high quality emergency services in an efficient manner.

AFMA Financial Guidelines

As described in the Joint Powers Authority Intergovernmental Agreement (IGA), each of the individual Districts remains in place as a taxing agency and property taxes collected will be deposited with the Maricopa County Treasurer in each of the District’s accounts. The monies are then transferred to the Authority account for general operations. The North County Fire & Medical District portion of the revenue and costs is approximately 64% and the South County portion is approximately 36%. This pro‐rata share is based on the number of daily emergency services personnel (battalion chiefs, firefighters, EMS) normally assigned to each battalion (Battalion 101 = NCFMD; Battalion 231 & 341 = SCFMD). Coronavirus Disease of 2019 (COVID‐19) The Fiscal Year (FY) 2020‐21 budget development process began in early 2020. At that time, local and national economic indicators were overwhelmingly positive. The U.S. economy had added 225,000 jobs in January, and the unemployment rate was 3.6 percent. The Dow Jones Industrial Average was steadily gaining value and peaked above 29,000 in mid‐February. Personal and household incomes were steadily increasing. The U.S. was enjoying its longest economic expansion in history. Arizona’s outlook was even more positive. Arizona ranked third in overall economic momentum, third in personal income growth, fourth in population growth, and fifth in employment growth, according to the Joint Legislative Budget Committee. Housing permits were also up considerably from the previous year, resulting in strong gains in construction employment. All of this economic momentum was trickling down to the Authority in the form of increasing growth and property values. Then came Covid‐19. When the calendar turned to 2020, most US citizens had not even heard of the novel coronavirus that causes Covid‐19 disease. By late February, however, fears about Covid‐19 led to the largest one week declines in stock markets worldwide since the 2008 financial crisis. President Trump officially declared a national emergency on March 13. Not long thereafter, government and self‐imposed social distancing measures effectively shut down large swaths of the global economy, leading to tens of millions of job losses in the U.S. in a matter of just a few of weeks. The largest source of revenue for the Authority is generated from property taxes. The Maricopa County Assessor’s Office follows a two‐year valuation process, therefore any reductions in property values as a result of the pandemic should not be fully realized for two years. The second largest source of the Authority’s revenues are generated from ambulance transport fees. The Authority is currently experiencing a noteworthy reduction in ambulance transport volume and is projecting a reduction in ambulance revenues for FY2020‐21.


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As the overall financial and operational impacts from the pandemic are still unfolding, the Authority has opted to take a more conservative approach concerning the FY2020‐01 Budget and Operational Plan.

G. David Wilson, Board Chairman Dawn Miller, Board Clerk

Richard Bookie, Board Member John Crawford, Board Member

Karen Gueltzow, Board Member

The Role of the Governing Board

Provide financial oversight and strategic policy direction to maximize the public value of Authority services.

Robert L. Biscoe

The Role of the Chief

In collaboration with the Board of Directors and in partnership with all members of the organization, provide direction, protection, and order to the Authority.

Mary Dalton Assistant Chief

Eric Kriwer, Robert Helie

Deputy Chiefs

Brad Puckett, Kane Nixon, Robert Olmstead Division Chiefs

Jesus Bravo, Brad Cohen, John McBride, Steve McCoy

Battalion Chiefs

AFMA GOVERNING BOARD MEMBERS

AFMA FIRE CHIEF

AFMA BUDGET DEVELOPMENT TEAM


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Diane Goke

Finance Manager

Coaleen Poland Accountant

Matt Burry

Local 3573 Union Representative

AFMA MISSION:

Our mission is to protect life and property and to enhance the well‐being of all those we serve.

AFMA RITE VALUES:

Respect: We recognize the contributions and unique value of each individual employee, customer, and partner.

Integrity: We conduct all our activities honestly and objectively. We accept responsibility for our decisions/actions.

Teamwork: We achieve our goals by working together through cooperation, communication, service, and commitment.

Excellence: We strive to be the best in everything we do with dedication to quality, efficiency, innovation, and continuous learning.

AFMA VISION:

We will provide exceptional services through organizational teamwork to promote an innovative, responsive, and professional agency that adapts within a changing environment. Utilizing collaborative working relationships, we strive to be a leader in our industry. We endeavor to be fiscally responsible with the single purpose of serving the greater community good.

MISSION, VALUES, VISION


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The Arizona Fire & Medical Authority is administered by a five‐member elected governing board in accordance with the parameters outlined in the Authority’s Intergovernmental Agreement. The Board is comprised of two seats from each of the founding Districts and they, collectively, appoint a fifth member. The Authority’s board members serve without compensation and are appointed to two‐year terms. The term of the Authority’s board members will expire in December 2020, at which time board members will be appointed from the existing pool of individual District board members. Areas of responsibility for the Governing Board include:

Electing a Board Chairman and Board Clerk

Holding public meetings at least once each calendar month

Hiring a Fire Chief to manage the Authority’s operations

Recommending an annual budget

Reviewing and approving Authority monthly expenditures and financial reports

Assisting in long‐term planning

Negotiating labor/management agreements

Setting policies

The following paragraphs provide a short biography of each of the Authority’s current governing board members.

David Wilson, Authority Board Chairman

Initially Appointed to Authority: May 2017 Current Authority Board Term Expires: December 2020 Current NCFMD Board Term Expires: December 2020 Board Chairman David Wilson has lived in Sun City West since retiring in 1998. Previously, he was employed by the State of Colorado working as a Parole/Probation Officer for over 20 years. During the last several years of his career, he was the Administrative Officer in charge of federal funding for the Division of Youth Services,

Department of Human Services. During Board Chairman Wilson’s career, he has served on numerous community boards and commissions. He takes pleasure in working with his fellow citizens to ensure responsive and cost‐effective management of governmental programs and resources.

AFMA GOVERNING BOARD


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Dawn Miller, Authority Board Clerk Initially Appointed to Authority: December 2018 Current Authority Board Term Expires: December 2020 Current NCFMD Board Term Expires: December 2022 Board Clerk Dawn Miller has a long history of community service and volunteer work. Board Member Miller has over 20 years leadership experience and has worked as

Administrator & Executive Director for skilled nursing, assisted living and memory support. Board Member Miller received her Master of Social Work from Arizona State University and her Bachelor of Science from Grand Canyon University. She is licensed as a Nursing Home Administrator, a Licensed Clinical Social Worker, and a Certified Assistant Living Facility Manager. Board Member Miller has served on numerous committees and boards over the past 20 years.

Richard Bookie, Authority Board Member Initially Appointed to Authority: October 2019 Current Authority Board Term Expires: December 2020 Current Term Expires: December 2022 Board Member Richard Bookie and his wife Joyce, met while serving in the U.S. Navy

Hospital Corps. They raised their three children as Richard began his education as well as

a 35‐year public safety career. Richard retired in 2017 as Deputy Chief of Fire/EMS from

the combined duty (Police and Fire) Glencoe Department of Public Safety in Illinois.

Richard holds a bachelor’s degree in Criminal Justice Administration and has advanced education in Forensics

and Supervision from Northwestern University. Richard looks forward to continuing his life of service by

supporting the efforts of our excellent firefighters, paramedics, and civilian staff.

John Crawford, Authority Board Member Initially Appointed to Authority Board: May 2017 Current Authority Board Term Expires: December 2020 Current SCFMD Board Term Expires: December 2020 Board Member Dr. John E. Crawford has served on the Sun Lakes Fire District Board of Directors since November 2008. He and his wife Merrie have been residents of the Cottonwood Country Club since 1998. Board Member Crawford is a consultant for Landsburg Associates and a retired professor of communications from Arizona State

University. He is active in the Sun Lakes Community Theatre and Sun Lakes Tennis Club.


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Karen Gueltzow, Authority Board Member Initially Appointed to Authority: March 2020 Current Authority Board Term Expires: December 2020 Current SCFMD Board Term Expires: December 2022 Board Member Karen Gueltzow served as a Board Member for the Tonopah Valley Fire District prior to merging with the Sun Lakes Fire District to create the South County Fire & Medical District. Karen is a graduate of the University of Wisconsin and in her early California career served as a Flight Nurse in the U.S. Military, Public Health nurse for San Bernardino County, nurse practitioner at Patton State Hospital and in Sacramento as a

personnel analyst. In 1975 she served on the Inland Counties Comprehensive Health Planning Council. Board Member Gueltzow moved to Arizona in 1991 and worked as Health & Safety Director at both Arizona State Hospital and retiring from the Maricopa County Integrated Health System in 2009.


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North County Fire & Medical District

The North County Fire & Medical District (AFMA Battalion 101) was formed in 1981. The District is located in northwest Maricopa County, Arizona, and includes the communities of Sun City West, Wittmann, Coldwater Ranch, Corte Bella, Cross River, Dos Rios, Pinnacle Peak County Island, Rancho Cabrillo, Rancho Silverado, Rio Sierra, and other areas in the northern portions of Maricopa County. Since the formation of the District, it has grown to protect roughly 50,000 residents within an approximately 90 square mile area. Current call volume averages approximately 13,000 calls annually. The current Insurance Services Office (ISO) Property Protection Rating for the District is Class 1 (1 = superior/10 = does not meet minimum criteria), which places the District in the top 1% of more than 49,000 fire departments nationally and the first department in Arizona to have achieved this prestigious classification. The North County Fire & Medical District has also achieved Accredited Agency status by the Commission on Fire Accreditation International (CFAI). The following paragraphs provide a short biography of each of North County’s current Governing Board members.

David Wilson, Board Chairman Initially Elected: November 2004 Current Term Expires: December 2020 Board Chairman David Wilson has lived in Sun City West since retiring in 1998. Previously, he was employed by the State of Colorado as a Parole/Probation Officer for over 20 years. During the last several years of his career, he was the Administrative Officer in charge of federal funding for the Division of Youth Services, Department of Human Services. During Board Chairman Wilson’s career, he has served

on numerous community boards and commissions. He takes pleasure in working with his fellow citizens to ensure responsive and cost‐effective management of governmental programs and resources.

AUTHORITY MEMBER PROFILES


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Dawn Miller, Board Clerk Initially Appointed: November 2016 Current Term Expires: December 2022 Board Clerk Dawn Miller has a long history of community service and volunteer work. Board Member Miller has over 20 years leadership experience and has worked as Administrator & Executive Director for skilled nursing, assisted living and memory support.

Board Member Miller received her Master of Social Work Degree from Arizona State University and her Bachelor of Science Degree from Grand Canyon University. She is licensed as a Nursing Home Administrator, a Licensed Clinical Social Worker, and a Certified Assisted Living Facility Manager. Board Member Miller has served on numerous committees and boards over the past 20 years.

Richard Bookie, Board Member Initially Appointed: June 2019 Current Term Expires: December 2022 Board Member Richard Bookie and his wife Joyce, met while serving in the U.S. Navy Hospital Corps. They raised their three children as Richard began his education as well as a 35 year public safety career. Richard retired in 2017 as Deputy Chief of Fire/EMS from the combined duty (Police and Fire) Glencoe Department of Public Safety in Illinois. Richard holds a Bachelor’s degree in Criminal Justice Administration and has advanced education in Forensics and Supervision from Northwestern University. Richard looks

forward to continuing his life of service by supporting the efforts of our excellent firefighters, paramedics, and civilian staff.

Merrell “Tony” Sambol, Board Member Initially Appointed: December 2019 Current Term Expires: December 2020 Board Member Tony Sambol and his wife Roberta have lived in Sun City West since 2004, at which time he joined the Sun City West Posse and served in many posts until 2015. Board Member Sambol is a member of the Surprise Sunset Rotary Club and the Sun City West Palms Presbyterian Church.

Prior to his retirement in 1995, Board Member Sambol worked for over 30 years with the Southern California Edison Co., responsible for accounting of labor, materials, contract labor and transportation costs in electric utility construction and maintenance. These responsibilities required application of rules, budgets, and electric


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utility regulations from cities, county, state, and federal government agencies to the working environment of the utility.

Russell “Smitty” Smith, Board Member Initially Elected: November 2012 Current Term Expires: December 2020

Board Member Smitty Smith moved from Michigan to Phoenix with his wife in 1980 after retiring with 15 years of service with the Saginaw Fire Department. Later in 1980, Board Member Smith joined the Rural Metro Fire Department. In 1990, he retired as a Captain from Rural Metro, Sun City West’s original fire department. The Smith’s relocated to Sun City West in 2001 after their last child graduated from high school. Board Member Smith has been familiar with the District since the first station was built in 1982 and he hopes to

contribute to the ongoing excellence exhibited by the District.


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South County Fire & Medical District

In January 2019, the Sun Lakes Fire District (AFMA Battalion 231) and Tonopah Valley Fire District (AFMA

Battalion 341) merged to form the South County Fire & Medical District (SCFMD). The Sun Lakes Fire District

originally formed in July 1975 and is in southeast Maricopa County, Arizona. The Sun Lakes area of the South

County Fire & Medical District services the Sun Lakes communities which include the country clubs of Sun Lakes,

Cottonwood/Palo Verde and Iron Oaks and the communities of Gila Buttes, Oakwood Hills, Estate at San Tan

Vista, and San Tan Vistas. The southeast area borders the City of Chandler and the Gila River Indian Reservation.

The Tonopah Valley Fire District originally formed in May 1999 and is in the far west of Maricopa County, Arizona

along the Interstate 10 Corridor, and borders the City of Buckeye to the east and the Harquahala Fire District to

the west. The South County Fire & Medical District now includes three fire stations and service to over 23,000

citizens and an area of almost 330 square miles. Current call volume averages approximately 4,500 calls annually.

The ISO rating for the Sun Lakes area of the District is Class 1 and the Tonopah area of the District is rated Class

3. The South County Fire & Medical District will be applying for its first Accredited Agency status by the

Commission on Fire Accreditation International (CFAI) in the coming fiscal year.

The following paragraphs provide a short biography of each of South County Fire & Medical District current Governing Board members.

Diane Price, Board Chairman Initially Appointed: September 2006 Current Term Expires: December 2022 Board Member Price was born and raised in Southern California. Her schooling and professional background is in marketing and sales. Board Member Price has chaired the “California Dinner" for several years, served as President of the Sun Lakes Arts & Crafts Association, and was one of the six Founding Members of the Community Assistance Program (CAP) with the Sun Lakes Fire

Department. She has completed training to be a CERT member with Chandler Fire Department.


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Karen Gueltzow, Board Clerk Initially Appointed: December 2018 Current Term Expires: December 2022 Board Member Karen Gueltzow served as a Board Member for the Tonopah Valley Fire District prior to merging with the Sun Lakes Fire District to create the South County Fire & Medical District. Karen is a graduate of the University of Wisconsin and in her early California career served as a Flight Nurse in the U.S. Military, Public Health nurse for San Bernardino County, nurse practitioner at Patton State Hospital and in Sacramento as a personnel analyst. In 1975 she served on the Inland Counties Comprehensive Health

Planning Council. Board Member Gueltzow moved to Arizona in 1991 and worked as Health & Safety Director at both Arizona State Hospital and retiring from the Maricopa County Integrated Health System in 2009.

William “Bill” Becker, Board Member Initially Appointed: April 2020 Current Term Expires: December 2020 Board Member Bill Becker and his wife, Jeanne, have lived in Sun Lakes, AZ for the past

seven years and before that in Gilbert, AZ for fifteen years, after moving from

Massachusetts, where he was an English Department Chair at a suburban high school for

twenty‐seven years. After moving to Arizona, Bill reentered the work force as an English

teacher and then as the Head of Teacher Evaluations for a local online high school for seven years before retiring.

After retiring, Bill was elected to serve on the Board of Directors of the original Sun Lakes Fire Department, as

well as a being a member of the Sun Lakes Country Club’s Food & Beverage Committee and Chairman of the Sun

Lakes Country Club’s Long‐Range Planning Committee. Bill volunteered for the Sheriff’s Posse’ Recycling Program,

and he is currently serving as President of the Sun Lakes Community Theater. In their spare time, Bill and Jeanne

enjoy travelling throughout the US and Europe. Bill enjoyed serving on the previous Fire Board and plans to

continue to support the growth and progress of the South County Fire & Medical District.

John Crawford, Board Member Initially Elected: November 2008 Current Term Expires: December 2020 Board Member Dr. John E. Crawford has served on the Sun Lakes Fire District Board of Directors since November 2008. He and his wife Merrie have been residents of the Cottonwood Country Club since 1998. Board Member Crawford is a consultant for Landsburg Associates and a retired professor of communications from Arizona State University. He is active in the Sun Lakes Community Theatre and the Sun Lakes Tennis

Club.


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Leonard Leach, Board Member Initially Appointed to Authority: April 2020 Current Term Expires: December 2020 Board Member Leonard Leach and his wife have lived in the Tonopah area for the last 10

years. Mrs. Leach grew up in the Tonopah area and their family has a deep history in the

area. Prior to retirement Mr. Leach worked as an over‐the‐road truck driver for 25 years

and worked in the industry focused on safety for over 40 years. Retirement has provided

Mr. Leach the opportunity to get involved with and give back to the community. Mr.

Leach is looking forward to serving on the Governing Board of the South County Fire & Medical District and feels

he can provide valuable insight into the community services provided to the Tonopah area.


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To the AFMA Governing Board, Partner Agencies and Citizens of the Authority:

It is my pleasure to present the Arizona Fire & Medical Authority (AFMA) Fiscal Year 2020‐21 Annual Budget and Operational Plan to the Governing Boards and the citizens of the Authority.

The formation of the Authority in July 2017 has had a significantly positive impact on both North County Fire & Medical District and the South County Fire & Medical District. As Chief of the Authority, I am excited and extremely optimistic about the positive impacts the decision create the Authority has and will continue to have both fiscally and also in the services and programs provided to the residents served by the Authority.

The Annual Budget and Operational Plan, along with the Strategic and Capital Improvement Plans, are the result of many months of hard work by Authority staff, individual District Governing Boards, the Authority Board, and community residents to provide the financial and operational framework for the upcoming fiscal year. I appreciate the guidance and direction from both the North County Fire & Medical District (NCFMD) and South County Fire & Medical District (SCFMD) board members with respect to fiscal policies and development of the budget.

Since the Authority’s inception, NCFMD and SCFMD have remained committed to providing the communities they serve with the highest quality emergency services possible. The Authority continues to maintain its focus on positioning itself operationally, financially, and politically, to maneuver through and beyond economic uncertainty and a changing EMS landscape, while creating a predictable and sustainable future. In other words, AFMA is building and maintaining a resilient and dynamic organization while remaining fully committed to its mission. The Authority will continue this forward progress with our cornerstone commitment to innovation, following best industry practices, adhering to local and national standards for emergency response and deployment, ensuring adequate human resource staffing, and providing for the overall health and safety of our personnel.

The individual District boards, the Authority Board, the Fire Chief, and the command staff are tasked with being the financial stewards of the Organization in partnership with Local 3573 and other stakeholders. Significant effort was invested in developing a fiscally responsible budget which provides for the preservation of our core services. This includes incorporating a plan that balances ongoing spending with ongoing revenues as well as maintaining a prudent level of reserve funds as recommended by the Authority Board. The Fiscal Year 2020‐21 budget is driven by fiscal sustainability and the Authority’s commitment to delivering a high level of fire and emergency medical services. The Authority will achieve that by investing its resources in its most important asset: the men and women who deliver the Authority’s exemplary service 24 hours a day, every day.

Significant effort has been invested this year in evaluating the employee compensation plan and assuring the Authority positions itself to be in line with its peer fire organizations. The ongoing goal is the completion of a bi‐annual extensive market analysis to evaluate the pay and benefits for all personnel to determine the Authority’s comparability with its colleagues. In those instances where gaps are identified, compensation and benefit

LETTER OF TRANSMITTAL


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adjustments are being recommended to address the gaps to the extent feasible within current revenue boundaries. Overall, the total compensation and benefits increase for Fiscal Year 2020‐21 is 4.9%.

The Fiscal Year 2020‐21 budget anticipates an overall revenue increase of approximately $1.5 million (5.2%) with the two largest portions being attributable to property tax revenue and health and medical revenues.

This year’s Budget & Operational Plan was prepared during the COVID‐19 pandemic, and while the full impact is yet to be determined, the Authority is taking steps now to prepare for the possibility of a recession that would likely have an impact on the Authority’s future property tax revenues.

The Authority will continue to make changes as needed to meet economic and political challenges. The current programs, services, and capital improvement projects are continually evaluated to determine their cost effectiveness and efficiency. The Authority remains dedicated to the pursuit of alternative, least‐cost funding options and service delivery models to minimize the impact to our taxpayers.

The Arizona Fire & Medical Authority’s pledge to those we serve remains unchanged – continued protection and service to our communities with professional, caring, and competent staff committed to excellence and to sound, ethical, and transparent business practices. The Authority is committed to making its communities safer every day. As its communities evolve and change, the Authority will be there to meet those changing needs by pursuing innovative, effective, economical, and timely solutions. We look forward to your review of the Arizona Fire & Medical Authority (AFMA) Fiscal Year 2020‐21 Annual Budget and Operational Plan and working together in the coming fiscal year.

Sincerely,

Robert L. Biscoe Fire Chief


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Financial policies are essential to the effective fiscal management of the Authority. However, they must be coupled with strategic, long‐term planning processes to support an effective organization. The Authority’s Strategic Plan provides a vision‐based framework for the Authority that is evaluated and updated at a minimum of every five years. Objectives and critical tasks from the Strategic Plan are included in the Annual Budget and Operational Plan and assist in determining the prioritization of budget requests and the overall allocation of resources. Progress towards planned goals is evaluated on a regular basis and accomplishments are outlined during the Annual Budget and Operational Plan development process. When applicable, annual objectives and critical tasks also reference the Authority’s Accreditation Self‐Assessment Manual categories and criterion to assist in the annual Accreditation and Compliance Report and re‐accreditation processes.

Following are the Fiscal Year 2018‐22 Strategic Priorities as outlined in the Strategic Plan: Strategic Priority #1: Service Delivery and Preparedness

Goal 1.1 – Emergency Response / Effective Deployment of Resources o Objective 1.1A – Analyze current response / deployment practices o Objective 1.1B – Response/deployment modifications or enhancements o Objective 1.1C – Analyze AFMA’s wildland/urban interface risks

Goal 1.2 – Community Integrated Healthcare Program

o Objective 1.2A – Community Integrated Healthcare o Objective 1.2B – Community Integrated Healthcare Program Modification

Goal 1.3 – Community Assistance Programs o Objective 1.3A – Identify long‐term community assistance needs within AFMA

Goal 1.4 – Safety & Disaster Preparedness o Objective 1.4A – Current Disaster Preparedness Plan o Objective 1.4B – Strengthen the Authority’s Emergency Management Section o Objective 1.4C – Analyze current radiological protection, detection, and decontamination o Objective 1.4D – Increase public awareness regarding safety and preparedness

Goal 1.5 – AFMA Accreditation o Objective 1.5A – Adequately prepare for re‐accreditation process and requirements

Goal 1.6 – Ambulance Program

o Objective 1.6A – Complete the Commission on Accreditation of Ambulance Services (CAAS) process and any necessary additional program components for Authority‐wide consistency

Goal 1.7 – Insurance Services Office (ISO) Classification – Maintain the ISO class designations o Objective 1.7A – Adequately prepare for ISO re‐evaluation process requirements

Goal 1.8 – Commercial Business Inspections – Re‐implement Engine Company Safety Survey Program

o Object 1.8A ‐ Re‐implement Engine Company Safety Survey Program

STRATEGIC PLAN

FISCAL YEAR OBJECTIVES & CRITICAL TASKS


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Goal 1.9 – AFMA code enforcement – Adopt Fire Code Amendment Chapter 12 Energy Systems o Objective 1.9 A ‐ Adopt Fire Code Amendment Chapter 12 Energy Systems

Strategic Priority #2: Personnel

Goal 2.1 – Personnel Recruitment o Objective 2.1A – Recruit from a diverse hire group to secure a high performing workforce

Goal 2.2 – Personnel Retention o Objective 2.2A – Promoting and celebrating Authority successes and nurturing Authority‐wide

cohesiveness o Objective 2.2B – Employee Recognition Programs o Objective 2.2C – Employee Performance Evaluation Program

o Objective 2.2D – New Employee Orientation Goal 2.3 – Personnel Training

o Objective 2.3A – Maintain and enhance current training programs and opportunities o Objective 2.3B – Management training and coordination

Goal 2.4 – Succession Planning o Objective 2.4A – Develop a succession plan and create opportunities for employee career paths

and career change when possible o Objective 2.4B – Identify interested qualified candidates and implement employee development

plan o Objective 2.4C – Evaluate the succession development program

Goal 2.5 – Employee Fitness & Wellness o Objective 2.5A – Increase and/or maintain the percentage of personnel who participate in the

Authority’s fitness and wellness programs o Objective 2.5B – Implement Employee Wellness Program

Goal 2.6 – Risk Management / Health & Safety o Objective 2.6A – Foster an environment conducive to the safety and health of all personnel

Goal 2.7 – Fire Corps/CAP Program

o Objective 2.7A – Fire Corps/CAP Program Expansion Strategic Priority #3: Finances, Planning and Infrastructure

Goal 3.1 – Operational Funding, Cost Savings & Recovery o Objective 3.1A – Evaluate current financial processes o Objective 3.1B – Promote the Authority’s Ambulance Membership Program

Goal 3.2 – Planning / Forecasting o Objective 3.2A – Long Term Planning o Objective 3.2B – Annexation and Future Growth

Goal 3.3 – Partnerships / Mergers / Consolidations o Objective 3.3A – Continue shared services dialogue

Goal 3.4 – Preventative Maintenance & Inventory Programs o Objective 3.4A – Preventative Maintenance Program

o Objective 3.4B – Inventory Program

o Objective 3.4C – Future facility needs – New/Remodel


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Strategic Priority #4: Communications, Coordination, Consistency and Education

Goal 4.1 – Communications o Objective 4.1A – Review Communications Practices o Objective 4.1B – Revise and/or implement new communications methods and practices

Goal 4.2 – Regional Consistency & Coordination o Objective 4.2A – Create or maintain coordination, cooperation and collaboration that affords the

Authority the highest levels of service in the most efficient and attainable way. Goal 4.3 – Standards & Legislation

o Objective 4.3A – Incorporate any new standards and/or legislation as required to continue to provide citizens with quality services

Strategic Priority #5: Technology, Data and Records Management Goal 5.1 – Data & Records Management

o Objective 5.1A – Evaluate Authority’s current data & records management systems Goal 5.2 – Paperless Systems

o Objective 5.2A – Current system evaluation Goal 5.3 – Technology

o Objective 5.3A – Evaluate current technological systems and future needs Performance measurements have been integrated into the various sections of this document. These performance measurements have been created to coincide with the Strategic Plan and to highlight certain annual priorities and goals for each program and the Organization as a whole. The entire Strategic Plan is included in the Appendix to this document.


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The Arizona Fire & Medical Authority’s budget process is very detailed and input from numerous contributors was relied upon to generate this vital document. Participants included the individual Authority and participating agency Governing Boards, the Fire Chief, Authority administrative staff, division and program managers, partner agencies such as the Phoenix Fire Regional Dispatch Center, state and local governmental agencies [i.e., the Arizona Property Tax Oversight Commission (PTOC) and the Maricopa County Assessor’s Office], as well as Authority residents and property owners. The budget process encompasses the goals outlined in the Strategic Plan. The budget may also be influenced by capital expenditures approved in the Capital Improvement Plan (CIP). Currently, the Strategic Plan is revised and approved by the Governing Board every five years. The CIP is revised and approved by the Governing Board annually. Together with the Annual Budget and Operational Plan, these three plans comprise the Authority’s core documents. These documents are important components in the ongoing management of Authority resources to accomplish defined service goals. The Authority Core Documents outline the goals and objectives of the Authority as a whole.

The Fiscal Year (FY) 2020‐21 budget development process included approximately 9 public meetings scheduled with the Governing Boards, Staff, and residents to conduct a detailed review of recommended line‐item and capital outlay expenditures. These meetings took place between January and June. After completing the public budget hearings, the North County Fire & Medical District and South County Fire & Medical District Boards published and adopted their portions of the Authority’s annual budget consistent with Arizona State law.

This year’s annual budget evolution began with a budget process overview during the Authority, NCFMD and SCFMD January 2020 board meetings. At that time, all three Governing Boards outlined their expectations and identified critical priorities for the coming fiscal year. The Boards used this opportunity to provide key policy directives and goals for consideration during budget development.

The Authority Board has established a Budget and Finance Committee. The Committee currently consists of three board members, one from each entity, and meets monthly. The primary mission of the Committee is to review

BUDGET PROCESS


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and discuss Authority budget and finance items, including the monthly financial reports, major capital purchases and budget development.

The major deadlines of the Budget Development process are outlined in the following schedule:

January 28, 2020 – Budget process overview and Board direction determined

February 10, 2020 – Finalized Levy Limit Worksheet received

March 2, 2020 – Budget request submission deadline

March 24, 2020 – Budget process overview

May 19, 2020 – Proposed Capital Improvement Plan and Budget & Operational Plan presented to the Authority Board and public for review and discussion

May 26, 2020 – Approval for posting the budget

May 27 through June 15, 2020 – 20‐day posting period

June 23, 2020 – Public budget hearing & final adoption

July 1, 2020 – Begin operations under newly adopted Authority budget The detailed Budget Development Schedule is included in the Appendices of this document. The Financial Services Division consulted with the Fire Chief and both the NCFMD Governing Board and the SCFMD Governing Board concerning the level and types of Authority services to be delivered to each respective jurisdiction. The Financial Services Division then disseminated the annual Budget Development Schedule to all stakeholders in the budget process after receiving direction from the individual District Boards and the Fire Chief regarding previously identified expectations and critical priorities. Budget submission deadlines were set, and guidelines were provided for managers to use in the preparation of base and supplemental budget requests. Division and program managers developed their budgets at the line‐item level with input from the Finance Manager and from personnel within their respective sections. Upon submission, the line‐item budgets were reviewed by the Fire Chief, the Assistant Chiefs, the Finance Manager, and the responsible employee(s). If necessary, modifications were made, reviewed, and finalized in the line‐item budgets before inclusion in the draft tentative budget. Throughout this process, the Boards and the Budget and Finance Committee were updated on the budget’s progress and informed of any items that may have a significant variance over the previous year’s budget.

Upon completion of the tentative budget, the annual Budget and Operational Plan was presented in detail by Authority staff to the individual Governing Boards and the public during an AFMA joint board open public workshop on May 19, 2020. During this meeting, Staff presented line‐item budgets in detail. The Boards and public attendees were encouraged to ask questions and discuss the tentative budget and its contribution to supporting the Authority’s service level goals, as well as those of its partner agencies. Upon completion of this thorough examination of the tentative budget, modifications were made, and the document was finalized.

Once final changes were integrated into the tentative budget and prior to adoption, the proposed budget was made available to the public. Arizona Revised Statutes §48‐805.02 requires that a budget summary be posted on the Authority website and in three public locations at least 20 days prior to the public hearing held at a meeting called by the Boards to adopt the proposed budget. Both the NCFMD and SCFMD Governing Boards met to adopt their portions of the proposed or tentative Authority budget. Once the final budgets were adopted, complete copies were published on the Authority’s website at www.afma.az.gov. The Authority had a printed version


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available at the Authority Administrative Office, the Sun Lakes Battalion 231 Office (Fire Station 232) and Tonopah Battalion Office (Fire Station 341). Printed copies were also be made available to members of the public via a written request submitted to the Authority.

Following the public hearing, the NCFMD and SCFMD Governing Boards adopted their portions of the annual Budget and Operational Plan for the ensuing fiscal year. The adoption of the tentative budget sets the maximum appropriations for the fiscal year. The final adopted budget was then submitted to the Maricopa County Board of Supervisors, the Maricopa County Assessor, and the Maricopa County Treasurer in accordance with state law. The Board of Supervisors’ Office works with the Assessor’s Office to create the tax levy and generate the property tax rate to be used for the new fiscal year. Pursuant to Board policy, revenues received over expenditures resulting in general fund savings from one budget year to the next are transferred into the Capital Improvement Plan and kept in reserve for future capital project needs.

If the adopted budget requires an amendment, much of the same process outlined above would need to be followed. It would involve a public hearing and the approval of the Authority & District Boards for the amended budget adoption.


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In compliance with Arizona Revised Statutes Title 48, the Arizona Fire & Medical Authority Fiscal Year 2020‐21 Budget and Operational Plan represents the Authority’s financial projections for the next fiscal year outlining the forecasted expenditure requirements and the proposed means for financing these requirements. The Annual Budget and Operational Plan represents the most significant policy document that the Authority and its member District Governing Boards approve each year. This document sets the work plan and the service levels for the operating battalions and divisions of the Authority. Many of the outlined goals and objectives contained in the Annual Budget and Operational Plan were based on the Authority’s Strategic and Capital Improvement Plans. The Annual Budget and Operational Plan is balanced and typifies the Authority’s commitment to maintaining expenditures at necessary and reasonable levels.

The Authority utilized the zero‐based, line item form of budgeting. In this form of budgeting, expenditure types are identified and grouped in general categories. Within the categories, specific line items are detailed. Each line item begins with a zero‐based budget and expenditures are detailed to determine the funding necessary to operate during the fiscal year. The Authority’s budgeting system is linked directly to the Authority’s computerized accounting system.

Financial Assessment

The Arizona Fire & Medical Authority is projected to be financially strong. Based upon the Tax Year 2020 Maricopa County property valuation increases the Authority is anticipating a similar revenue growth rate for the following fiscal year. Through sound fiscal management, the Authority will be better positioned to cope with growth and to provide greater flexibility on budgetary issues and balance revenues and expenses to maintain a high level of service.

The Authority has an important responsibility to its member agencies and their citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired. In these times of continued economic challenges and legislative constraints, the Authority was formed to help ensure that both NCFMD and SCFMD continue to adequately fund and provide those core services desired by their citizenry.

Fund Balance Summary

The Authority utilizes three major fund groups: General Fund, Special Revenue Fund, and the Capital Projects Fund. The General Fund contains required annual revenues and expenditures. The Special Revenue Fund is comprised of annual revenues and expenditures associated with special programs and includes donations and bequests. The Capital Projects Fund is a “savings” account for the Capital Improvement Plan (CIP) which allows for the funding of future capital improvements. Due to the uncertainty caused by the pandemic, an increase in contingency funding was implemented. If unused during the fiscal year, the contingency funding is transferred to the capital fund. One unrestricted measure of the Authority’s financial strength will be the level of its fund balance. The Authority’s combined unrestricted fund balance on June 30, 2021 is estimated to be $4.4 million;

BUDGET INTRODUCTION


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this represents 14% of the Fiscal Year 2020‐21 projected expenditures. Table 1 outlines the estimated balances and activity of each of the Authority’s funds.

Table 1

Table 2 summarizes the Capital Improvement Plan funding sources.

Table 2

Financial Goals

The development of guidelines for the Authority’s overall fiscal planning and management foster and support the continued financial strength and stability of Arizona Fire & Medical Authority and its financial goals. Through its established financial policies, the Authority seeks to:

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

Maintain an adequate financial base to sustain the current level of fire and emergency medical response.

Withstand local and regional economic fluctuations and respond to changes in funding affecting Authority operations.

Financial Policies

Establishing and following sound fiscal policies enhances the Authority’s financial health as well as its image and credibility with its members and the public in general. As outlined in the Joint Powers Authority

Estimated

Fund Balance

FYE June 30,

2020

Estimated

Revenues

FY 20‐21

Estimated

Expenditures

FY 20‐21

Estimated

Fund Transfers

Estimated

Fund Balance

FYE June 30,

2021

1,847,706$ 30,538,282$ (30,538,282)$ (1,700,000)$ 147,706$

303,334 41,038 344,372

130,000 10,000 (10,000) ‐ 130,000

2,752,356 60,000 (707,000) 1,700,000 3,805,356

5,033,396$ 30,649,320$ (31,255,282)$ ‐$ 4,427,434$

FISCAL YEAR END 2020‐21 ESTIMATED FUND BALANCE SUMMARY*

General Fund

GF Sub‐Account: Emp Benefit Liability Fund

FUND

*Estimated as of May 2020

Special Revenues Fund

Capital Projects Fund

Total All Funds:

DescriptionJuly 1, 2020

Beginning Balance

FY 2020‐21

Estimated

Additions

FY 2020‐21

Estimated

Reductions

June 30, 2021

Estimated

Balance

Capital Projects Fund Balance 2,752,356$ ‐$ 707,000$ 2,045,356$

Transfer In From General Fund ‐ 1,700,000 ‐ 1,700,000

Capital Fund Interest Revenues ‐ 60,000 ‐ 60,000

Totals 2,752,356$ 1,760,000$ 707,000$ 3,805,356$

FY 2020‐21 CAPITAL IMPROVEMENT PLAN FUNDING SOURCE SUMMARY


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Intergovernmental Agreement, the Authority Board is charged with establishing financial policies and Staff is responsible for implementing those policies in the day‐to‐day management of Authority finances.

The Authority’s budget is closely aligned with the financial policies established by the Authority Board. These policies serve to strengthen the current and long‐term financial health of the Authority and are visited, at a minimum, on an annual basis to ensure they represent the most current and realistic framework for decision‐making. A balanced budget is the foundation of the Authority’s financial policies. The Authority Board and Staff define a balanced budget as one that matches required expenditures necessary to provide established service goals with available, sustainable resources. The Authority Board and Staff detail expenditures and identify and verify the revenue sources that are available to support those expenditures. As revenues fluctuate, so must expenditures. However, the Board and Staff will strive to ensure that these fluctuations do not negatively impact emergency service levels.

Fund Balance: During the beginning months of each fiscal year, generally between July and October, the Authority receives little or no property tax revenues from the member Districts. This is a direct result of the State of Arizona’s property tax billing and collection cycle. Property taxes are levied and billed to taxpayers annually and payments are due in two installments. The first installment is due in October and the balance is due in April of each fiscal year. This may create periods of revenue shortfalls for the Authority. During these phases, the Board and Staff are responsible for determining whether the Authority should borrow from the Capital Projects Fund or make use of “registered warrants” through the Maricopa County Treasurer’s Office. A combination of both options has been used in recent years. During times of low interest rates, it will generally be more beneficial for the Authority to borrow from its Capital Projects Fund rather than pay the interest costs associated with registering warrants through the Authority’s line of credit. During times when the Authority may invest funds to earn higher interest rates, short‐term borrowing (registered warrants) may result in lower costs when compared with the higher interest revenues.

Capital Improvement Plan: The purpose of the Capital Improvement Plan (CIP) is to systematically identify, plan, schedule, finance, and track capital assets, as well as monitor capital projects to ensure cost effectiveness and conformance with established policies and priorities. The CIP is a component of the Authority’s core documents and is reviewed and updated annually, at a minimum. The CIP outlines direct costs associated with recommended capital projects and asset purchases. Required ongoing operational costs are identified and presented as a part of each CIP outlay, allowing the Authority Board the opportunity to determine its feasibility. Funding sources for each project or purchase are acknowledged within the Plan. The entire Capital Improvement Plan is included in the Appendices of this document.

Long‐Term Financial Forecast: Legislative requirements under Arizona Revised Statues §48‐805.02(D)(2), which became effective in September of 2013, mandate that the Authority’s member districts project an estimate of the revenues and expenditures for the next two fiscal years based on the previous year’s variances and/or known information that will impact future years, including applicable levy or rate limitations. If these budgetary projections reflect expenditures exceeding revenues in any given fiscal year, the Authority’s member districts must consider merger, consolidation, or joint operating alternatives. The Authority projects member agency revenues and expenditures for a minimum of five years from the current budget year to ensure established service levels and proposed program changes can be maintained without jeopardizing future services.


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The Authority utilized consultants, data from the Maricopa County Assessors’ Office, and internal studies to assist in the development of long‐term financial forecasting systems. Authority Staff reviewed and updated previous NCFMD and SCFMD forecasts based on identified legislative and economic factors and their potential impact on the Authority’s financial and strategic goals for the future.

The Long‐Term General Operations Fund Forecast (Table 3) is a powerful planning tool used to estimate revenue and expenditures over a future period. This forecast assists the Authority in addressing the challenges of balancing revenue and expenditures for services provided by the Authority beyond the one‐year perspective offered by the Annual Budget and Operational Plan. The forecast also assists the Authority Board in allocating financial resources to achieve the long‐term goals outlined in the Authority’s Strategic Plan. This long‐term forecast covers the five‐year period from July 1, 2021 through June 30, 2026.

The five‐year financial projection was calculated using a combination of historical expenditure levels, known operational needs, and analytical data to produce annual revenue and expenditure estimations. The forecast will provide an overall framework for managing financial resources. However, it does not obligate the Authority to specific funding decisions such as the allocation of funds to programs or projects. Approval of specific financial initiatives may only occur through formal action of the individual NCFMD and SCFMD Boards of Directors – primarily through the adoption of the Annual Budget and Operational Plan and approval of the Capital Improvement Plan. The forecast makes several assumptions regarding the Annual Budget and Operational Plan as outlined below:

Wages and benefits costs are estimated to increase an average of 5% each fiscal year with minimal increases in staffing and limited wage scale adjustments. A significant portion of these annual increases are attributed to expenditures outside of the Authority’s control, such as payroll taxes, health insurance costs, Public Safety Personnel Retirement System (PSPRS) and Arizona State Retirement System (ASRS) actuarially determined funding requirements.

Operations expenditures are estimated to increase an average of 3.5% each fiscal year. Operational expenditures include equipment and supplies, property and liability insurance, computer software systems licensing, fuel, utilities, and dispatching fees.

Authority training expenditures are estimated to increase an average of 2% each fiscal year. Training expenditures are a vital component of maintaining quality service levels.

Debt service and CIP funding is projected to remain steady for the next five fiscal years. Based on the results of the pandemic, interest rates have been significantly reduced. During Fiscal Year 2020‐21, the Authority anticipates refinancing its current lease obligation, extending the lease period, and potentially acquiring an additional $2 million dollars in funding for planned capital projects. The debt payment obligations would remain stable for the duration of the debt servicing period, terminating in Fiscal Year 2035‐36. Principal and interest for the anticipated lease are funded by NCFMD (81%) and SCFMD (19%).

In reviewing both North County Fire & Medical District and South County Fire & Medical District assessed valuations for the past four years, the combined increase has been approximately 6.5%. Staff projects that the Authority can maintain current tax rates for the short term. However, with the current COVID–19 pandemic and a possible recession pending, property values may be negatively impacted. Therefore, the Authority is watching this closely.


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Table 3 summarizes the proposed budget totals from Fiscal Year 2020‐21, as well as the long‐term forecast over the next five years. Information will be amended annually, or as new data becomes available.

Table 3

Fiscal Planning and Budgeting: The Authority’s policy concerning fiscal planning and budgeting is to govern the preparation, monitor the expenditures, and analyze the effectiveness of the Annual Budget and Operational Plan. Part of this process includes incorporating a system of identifying available and sustainable resources and then allocating those resources to competing requests for funding. The Authority presents an annual operating budget that is balanced, meaning that planned expenditures are equal to or less than current revenues and ongoing expenditures will only be paid for with operating revenue. The Authority will not postpone expenditures, use one‐time (non‐recurring) revenue sources to fund ongoing (recurring) uses, or use external funding sources for operational requirements. The Authority will identify and allocate funding resources among various service needs. It is increasingly important to incorporate a long‐term perspective and to monitor the performance of programs competing to receive funding. The Authority and member Districts audited financial statements will be presented using the modified accrual basis of reporting; therefore, Authority budgeting will also be done on a modified accrual basis. Under the modified accrual basis, expenditures are recorded when goods or services are received rather than when invoices are paid. The exception to this general rule is interest on general long‐term debt which is recognized when due. Revenues are recorded in the accounting period in which they become measurable and available.

Expenditure Control: The Authority utilizes established policies which govern the compliance of the legally adopted budget by instituting processes for setting and modifying appropriation and expenditure limits and safeguarding the organization from possible “overspending”. The operating budget will be controlled at the organizational level and the Capital Improvement Plan will be controlled at the project level. To further ensure that expenditures are controlled and to comply with Arizona Revised Statutes §48‐807(O), the Authority will

DescriptionFY 2020‐21

BUDGETED

FY 2021‐22

ESTIMATED

FY 2022‐23

ESTIMATED

FY 2023‐24

ESTIMATED

FY 2024‐25

ESTIMATED

FY 2025‐26

ESTIMATED

Revenue Forecasts

Fire District Assistance Tax 1,123,823 1,123,823 1,123,823 1,123,823 1,123,823 1,123,823

Health & Medical Revenues 4,398,768 4,530,731 4,666,653 4,806,653 4,950,852 5,099,378

General Fund Revenues ‐ Other 970,132 979,833 989,632 999,528 1,009,523 1,019,617

Total General Fund Revenues 30,538,282$ 31,882,361$ 33,335,060$ 34,858,143$ 36,455,049$ 38,129,385$

Expenditures

Wages & Benefits 24,597,898$ 25,827,793$ 27,137,985$ 28,512,867$ 29,955,644$ 31,470,536$

Operating Expenditures 3,947,014 4,085,159 4,222,583 4,365,598 4,514,437 4,668,486

District Training & Development 249,216 254,200 259,284 264,470 269,759 275,155

Debt Service & Depreciation 965,208 965,208 965,208 965,208 965,208 965,208

Contingency 787,045 750,000 750,000 750,000 750,000 750,000

Total Expenditures 30,546,381$ 31,882,361$ 33,335,060$ 34,858,143$ 36,455,049$ 38,129,385$

30,886,567$ 27,928,139$ 29,370,851$

Property Taxes,

Net of Shared Revenues 24,045,559$ 25,247,974$ 26,554,953$


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provide the following reports and statements to the NCFMD and SCFMD Governing Boards, the Authority Board, and the public on a monthly basis:

A statement of financial activities presented in the form of a Budget‐to‐Actual Report detailing the adopted budget for the fiscal year, revenues and expenditures for the prior month, and a fiscal year‐to‐date summary

A Register of Checks, Warrants and Deposits listing all transactions occurring in all cash accounts held by the Authority

A Statement of Net Assets and Liabilities as of the last day of the reporting period

A Cash Flow Projection Report through the end of the fiscal year encompassing all cash funds, updated monthly with actual revenues and expenditures from the preceding month.

Proof of reconciliation of each of the Authority’s cash accounts and statements provided by each financial institution at which the Authority maintains an account.

Statutes mandate that each individual District Governing Board and the Authority Governing Board review these reports. Any financial report or cash flow projection report that would indicate that the Districts or the Authority are likely to violate §48‐805.02(D)(1), or that would indicate an adverse impact on the ongoing operations or liquidity of the entity, is to be reported to the County Treasurer and Board of Supervisors. The report must be submitted by the respective Board Chairman in writing and delivered by certified mail within ten days of the discovery. Revenues: Authority policy encourages diversification of the Authority’s revenue base and regular monitoring of all revenues. The Authority will continue to develop opportunities to generate non‐levy revenues. The Authority’s reliance on tax revenues is expected to trend downward, with the current percentage of non‐levy revenues equaling 18.0%. The goal of the Authority will be to minimize tax fluctuations for Authority taxpayers while maintaining established services. The Authority has estimated its annual revenues utilizing an objective, analytical process whenever possible, and will make every effort to forecast revenues by individual category for subsequent years. This process will be completed annually.

Grants: Authority policies establish under which conditions grants will be pursued, as well as the administrative guidelines or approvals that apply to the process of pursuing them. The Authority will apply for grants which are consistent with its objectives and needs. The potential for incurring ongoing costs, including the support for grant‐funded positions from local revenues, will be considered prior to applying for a grant. The Authority will attempt to recover all allowable costs, direct and indirect, associated with the administration and implementation of programs funded through grants. All grant submittals will be reviewed for their cash requirements, their potential impact on the operating budget, and the extent to which they meet the Authority and its members’ objectives.

User Fee Cost Recovery and Indirect Cost Allocations: Authority policy encourages full cost recovery of most publicly provided services that benefit specific individuals or organizations and the utilization of user fees to augment general tax revenues. The Authority has established user fees and charges for certain services provided to users receiving a specific benefit. Examples of these service fees include Cardiopulmonary Resuscitation (CPR) Training, Heart Saver Adult/First Aid Training, and Heart Saver Automated External Defibrillator (AED) Training


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Certification classes, as well as building plan review and permits issued by the Authority. Fees and charges were established by specific action of the Authority Governing Board to recover the cost of providing these services. User fees will periodically be reviewed to calculate their cost recovery levels, to compare them to the current fee structure, and to recommend adjustments where necessary. The Authority’s fee schedule will be updated on an ongoing basis. During Fiscal Year 2020‐21, the Authority will review and revise the fee schedule where appropriate.

Debt Management: The Authority has strived to adhere to a “pay as you go” system for financing its ongoing capital needs. However, the issuance of debt is often a valuable tool in achieving some of the Authority and its members’ strategic goals related to capital expansion or planning for capital programs. Additionally, attractive interest rates for borrowing have made this option more viable.

The Authority will typically restrict long‐term borrowing to capital improvements or projects that cannot be financed from current revenues and to those capital projects with anticipated longevity. The Authority will not use long‐term debt to fund current operations and will first attempt “pay as you go” financing and/or the use of operating funds when applicable. If the Authority funds capital projects using debt proceeds, it will attempt to establish a maturity date that does not exceed the useful life of the project or asset funded by those proceeds.

The Authority’s Debt Management Policy will set parameters for those instances when the Authority will incur debt and the associated limitations. Arizona Revised Statutes §48‐806 establishes limits on the total amount of General Obligation (GO) Bond and Certificate of Participation (COP) indebtedness for fire districts. This limit is set at the lesser of six percent of secondary assessed taxable property value of a District in the year of issuance or the maximum voter approved bond offering amount. The Authority does not currently plan to pursue GO bonds or COP financing, although it may at some point in the future.

Because the Authority has not had the opportunity to pursue bond financing, it has not been evaluated by independent bond rating agencies. However, the Authority has established financial policies that will help position it to achieve a favorable rating if or when the time comes to pursue this option and evaluation is required.

Another form of debt financing is available to the Authority for use in securing larger capital purchases. Lease/Purchase agreements are asset secured loans held by a single investor, usually a bank. This form of debt is backed by the full faith and credit of the Authority and leasehold interests are granted to the bank. The bank, in turn, leases the property back to the Authority under long‐term agreements. Under these agreements, the Authority is obligated to make lease payments to the bank on a predetermined schedule until the debt is satisfied. Once the obligations are satisfied, all rights, title and interest in the assets are transferred back to the Authority. Should the Authority default on the Lease/Purchase Agreement, the bank may terminate the leases, take possession of, and liquidate the assets pledged under the agreements and the Authority is then relieved of any subsequent obligation to the bank.

Lease/Purchase Agreements are not subject to any statutory legal debt limitations. However, debt service payments are required to be paid from the tax levy. Since this form of capital funding is paid from the tax levy, it is restricted by the Authority’s taxable levy limit. This may prevent the Authority from entering into agreements for future capital projects that are not currently part of the Capital Projects Replacement Schedule.


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During Fiscal Year 2020‐21, the Authority will explore the option of refinancing its current debt obligations, in a transaction that would extend the maturity date to June 2036 and add approximately $2.0 million dollars in additional funding for essential capital projects. Authority debt liabilities are allocated using the following percentage, NCFMD – 81% and SCFMD – 19%. Table 4 outlines the anticipated debt service payments, for Fiscal Year 2020‐21 and the subsequent five fiscal years.

Accounting, Auditing, and Financial Reporting: Authority policy will dictate the system of internal accounting and external financial reporting that will be adhered to for Authority financial transactions. The Authority will comply with accounting principles generally accepted in the United States in its accounting and financial reporting, as outlined in the following publications:

Governmental Accounting, Auditing, and Financial Reporting (GAAFR), issued by the Government Finance Officers Association (GFOA) of the United States and Canada.

Codification of Governmental Accounting and Financial Reporting Standards issued by the Governmental Accounting Standards Board (GASB).

Pronouncements of the Financial Accounting Standards Board, (FASB).

Monthly financial reports will be provided for the NCFMD and SCFMD Governing Boards, the Authority Board, the Budget and Finance Committee, the Fire Chief, and all Authority division and program managers, and will be reviewed during the Authority and member Districts’ monthly public meetings. The reports will summarize the financial activity comparing actual revenues and expenditures with budgeted amounts. Based on changes to the Arizona Revised Statutes which became effective September 1, 2013, all fire districts shall produce monthly financial reports to include the following:

Register of Checks, Warrants and Deposits

Statement of Financial Activities (Budget‐To‐Actual Report)

Statement of Net Assets

Cash Flow Projection for the Fiscal Year – Actuals revised monthly

Bank Statements provided by the financial institution maintaining each account including proof of reconciliation.

Fiscal Year

Ended Principal Interest

Total FY Debt

Service

Outstanding

Debt at Fiscal2021 388,940$ 177,379$ 566,319$ 7,098,512$

2022 398,331 167,988 566,319 6,700,181

2023 407,949 158,370 566,319 6,292,232

2024 417,798 148,521 566,319 5,874,434

2025 427,886 138,433 566,319 5,446,548

LEASE / PURCHASE DEBT

Outstanding Debt Amortization Schedule by Fiscal Year

For the Fiscal Years of 2020‐21 through 2024‐25

Arizona Fire & Medical Authority

Table 4


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The individual District Boards and the Authority Board must certify, in writing, that they have been provided with and have reviewed each of these reports. During the review of these reports, should any report indicate an adverse impact or deficit in the ongoing operations or liquidity of the individual Districts or Authority, the Chairman of that Board is mandated to report the deficit in writing and deliver it to the County Treasurer and Board of Supervisors within ten (10) days of the discovery. A system of internal accounting controls and procedures will be maintained to provide reasonable assurance of the safeguarding of assets and proper recording of financial transactions. A comprehensive financial audit will be performed annually by an independent public accounting firm with the objective of expressing an opinion on the Authority and member Districts’ financial statements and their validity. Changes under HB‐2572 also mandate that the Authority and member Districts contract with an auditing firm that is in good standing with the Arizona State Board of Accountancy to perform their annual audits. It further stipulates that the auditor must appear in person to present the NCFMD and SCFMD Boards and the Authority Board with the audit findings. The Authority will annually review federal grant proceeds to determine whether an additional comprehensive financial audit of federal grant programs according to the Single Audit and the Federal Office of Management and Budget (OMB) Circular A‐133 is required.

Cash Management and Investing: The Maricopa County Treasurer serves as the Authority’s fiduciary agent and is responsible for the management of tax revenues held in two accounts titled the NCFMD and SCFMD General Funds. The taxing authority for AFMA still resides with the two Districts, NCFMD and SCFMD. Maricopa County will collect real property taxes and Fire District Assistance Taxes (FDAT) on behalf of the Districts and the Districts will recognize tax receipts after notification by the Maricopa County Treasurer. Tax revenues will be deposited by the Maricopa County Treasurer into the General Fund account for each District which will be invested in a pooled account named the Maricopa County Local Government Investment Pool (MC‐LGIP). The funds will then be transferred to the Authority General Fund at Maricopa County to fund Authority operations.

The Authority will maintain several cash accounts associated its three main funds. Below is an outline of the associated cash accounts, where they will be maintained, and their purpose:

General Fund Operations: o Maintained by Maricopa County Treasurer:

General Fund Accounts – Property tax revenues and general expenditures Employee Benefit Liability Account – Benefit liabilities

o Maintained at an FDIC insured financial institution: Ambulance/Insurance Fund Accounts – Ambulance transport fees Payroll Fund Accounts – Payroll processing Secondary General Fund – Recurring receipts and bank fees

Capital Projects Fund: o Maintained by the Arizona State Treasurer:

Savings Account – Arizona State Local Government Investment Pool (AZ‐LGIP) Savings Account – Maricopa County Treasurer

Special Revenue Fund: o Maintained at an FDIC insured financial institution:


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Special Revenue Account – Donations and bequests

All other accounts not maintained by the State of Arizona or Maricopa County will be managed by the Authority as required by state statute. The Authority will participate in Automated Clearing House (ACH) and check fraud protection, as well as collateralization of its accounts and Federal Deposit Insurance Corporation (FDIC) insurance protection through its financial institutions.

Capital Expenditures (Fixed Assets): The Authority Board has adopted an Authority Property Stewardship and Capitalization Policy in accordance with parameters outlined in the Governmental Accounting, Auditing and Financial Reporting Manual (GAAFR). This policy establishes a capitalization threshold of $5,000 and a minimum useful life of more than one year for fixed assets. Fixed assets are purchased through Capital Improvement Plan (CIP) funding. Typically, fixed assets are replacement items as well as new capital items necessary to provide personnel with the tools essential to support the Authority’s mission, vision, and values in the most efficient and productive manner. All assets will be depreciated utilizing the straight‐line method and based on continued usefulness as outlined in the capitalization policy. Fixed asset purchases will be reviewed annually based on need and in correlation with the Authority’s Aging/Replacement Schedule contained in the CIP.

Public Safety Personnel Retirement System (PSPRS): The intent of this policy is to clearly communicate the Board’s pension funding objectives and its commitment to Authority personnel and the sound financial management of the Arizona Fire & Medical Authority and to comply with new statutory requirements of Laws 2018, Chapter 112. PSPRS is administered as an agent multiple employer pension plan. An agent multiple employer plan has two main functions: 1) to comingle assets of all plans under its administration, thus achieving economy of scale for more cost efficient investments, and invest those assets for the benefit of all members under its administration and 2) serve as the statewide uniform administrator for the distribution of benefits.

Under the plan, each participating agency has an individual trust fund reflecting that agencies’ assets and liabilities. Under this plan, all contributions are deposited to and distributions are made from that fund’s assets, each fund has its own funded ratio and contribution rate, and each fund has a unique annual actuarial valuation. AFMA has one trust fund for most firefighter qualified personnel. The Authority Board formally accepts the assets liabilities and current funding ratio of the Authority’s PSPRS trust funds from the June 30, 2019 actuarial valuation which are detailed below.

Trust Fund

Assets

Accrued Liability

Unfunded Actuarial Accrued Liability (UAAL)

Funded Ratio

Arizona Fire & Medical Authority

$47,963,065

$77,166,491

$29,203,426

62.2%

PSPRS funding goal – Pensions that are less than fully funded place the cost of service provided in earlier periods (amortization of UAAL) on the current taxpayers. Fully funded pension plans are the best way to achieve taxpayer and member intergenerational equity. Most funds in PSPRS are significantly underfunded and falling well short of the goal of intergenerational equity.


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The Board’s PSPRS funding ratio goal is 100% (fully funded) by June 30, 2036. The Board established this goal for the following reasons:

The PSPRS trust funds represents only the AFMA’s liability

The fluctuating cost of an UAAL causes strain on AFMA’s budget, affecting our ability to provide services

A fully funded pension is the best way to achieve taxpayer and member intergenerational equity By approving the FY 2020‐21 Budget & Operational Plan, the Board agrees to the following actions to achieve this goal:

Maintain Annual Required Contribution (ARC) payment from operating revenues – The Board is committed to maintaining the full ARC payment (normal cost and UAAL amortization) from operating funds. The estimated combined ARC for FY21 is $3,429,314 and will be able to be paid from operating funds without diminishing AFMA services.

Make bi‐weekly payments early whenever feasible.

Additional payments above the ARC: o Annually evaluate prior year budget compared to actual expenditures and strive to make an extra

payment of 5% of the excess of revenues less expenditures, subject to availability of funds and Board approval.

Based on these actions the Board plans to achieve its goal of 100% funding by June 30, 2036, in accordance with the amortization timeline set forth by the PSPRS June 30, 2019 Actuarial Valuation. While the Authority’s PSPRS fund is one of the healthier plans in the system, funded at 62%, AFMA’s contribution rate is 32.75%. That percent is contributed based on the wages for each of the Authority’s personnel that is a member of PSPRS, which amounts to approximately 72% of AFMA’s current staff. The volatility and decline in the stock market will likely have a negative impact on the funding of the plan and our actuarially determined unfunded liability. Fire districts around the state are continually working with the legislature on ways to fund this liability, but there is not a solution at this point.

Legislative Challenges

Historically, Arizona property receives two valuations: full cash value (FCV) and limited property value (LPV). The Arizona Constitution requires that the FCV of all property valued by the County Assessor be reflective of the current market value. Since the FCV fluctuates with the market, there is no limit to the amount it can increase or decrease each year. Through tax year 2014, growth in the LPV was limited to the greater of 10% of the previous year or 25% of the difference between the current year’s FCV and the previous year’s LPV, with the stipulation that LPV could not exceed FCV.

The LPV is factored by an assessment ratio set by the legislature to determine the assessed value which is the taxable value. The assessment ratio for residential properties has been 10% since 1973. The ratio for most centrally valued commercial properties (utilities) was 50% in 1979, gradually dropped to 25% by 1999, dropped to 20% in 2012, and recently to 18% for a total drop of 64%. Commercial properties valued by the County Assessor had an assessment ratio of 25% through 2005; it dropped to 20% in 2012 and then again to 18% for a total drop of 28%.


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When the legislature reduces the taxable value of one class of property by lowering the assessment ratio, it shifts the tax burden to other classes, mostly residential. Reducing the limited value of centrally valued commercial properties by 64% and County Assessor valued commercial properties by 28% has increased homeowners’ annual taxes by 20‐30%. In 2012 and at the bottom of the market, Arizona passed Proposition 117, which limited property value growth from the previous 10% to 5% per year and moved fire district funding from the FCV to LPV. Consequently, it has taken approximately 10 years for most Arizona fire district values to return to 2008 levels. Additionally, inflationary costs for expenditures continued to increase annually during the same time period.

The amount of tax is determined by the tax rate set by each taxing authority. The tax rate is calculated by dividing the taxing district’s budget by the total limited assessed value in the district. That rate is applied to the assessed (taxable) value of each property to determine what share of each District’s budget it will pay.

Reducing assessment ratios for commercial properties reduces the total limited assessed value that is divided into each District’s budget causing a higher tax rate and shifting the burden to residential properties.

This burden shift to residential properties caused by market changes and special interest legislation will be locked in for many years due to the passage of Proposition 117.

Below is a summary of the significant legislation which negatively impacts a fire district’s revenue stream:

Arizona Revised Statutes §48‐807 – Capped the maximum tax rate of $3.25 per $100 of assessed property value. The fire district tax rate cap was first established in 1992 at $3.00. In 2005, the tax rate cap was adjusted to $3.25 to offset the change in commercial property assessments from 25% to 20% (primarily transferring the tax burden to residential / homeowners). If the $3.25 tax rate cap had been adjusted annually for inflation, the fire district tax rate cap would be $4.27 today.

Senate Bill 1421 – Passed in 2009, limited the increase in total tax levy for fire districts to no more than 8% over the prior year’s actual levy.

House Bill 2001 (Jobs Bill) – Passed in 2011, reduced tax assessment of Class One (commercial) and centrally valued properties (utilities) from 20% to 16% further transferring the tax burden to homeowners (with no additional tax rate cap adjustments).

Proposition 117 – In the 2012 general election, voters passed Proposition 117 amending the Arizona Constitution by setting a limit on the annual percentage increase in property values used to determine property taxes to be no more than 5% above the previous year and established a single LPV as the basis for determining all property taxes on real property starting in Fiscal Year 2015‐16.

In 2012, the gap between full cash and limited values for both residential and commercial properties was less than 1%. This year, the gap for centrally valued properties is still less than 1%, but it is 8.1% for commercial properties valued by the County Assessor, and roughly 11.1% for all residential properties.

There are numerous possibilities depending on what happens to market values of residential and commercial properties. However, if current full cash values were frozen, residential properties would experience the full 5% increase in taxable value for four years while commercial properties would receive the maximum increase for only two years. If the full cash value of residential properties increases at least


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5% each year, the tax burden shift from recent market increases and ongoing tax breaks for commercial properties will never be overcome due to Proposition 117.

Another factor is that Proposition 117 became effective during a year where the assessment ratio for all commercial properties dropped from 19.0% to 18.5%. This reduces the Proposition’s 5% increase in limited value for all commercial properties this year to only 2.37% [5.0 – (0.5 ÷ 19.0) = 2.37]. For Fiscal Year 2017‐18, the ratio drops to 18.0%. This means that the taxable value of commercial property can only increase approximately 4.7% for the first two years Proposition 117 is effective while taxable values of residential property can increase by the full 10%.

Local Economy / Housing Market

Over the past couple of years, the Authority’s residential, commercial, and vacant land prices have continued to increase in value. According to Zillow.com, the median valued home in Sun City West has increased by 7.3% over the past year. However, due to the pandemic, Zillow.com is projecting a .6% decrease over the coming year. The median valued home in Chandler (Sun Lakes area) has increased 6.9% over the past year. Yet, Zillow.com is projecting a .7% decrease in the coming year. The median valued home in the Tonopah area increased 6.6% over the past year. Zillow.com is projecting a 1.9% increase in the coming year. While these projections should not greatly affect the Authority’s valuations in the short term, the long‐term impact of the pandemic are yet to be determined.

Comprehensive Annual Financial Report In addition to the Strategic Plan, the Capital Improvement Plan, and the Annual Budget and Operational Plan, the Authority will produce a Comprehensive Annual Financial Report (CAFR). This document will be prepared by the Financial Services Section in compliance with guidelines recommended by the Government Finance Officers Association of the United States and Canada (GFOA). The CAFR presents the financial position of the Authority as well as significant demographic and statistical information to help the reader understand the financial health and operational condition of the Authority. The CAFR also offers residents and other interested parties’ extensive historical data about the Authority and its member Districts. The CAFR is available for review on the Authority’s website at www.afma.az.gov or upon request. The Authority submitted its CAFR for the Fiscal Year Ended (FYE) June 30, 2018 to the GFOA for award eligibility determination and received a Certificate of Achievement for Excellence in Financial Reporting award for the ninth consecutive year. The Certificate of Achievement is the highest form of recognition for excellence in state and local government financial reporting. To be awarded a Certificate of Achievement, a government agency must publish an easily readable and efficiently organized CAFR which must satisfy both generally accepted accounting principles and applicable legal requirements. The Authority submitted its first CAFR for the (FYE) June 30, 2019 and is awaiting the results. The Authority plans to continue its participation in the award program each year moving forward.


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Arizona Fire & Medical Authority utilizes three major fund groups: General Fund, Special Revenue Fund, and Capital Projects Fund. The General Fund contains required annual revenues and expenditures. The Special Revenue Fund is comprised of annual revenues and expenditures associated with special programs and includes donations and bequests. The Capital Projects Fund is a “savings” account for the Capital Improvement Plan (CIP) which allows for the funding of future capital improvements.

Each fund is considered a separate accounting entity which may or may not carry a fund balance. Fund balance is generally defined as the difference between a fund’s assets and liabilities. The operations of each fund will be accounted for by providing a separate set of self‐balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures as appropriate. The Authority reports each of these funds as major governmental funds in its financial statements. All Authority audited financial statements are presented using the modified accrual basis of reporting.

General Fund: The General Fund, or working fund, outlines anticipated maintenance and operational revenues and expenditures for Fiscal Year 2020‐21. The Employee Benefit Liability Account (EBLA) is a sub‐account of the General Fund and is managed under its purview. The EBLA account was established to fund liabilities created by compensated absence balances and other associated employee benefit liabilities. The General Fund’s activities represent the true financial plan for the Arizona Fire & Medical Authority during the fiscal year. The EBLA maintains a balance at fiscal year‐end; however, the General Fund commonly does not maintain a balance, which is in accordance with Arizona Revised Statutes §48‐807(L). At the close of the fiscal year, in accordance with Authority policy, the Governing Board identifies revenues over expenditures to be transferred into the Authority’s Capital Projects Fund to support future capital needs. However, prior to this fund balance being transferred, it will be reduced by anticipated required funding of the EBLA. The General Fund uses a modified accrual basis for financial reporting and a zero‐based budget basis of budgeting which works effectively with the reporting basis.

Special Revenue Fund: The Special Revenue Fund manages designated, reserved funding for ongoing, usually self‐sustaining specialized programs and includes the Authority’s Fire Corps and Community Assistance Programs, Paramedic Training Grant Program, and any other special purpose grants. This account may carry a fund balance, as any revenues received for a specific purpose must only be expended for that purpose, and these programs may be extended from year‐to‐year. The Special Revenue Fund revenues and expenditures are estimated for Fiscal Year 2020‐21 since revenues received are generally donated and expenditures only occur as necessary to support the associated ongoing programs. The accountability of these funds follows the same documentation and approval requirements as used to administer the Authority’s General Fund transactions. The

FUND STRUCTURE

Figure 1


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Special Revenue Fund also uses the modified accrual basis of financial reporting. However, due to the nature of this fund, budgeting is not necessary.

Capital Projects Fund: The Capital Projects Fund (CIP) is, in effect, the Authority’s “savings” account and was established to support the CIP. It is designed to fund future capital purchases and avoid unnecessary interest expenses. Revenue sources for this fund include transfers from the General Fund as allocated through the Capital Projects Funding Account, loan proceeds, and interest earnings. All unallocated fiscal year end General Fund revenues over expenditures, including non‐utilized contingency funds, are transferred directly into the Capital Improvement Plan in accordance with Authority policy. This account may carry a fund balance from year to year as capital projects may encompass many years. Financial reporting for this fund is completed using the modified accrual basis and budgeting are generated using the zero‐based budgeting system.

The Authority will annually revise and publish a Capital Improvement Plan that outlines specific projected capital expenditures. Capital expenditures, although recommended, are approved on an individual basis by the Authority Board. The CIP will typically be presented to the Authority Board for adoption in March or April of each year and are also approved by the NCFMD and SCFMD Boards. This plan is recognized as a guide for recommended capital asset purchases and replacements only. At the appropriate time, each of the suggested capital asset purchases and/or replacements will be presented to the Authority Board for review, discussion, and possible action. The Authority Board will then provide guidance regarding each asset purchase and authorize each transaction individually. The entire Capital Improvement Plan is included in the Appendices of this document.

It is important to maintain the relationship between each functional unit of the Authority and the major funds of the Authority. This relationship outlines the fund structure and is used for budgeting, accounting, and financial reporting purposes. Table 6 shows the correlation between the Authority’s functional units or divisions and the major funds that support them.


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Table 6

Estimated Year‐End Fund Balance Summary

Fund balance annual deviation overview:

General Fund – Authority management ensures that the budget is balanced with expenditures at the same level as revenues. At fiscal year end, the Authority Board commits funds identified through the budget process to the Employee Benefit Liability Account (EBLA), and the balance of revenues over expenditures, combined with budgeted Capital Projects Funding, and unexpended contingency funds are transferred into the Capital Projects Fund.

Capital Project Fund – The fund balance is affected by the timing of the capital projects. It is not unusual for the fund balance to fluctuate from year to year. As more capital projects are completed, the fund balance will decrease significantly. Funding is replenished through transfers from the General Fund

Capital

Projects

Fund

USE OF FUNDS BY FUNCTIONAL UNIT

Fire Authority Board of DirectorsFire Chief

Assistant Chief

Deployment/EMS‐Training/Support Services

(Deployment, Support Services, EMS/Training)

Special Revenue FundGeneral

Fund

Oversees Fund Management

Oversees Assigned Division Expenditures




Community Risk Management Division

(Prevention/Public Education, Fire Corps)

Deputy Chief/Fire Marshal


Manages All Operations & Expenditures


Assistant Chief

Business‐Financial/Planning‐Tech Services Division

(Planning/Technical Services/Emergency Management,

Business Services, Financial Services, Human

Resources)


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through the budgeted Capital Projects Funding, unexpended contingency funds and committed revenues over expenditures at fiscal year‐end.

Special Revenue Fund – The fund balance is affected by revenues and expenditures associated with the various special projects of the fund. These projects include the general donation, EMS education, fire & life safety, and Fire Corps programs. This fund will generally maintain a balance due to donations received by patrons of the various programs and intermittent expenditures necessary to support these programs.


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The Arizona Fire & Medical Authority is fiscally strong and positioned to cope well with fluctuations in the economy and to provide greater flexibility on budgetary issues. The Authority resolves to be ready to balance revenues and expenses and continue to maintain the high level of service expected by the citizens it serves. The Fiscal Year 2020‐21 Budget and Operational Plan presents a responsible financial strategy. The priority for each fiscal year’s budget is to maintain quality service while observing prudent spending practices. The Annual Budget and Operational Plan specifically impacts the General Fund only and is outlined in detail throughout the following pages of this document. The summary below represents both the NCFMD and SCFMD combined totals. The combined budget summary includes actual expenditures for Fiscal Year 2018‐19, budget figures for Fiscal Year 2019‐20, estimated end of year totals for Fiscal Year 2019‐20, the Adopted Budget for Fiscal Year 2020‐21, and the budget variance based on the adopted budget.

Table 1

Revenue Summary: The Authority’s financial position reflects revenue growth, with the single largest increase coming from property tax revenues. The overall revenue budget for Fiscal Year 2020‐21 totals approximately $30.5 million; a 5.2% increase over the previous fiscal year.

Expenditure Summary: General Fund expenditures for Fiscal Year 2020‐21 are projected at roughly $30.5 million, which is a 5.2% increase over last fiscal year primarily due to increased funding for wages and benefits and maintenance and operations. The increases are primarily attributable to merit increases, health and dental insurance increases and pension increases. The budget includes a total of 181 full‐time equivalent (FTE) positions.

The Fiscal Year 2020‐21 budget also includes the Authority’s salary range summary (included in the Appendices of this document). Wage and benefit competitiveness are vitally important in maintaining a stable work force.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year Estimate

FY19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

REVENUES

Property Taxes 21,219,466$ 22,767,508$ 22,084,482$ 24,105,559$ 1,338,051$ 5.9%

Shared Property Tax Revenues (47,925) (65,000) (50,010) (60,000) 5,000 ‐7.7%

Fire District Assistance Tax (FDAT) 1,556,220 1,117,711 1,084,179 1,123,823 6,112 0.5%

Health & Medical Revenues 3,561,089 4,500,000 3,952,525 4,398,768 (101,232) ‐2.2%

Program Revenues 964,151 113,960 197,600 108,200 (5,760) ‐5.1%

Miscellaneous Revenues 441,197 590,665 430,756 861,932 271,267 45.9%

Total Revenues 27,694,198$ 29,024,844$ 27,699,533$ 30,538,282$ 1,513,438$ 5.2%

EXPENDITURES

Wages & Benefits 21,815,981$ 23,447,640$ 22,579,428$ 24,597,898$ 1,150,258$ 4.9%

Maintenance & Operating Expenditures 3,461,251 4,369,495 3,352,418 4,725,960 356,465 8.2%

Training & Development 141,556 242,505 121,337 249,216 6,711 2.8%

Debt Service 536,710 965,204 515,205 965,208 4 0.0%

Total Expenditures 25,955,498$ 29,024,844$ 26,568,388$ 30,538,282$ 1,513,438$ 5.2%

GENERAL FUND

BUDGET OVERVIEW


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Authority management feels that the highly qualified and dedicated personnel of the Authority should receive wages and benefits that are at least equitable with those of other departments/districts in the greater Phoenix area. A salary study was completed in March 2020 to determine if the Authority wage scale was competitive with other jurisdictions. The results of the survey and the proposed salary scale modifications are detailed later in this document.

Assessed Valuation Summary: NCFMD and SCFMD’s assessed property valuations increased for Fiscal Year 2020‐21. According to the Maricopa County Assessor’s Office, the 2020 certified taxable value for North County Fire & Medical District is $526,772,718. This represents a 5.6% increase over the 2019 certified taxable value. The 2020 certified taxable value for the South County Fire & Medical District is $281,771,293. This represents a 6.4% increase over the 2019 certified taxable value.

Tax Rate Summary: North County Fire & Medical District and South County Fire & Medical District are maintaining the same tax rates as in the prior fiscal year, $2.8644 per $100 of primary assessed value for North County and $3.20 per $100 of primary assessed value for South County. The projected rates are still well below most fire districts in Arizona. Currently, 36% of all Maricopa County full‐time career fire districts are operating at or above the $3.25 tax rate cap. Arizona Revised Statutes §48‐807(F) states that the tax rate typically cannot exceed $3.25 per $100 of assessed value.]


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General Fund Revenues are projected using available information and historical projections. The Fiscal Year 2020‐21 budget includes funding from several different sources. The largest portion of the Authority’s revenues will be provided through property taxes assessed by NCFMD and SCFMD. These taxes, as well as the Fire District Assistance Tax, will be collected and remitted by Maricopa County on behalf of the Authority.

Table 9

Property Taxes: NCFMD and SCFMD property taxes are levied based on a calendar year although the Districts operate on a fiscal year basis. The NCFMD and SCFMD property taxes will constitute most of the Authority’s revenues, totaling 78.7% in Fiscal Year 2020‐21. Property values are established as of January 1 of each year and the tax rates on those values are set by the Maricopa County Assessor in August of each year. The Maricopa County Treasurer’s Office invoices and collects the property taxes for the Districts. The Fiscal Year 2020‐21 tax rate for North County Fire & Medical District is set at $2.8644 per $100 of secondary assessed valuation. The

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate FY19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

REVENUES

Property Taxes 19,904,667$ 22,767,508$ 22,084,482$ 24,105,559$ 1,338,051$ 5.9%

Shared Property Tax Revenues (23,230) (65,000) (50,010) (60,000) 5,000 ‐7.7%

Fire District Assistance Tax (FDAT) 812,432 1,117,711 1,084,179 1,123,823 6,112 0.5%

Health & Medical Revenues 3,897,898 4,500,000 3,952,525 4,398,768 (101,232) ‐2.2%

Program Revenues 778,683 113,960 197,600 108,200 (5,760) ‐5.1%

Miscellaneous Revenues 712,794 590,665 430,756 861,932 271,267 45.9%

Total Revenues 26,083,244$ 29,024,844$ 27,699,533$ 30,538,282$ 1,513,438$ 5.2%

GENERAL FUND

REVENUE OVERVIEW

Chart 1


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Fiscal Year 2020‐21 tax rate for South County Fire & Medical District is set at $3.20 per $100 of secondary assessed valuation. These revenues are generated by the factoring of the adopted tax rates as applied to the Net Assessed Valuation (NAV) of the Districts. A portion of the NCFMD tax revenues, related to the 2015 Pinnacle Peak Annexation Agreement, will be shared with the City of Peoria on an annual basis.

Outlook: The NAV for North County Fire & Medical District is reported as $526,772.718, an increase of 5.6% over the previous year. The NAV for South County Fire & Medical District is reported as $281,771,293, an increase of 6.4% over the previous year. These values are established by the Maricopa County Assessor’s Office in accordance with statutorily mandated guidelines. It is anticipated that for the next two years, growth will continue at a similar pace. However, with the two‐year time lag for property valuation re‐assessments, the Authority anticipates that the growth will likely slow down, due to the pandemic, in 2023.

Major Influences: Normal factors affecting property tax revenues include population, development, property value, tax rate and tax assessor appraisal. Changes in legislation could also influence this revenue stream. The pandemic has now added a new factor. The depth of the economic challenges related to COVID‐19 are largely unknown at this time.

Fire District Assistance Tax (FDAT): FDAT is allocated to each fire district within a county based on a formula outlined in Arizona Revised Statutes §48‐807. The FDAT funding is derived from a tax that is assessed to all properties within Maricopa County. The annual maximum allowable FDAT revenue is $400,000 annually or 20% of a District’s property tax levy, whichever is the lesser amount. State statue provides for consolidated districts to average their FDAT taxes over the previous five years and then combine them with the merged District to get the full amount of FDAT for current and future periods. North County will receive $591,101 and South County will receive $533,722 of FDAT for Fiscal Year 2020‐21. The Districts are projected to receive a total of $1,123,823 during Fiscal Year 2020‐21 in FDAT funding which will account for 3.7% of the Authority’s overall revenue budget. Health & Medical Revenues: The Authority’s Health & Medical Revenues are derived from the emergency and non‐emergency ambulance transport fees collected by NCFMD and SCFMD, along with other medically related revenues. NCFMD and SCFMD have Certificates of Necessity (CON) which allow each District to operate ambulances (excluding the Tonopah area). The Authority also provides an Ambulance Membership Program, which is discussed below.

Outlook: Health & Medical revenues for Fiscal Year 2020‐21 are projected to decrease by 2.2% in Fiscal

Year 2020‐21. The decrease is attributed to declining calls for medical services and ambulance transports.

The decline in transports is directly related to the COVID‐19 pandemic. The Authority’s Ambulance

Membership Program, which allows residents within the boundaries of the Authority (excluding the

Tonopah area) to purchase a subscription plan that would typically eliminate any out‐of‐pocket expenses

for ambulance transports provided by the Authority, is expected to continue to expand. Residents are

billed for any outstanding co‐pays or deductibles if they are transported in an Authority ambulance.

Residents who do not purchase a subscription plan would be responsible for any costs associated with

ambulance transport, as those costs will no longer be subsidized by the Authority. A new medical program


Page 49 of 129

is expected to commence in Fiscal Year 2020‐21. The program sponsored by the Center for Medicare and

Medicaid Innovation’s (Innovation Center) and titled the Emergency Triage, Treat, and Transport (ET3)

program. This five‐year payment model program will provide greater flexibility to the Authority’s

ambulance care teams to address emergency health care needs of the Authority’s Medicare beneficiaries

following a 9‐1‐1 call. Under the ET3 model, the Centers for Medicare & Medicaid Services (CMS) will fund

the Authority for 1) transporting patients to a hospital emergency department (ED) or other destination

covered under the regulations, 2) transport patients to an alternative destination (such as a primary care

doctor’s office or an urgent care clinic), or 3) provide patient treatment in place with a qualified health

care practitioner, either on the scene or connected using telehealth. The projected reductions in revenues

for Fiscal Year 2020‐21 are currently expected to rebound in Fiscal Year 2021‐22.

Major Influences: Health & Medical Revenues are influenced by insurance reimbursements, population growth, aging population, membership program subscribers, competition for interfacility ambulance transports and fluctuation in the demand for current services provided by the Authority.

Program Revenues: The Authority’s Program Revenues include Construction Fee Revenues, Operational Fee Revenues, Prevention Service/Fee Revenues, State Land/Wildland Revenues, and Special Program Revenues (i.e., Lockbox Program, Smoke Alarm Program, etc.).

Outlook: The Authority’s Program Revenues will comprise approximately .1% of the Authority revenues and are projected to decrease by 2.2% for Fiscal Year 2020‐21. Revenues for this category are difficult to predict; therefore, the Authority has estimated this line item conservatively.

Major Influences: Some of the major influences on program revenues include population fluctuations; Authority development, construction, and tenant improvement projects; the number of Authority wildland deployments; and the development and/or cessation of Authority programs and services.

Miscellaneous Revenues: Miscellaneous Revenues include, but are not limited to, contracts for emergency service responses, cell tower lease revenues, public records requests, and incident report copies.

Outlook: This category is projected to increase by 44.7% for Fiscal Year 2020‐21 and will contribute to approximately 2.8% of the Authority’s revenues.

Major Influences: The major change in this category is due to the Authority being awarded the Staffing for Adequate Fire and Emergency Response (SAFER) grant for three years. This allowed the Authority to hire an additional 3 firefighters in Fiscal Year 2019‐20. These firefighters have been assigned to Station 341 in Tonopah. The grant will reimburse 75% of the salaries and benefits for those firefighters in Fiscal Year 2020‐21.


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The Authority’s Expenditures are classified into four general categories: Wages and Benefits, Operating Expenditures, Training and Development, and Debt Service. The following pages present details regarding each of these expenditure categories. Each expenditure category will be discussed in detail in various segments of this document under the appropriate division/program sections. Each section outlines areas of responsibility and the contributing expenditure accounts.

Personnel: Personnel Compensation and Benefits, which comprises 80.5% of the Authority’s budget, experienced a net increase of 4.9%. This is largely a result of costs associated with the programmed personnel merit increases, an increase in the PSPRS retirement contribution rate, and increases in health and dental insurance costs.

Maintenance & Operating Expenditures: There was a 7.0% increase in Maintenance & Operating (M&O) expenditures. Some of the notable increases were an increase in apparatus repairs & maintenance, computer software licensing and additional contingency funding.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

EXPENDITURES

Wages & Benefits 21,815,981$ 23,447,640$ 22,579,428$ 24,597,898$ 1,150,258$ 4.9%

Maintenance & Operating Expenditures 3,461,251 4,369,495 3,352,418 4,725,960 356,465 8.2%

Training & Development 141,556 242,505 121,337 249,216 6,711 2.8%

Debt Service 536,710 965,204 515,205 965,208 4 0.0%

Total Expenditures 25,955,498$ 29,024,844$ 26,568,388$ 30,538,282$ 1,513,438$ 5.2%

GENERAL FUND

EXPENDITURE OVERVIEW

Table 1

Chart 1


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Training and Development: Authority Training and Development costs are expected to increase by 2.8% for Fiscal Year 2020‐21. Increased costs are largely attributable to increasing Support Services training.

Debt Service & Depreciation: Debt Service is projected to remain the same unless that Authority refinance the current lease. Debt Service accounts for 3.4% of the Authority’s overall expenditure budget.


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The following pages present the detailed budget plan, response goals, strategic objectives, critical tasks, performance measures and authorized staffing levels for Fiscal Year 2020‐21. The sections are divided by operational division/programs as shown on the Authority Organizational Chart (Chart 1).

Chart 1

In keeping with the Authority’s commitment to continuously evaluate Authority effectiveness and efficiency,

some adjustments to the Organizational Chart/Staffing Plan for Fiscal Year 2020‐21 have been made. The details

regarding the modifications are described below.

DIVISIONS / PROGRAMS BUDGETS


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The Deployment, Emergency Medical Services, Training, and Support Services Divisions are overseen by an Assistant Chief. Personnel assigned to field deployment/operations are both sworn and non‐sworn (civilian) personnel. The Authority maintains a part‐time non‐sworn personnel group that assists with Authority staffing requirements. The Authority’s staffing plan addresses many of the recommendations as stated by the National Fire Protection Association (NFPA) Standard standards. It also addresses daily scheduling challenges that arise from attrition, approved personnel leave usage, work related injuries and increased complexity in the daily responsibilities.

For Fiscal Year 2020‐21, the Authority plans to implement a Pilot Shift Commander program. The program will require the promotion of three Authority Battalion Chiefs to Deputy Chief / Senior Advisors, with one Deputy assigned to each of the Authority’s three shifts. The goal of the pilot program is to improve shift consistency and communications. The Deputy Chiefs responsibilities will include: coordinating and monitoring crews’ emergency responses to incidents, training, and participation in public education events; assigning, coordinating, managing and/or resolving Authority projects, assignments, or issues, which may be delegated or distributed by the Assistant Fire Chief or initiated at the battalion level; supervising BCs on their assigned shift, the Fire Captain assigned as their Battalion Safety Officer (BSO), and Fire Captains at stations in their battalion; functioning as the Senior Advisor on major incidents, which involves advising on tactical strategy and overseeing the completion of services on major fires, as well as medical, hazardous materials, and other major incidents; advising Fire Captains on corrective action and discipline for employees in their battalions and coordinating and overseeing the disciplinary process; and monitoring and coordinating coverage for emergency response throughout the Authority. Shift Commanders will also be responsible for functioning as the responding BC for their battalion. The new Deputy

DEPLOYMENT SECTION PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21

Assistant Chief 0.0 1.0

Deputy Chiefs 1.0 3.0

Battalion Chiefs 6.0 3.0

Captains 27.0 27.0

Engineers 27.0 27.0

Firefighters 45.0 45.0

Firefighter Rovers 15.0 15.0

EMS Personnel 36.0 36.0

Part‐Time EMS/FF Personnel 30.0 30.0

TOTAL PERSONNEL ASSIGNED 187.0 187.0

DEPLOYMENT/EMS‐TRAINING/SUPPORT SERVICES DIVISION


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Chiefs Shift will supervise the Battalion Chiefs in Battalion 231 and report to an Assistant Chief. Deployment Overview

The Deployment Section represents the most visible aspect of the Authority’s mission. A major consideration in the delivery of effective emergency services is the timeframe, or emergency response time, in which these services are delivered. Emergency response time is defined as the elapsed time from the moment a call is received in the Regional Dispatch Center until the first unit arrives on scene. As a part of the accreditation process through the Commission on Fire Accreditation International (CFAI), Standards of Cover (SOC) were developed for emergency response. The SOC is based on empirical study and demonstrates continuous improvement strategies that include deployment considerations, minimum response times, and standards of cover assessments. These improvement strategies are used to establish formal performance measures or response goals for the Authority. The emergency response performance measure has been segmented into three components which are identified as Call Processing Time, Turnout Time, and Response Time Standards, or travel time, to the incident. The Authority compares emergency responses against these goals to determine the effectiveness of its emergency responses. Details regarding each performance measure are listed below. Authority Call Processing Time: The Authority will work with the Regional Communications Center to strive for an emergency call processing time of sixty (60) seconds or less, 90% of the time. Turnout Time: A critical component of response time is turnout time (the amount of time that passes between the incident being broadcast to firefighters and the time that Authority fire apparatus is in route to the emergency). Turn out time standards are as follows:

Response Time Standards: The Authority will always strive to deliver emergency services in a safe and efficient manner. The response time goals for each type of response, including call processing time and turnout time, are detailed as follows:

0:10:00

0:12:00

First Due Company 0:06:00

0:08:00

Resource

Response Time

Standard

Urban

Response Time

Standard

Rural

FIRE SUPPRESSION RESPONSE TIME STANDARDS

Initial Full Alarm Assignment

0:01:00 90%

0:01:30 90%

0:01:30 90%

0:01:45 90%

EMERGENCY OPERATIONS RESPONSE TIME STANDARDS

Fire Incidents (07:00 ‐ 22:00 Hours)

Fire Incidents (22:01 ‐ 06:59 Hours)

Type of IncidentTurn‐Out Time

StandardPerformance

EMS (07:00 ‐ 22:00 Hours)

EMS (22:01 ‐ 06:59 Hours)


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The information above is presented in the form of Hours:Minutes:Seconds (00:00:00) to represent the length of time for each goal at the 90th percentile. The Authority’s service areas are divided into demand zones. These demand zones will have specific response goals based on population density, travel distances and other factors. The response goals will vary based on the nature of the response in a given area. “Urban” represents suburban areas of the Authority. “Rural” include the rural areas of the Authority. Maintaining staffing recommendations and response times within these guidelines assists the Authority and its member Districts in meeting their Certificate of Necessity (CON) mandates for the provision of ambulance services, in maintaining and expanding Accreditation to the entire Authority, and in maintaining its Insurance Services Office (ISO) rating of Class 1 in the urban areas of the entire Authority. The Authority uses an example to demonstrate performance as compared to the established response goals for FY 2019‐20. The table below displays data for all emergency calls that occurred to date in FY 2019‐20. It lists the emergency response time and the three performance measure components as established under the response goals. The information is presented in the form of Hours:Minutes:Seconds (00:00:00) to represent the length of time in which each component was performed at the 90th percentile. Authority Staff is charged with updating and expanding these response goals during FY 2020‐21 and will be reevaluating the Standards of Cover and demand zone boundaries in preparation for an Authority‐wide accreditation evaluation in FY 2020‐21. In addition, future response time data will be expressed in fractals and percentiles as opposed to averages to better represent actual goals and response times achieved.

0:10:00

0:09:30 (TRT)

0:12:00

Balance of Units 0:06:30 (TRT)

EMERGENCY MEDICAL RESPONSE TIME STANDARDS

Resource

Response Time

Standard

Urban

Response Time

Standard

Rural

First Due Unit 0:06:00

Balance of Units 0:08:00

0:06:00 0:10:00

0:12:00 0:14:00

0:06:00 0:10:00

0:12:00 0:14:00Technical Rescue ‐ Balance of Units

Resource

Hazardous Materials ‐ First Due Company

Hazardous Materials ‐ Balance of Units

SPECIAL OPERATIONS RESPONSE TIME STANDARDS

Response Time

Standard

Urban

Technical Rescue ‐ First Due Company

Response Time

Standard

Rural


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Along with the Response Time Standards as discussed above, the Authority also establishes certain on‐scene Performance Objectives. These performance objectives define the Authority’s goals once responding units have arrived on the emergency scene. The following paragraphs detail the Authority’s Performance Objectives: Deployment Performance Objectives:

The first objective is stopping the escalation of a fire. Typically, this includes search and rescue for victims, confining the fire to the room of origin, and limiting the heat and smoke damage to the immediate area of the room of origin. The first arriving engine company initiates search/rescue and fire attack operations. The second arriving engine company provides a back‐up line and/or a Rapid Intervention Crew (RIC). The first arriving ladder company provides ventilation and loss control measures, as necessary. The response shall be capable of providing a 500 gallon per minute initial fire attack. An effective fire force is comprised of a minimum of fifteen (15) personnel deployed via engine companies, ladder/ladder tender(s), rescue unit(s) and battalion chief(s). Upon notification of a “working fire”, additional personnel will be automatically dispatched via engine companies, ladder trucks, and various other vehicles. Special Operations Performance Objectives:

Hazardous Materials: To isolate, evacuate, and identify the hazardous material(s) that created the emergency and mitigate the hazard.

Technical Rescue: To initially determine the number, location, and condition of victims involved in the incident and to extricate the victim(s) using the lowest risk option possible.

An Effective Response Force (ERF) will be composed of eight to fourteen personnel deployed in engine and ladder companies, rescue units, hazmat or technical rescue apparatus and battalion chief(s).

Firefighting and Personal Protective Equipment: This section contains all expenditures related to firefighting and personal protective equipment acquisition, maintenance, and supplies. The Authority will strive to obtain and maintain the appropriate tools for personnel to safely and effectively provide the services necessary to protect Authority residents. The Personal Protective Equipment (PPE) Program ensures that all Authority firefighting personnel possess two sets of PPE clothing and equipment which is maintained in a safe and functional condition. The Program is also responsible to regularly maintain, replace, and/or repair any component of the assigned PPE equipment and to perform other related

2019

0:01:23

0:01:15

0:06:12

0:08:53

TOTAL RESPONSE TIMES ‐ ALL INCIDENTS

Component

Call Processing Time

Turn‐Out Time

Travel Time

Total

2018

0:01:23

0:01:15

0:06:12

0:08:53


Page 57 of 129

tasks as required. The Authority initiated a Cancer Reduction Program based on a review of the 2013 National Institute for Occupational Safety and Health (NIOSH) Cancer Study. Components of the Program include: 1. Dual turnout program to reduce health and cancer risks; 2. Hood exchange program to reduce carcinogen exposures; 3. Turnout cleaning standard operating procedures; 4. “Cancer Prevention Initiative” standards of practice based on the Firefighter Cancer Support Network White Paper; 5. Implement station clean zones and Station Shoe Policy to minimize transport of toxins into station living quarters. This Program was expanded to include all Authority suppression personnel in 2017 and will now be maintained with ongoing education and resource support in order to enhance the wellness of Authority personnel and manage or minimize the potential overarching costs that accompany a cancer diagnosis. The following table outlines the expenditure accounts associated with the Firefighting and Personal Protective Equipment Section of the budget:

Budget Highlights:

The decrease in the firefighting equipment routine maintenance budget is largely a result of the removal of the funding for the electric smoke ejectors that were purchased in Fiscal Year 2019‐20.

The decrease in Rehabilitation Unit Equipment is the result of decreasing need for supplies.

Wildland Deployment Program:

During Fiscal Year 2019‐20, the Authority experienced 9 major deployments of personnel and apparatus to three different states. The Authority plans to continue this program as it provides numerous benefits to both the Authority and the firefighters who participate in it. Wildland Deployment revenues and expenditures are difficult to predict. Fiscal Year 2019‐20 realized revenues at one of the highest levels since the inception of the Wildland Program. The Fiscal Year 2020‐21 season predictions are similar. Even with these estimates, the Authority’s Wildland Team may be deployed several times or not at all during any given year depending on the number, length, and size of the wildland fires that occur nationwide. Due to the unpredictable nature of wildfires, including when and where they might strike, the Authority may show significant fluctuations in the associated annual revenue and expenditure budgets for this Program. Revenues are expected to meet the anticipated fiscal year expenditures based on continuing program costs.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

543000 ∙ Firefighting Equipment R/M 6,623$ 10,000$ 4,559$ 11,000$ 1,000$ 10.0%

543010 ‐ Personal Protective Equipment R/M 10,790 17,500 20,530 17,500 ‐ 0.0%

571000 ∙ Firefighting Equipment 28,340 26,000 24,098 16,750 (9,250) ‐35.6%

573000 ∙ Protective Equipment 67,904 65,000 69,538 65,000 ‐ 0.0%

576000 ‐ Rehabilitation Unit Equipment ‐ 5,000 894 1,200 (3,800) ‐76.0%

577000 ‐ Drone Program ‐ ‐ ‐ 2,500 2,500 100.0%

Total Firefighting & PPE 113,657$ 123,500$ 118,725$ 110,250$ (8,250)$ ‐6.7%

FIREFIGHTING & PPE EXPENDITURES


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Wildland deployments have provided Authority firefighters with invaluable experience and knowledge in wildfire and urban interface tactics and strategies and brought in approximately $293,000 in revenue in Fiscal Year 2019‐20.

The following table outlines the expenditure accounts associated with the Wildland section of the budget:

Budget Highlights:

The Wildland budget is being increased this year to accommodate the purchase of additional wildland equipment necessary for wildland / brush fires which occur in the Authority’s rural areas and can be utilized on out of Authority responses as well The number of deployments for the coming year is uncertain. Due to the unpredictability of deployments, the revenues for Wildland are budgeted at the same amount as the expenditures.

The Wildland Deployment Program’s Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the services are reaching the targeted results.

WILDLAND SECTION PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21

Wildland Red Card Engine Boss 5.0 5.0

Wildland Red Card Firefighters 20.0 20.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

572000 ∙ Wildland Equipment & Deployment 14,690$ 17,500$ 17,500$ 20,700$ 3,200$ 18.3%

623500 ∙ Wildland Training Expenditures 5,943 7,260 3,665 9,500 2,240 30.9%

Total Wildland 20,633$ 24,760$ 21,165$ 30,200$ 5,440$ 22.0%

WILDLAND EXPENDITURES

WILDLAND SECTION PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

22 9

4 4

1 1

19 20

Wildland Deployments

Wildland Re‐Certified Engine Boss

Wildland Engine Boss Trainees

Wildland Red Card Re‐Certified Firefighters

DESCRIPTION


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Regional Wildland Specialist ‐ Car 1019

During Fiscal Year 2019‐20 alone, there were 9 brush fire incidents within the Authority jurisdiction that involved multi agency coordination with Automatic Aid, Mutual Aid, Arizona Department of Forestry and Fire Management (DFFM) and Federal resources. The Central Arizona Life Safety Council (CALSAC) Regional Operations Consistency Committee (ROCC) identified that Brush and Urban Interface fire incidents needed wildland trained personnel to advise Incident commanders and help provide for overall firefighter safety.

The Car 1019 Program is designed to have a designated wildland trained firefighter respond to incidents both within the Authority`s jurisdiction as well as outside of the Authority through Automatic and Mutual Aid to help provide this needed support. Car 1019 participates in multi‐agency coordination training which includes other Regional Car xx19 partners and AZ DFFM typically in April of each year, which is that start of the Brush and Urban Interface fire season. Car 1019 is programmed to be in service from May 1 through August or the start of the Arizona monsoon season.

Self‐Contained Breathing Apparatus (SCBA):

The Self‐Contained Breathing Apparatus (SCBA) program ensures all necessary SCBA equipment is maintained in a safe and functional condition, and provides for the regular service, replacement and/or repair of any SCBA equipment components. The Program is also responsible for performing fit testing on SCBA and HEPA masks for appropriate personnel as required.

The following table outlines the expenditure accounts associated with the SCBA Equipment section of the budget:

Budget Highlights:

The Authority continually has equipment and expenditure needs associated with the SCBA program and with additional staff using the equipment, the costs to maintain the program have increased.

The Self‐Contained Breathing Apparatus (SCBA) Section Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It

SELF‐CONTAINED BREATHING APPARATUS (SCBA) PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21

Support Services Diviion Chief 1.0 1.0

SCBA Technicians 7.0 7.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

543500 ∙ SCBA Equipment R/M 8,084$ 8,500$ 8,493$ 10,600$ 2,100$ 24.7%

574000 ∙ SCBA Equipment 3,997 5,000 ‐ 6,380 1,380 27.6%

Total SCBA Equipment Program 12,081$ 13,500$ 8,493$ 16,980$ 3,480$ 25.8%

SCBA EQUIPMENT PROGRAM EXPENDITURES


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quantifies the efficiency and effectiveness of past actions. It can also determine whether services are reaching the targeted results.

Honor Guard: During Fiscal Year 2018‐19, the Honor Guard program was implemented. Several Authority personnel were trained and attended many events. The team performs colors details at civic occasions, such as public parades and special community events as requested. They also perform colors details at many Authority events such as dedications, graduations, promotional and awards ceremonies. The Honor Guard plans, organizes, and performs at funeral and memorial services for Authority personnel. The team also assists other agencies with funeral and memorial services when requested. Members of the Honor Guard have already participated in many state and national events. The following table outlines the expenditure accounts associated with the Honor Guard section of the budget:

Budget Highlights:

Although there were no expenditures in Fiscal Year 2019‐20, the Authority anticipates the need for supplies in Fiscal Year 2020‐21 to adequately maintain the program.

FISCAL YEAR 2020‐21 DEPLOYMENT SECTION FOCUS

This section outlines the direction for the Deployment Division for the current and coming fiscal year. Included are the Division’s assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. The Sections Performance Measures for the coming year were included with each Section and Program listed. Many of the current year objectives and critical tasks are undergoing changes based on organizational changes within the Authority. Some of these tasks will continue into Fiscal Year 2020‐21.

SELF‐CONTAINED BREATHING APPARATUS (SCBA) SECTION PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

67 67

140 140

3 3

2 2

4 4

DESCRIPTION

SCBA Units Maintained

Annual Fit Tests to be Performed

Rapid Intervention Crew (RIC) SCBA Units Maintained

SCBA Air Compressors Maintained

SCBA Training Sessions Conducted

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

563000 ‐ Honor Guard Supplies 11,912$ $ 5,000 $ ‐ $ 5,000 ‐$ 0.0%

Total Honor Guard 11,912$ 5,000$ ‐$ 5,000$ ‐$ 0.0%

HONOR GUARD EXPENDITURES


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Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5G – Emergency Medical Services (EMS)

Emergency Response / Effective Deployment of Resources: The Authority’s current operational procedures ensure that exceptional and efficient emergency services are provided and that Authority personnel are appropriately assigned to provide the safest and most cost‐effective results. Objectives related to emergency response and effective deployment of resources are outlined below: Objective: Analyze current response/deployment practices Critical Tasks Timeline: FY20‐21 – Re‐Accreditation Process

Evaluate the effectiveness and efficiency of the Authority’s emergency response/deployment model utilizing Authority Standards of Cover assessment.

Research best response/deployment practices and standards including revision of response goals for all response zones.

Wittmann & Tonopah Area Location and Response Analysis

Objective: Analyze AFMA’s wildland/urban interface risks Critical Tasks Timeline: FY 20‐21

Identify high risk areas of the Authority

Promote awareness and safety through Community Outreach

Conduct annual brush fire and urban interface training for Authority crews Objective: Complete the Commission on Accreditation of Ambulance Services (CAAS) process and any necessary additional program components for Authority wide consistency Critical Tasks Timeline: FY 20‐21

Complete necessary documentation for onsite accreditation review

Schedule panel of reviewers for onsite reviews consisting of visitation, interviews, and observation

Emergency Medical Services/Training: Emergency Medical Services: The Emergency Medical/Transport Services (EMS) Section is responsible for emergency ambulance operations, part‐time EMS staffing, medical supplies and equipment and all programs related to providing emergency medical services to the communities served by the Authority.


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EMS is responsible for managing the Authority’s Ambulance Membership and Interfacility Transport Programs, as well as overseeing the general safety and health of Authority employees. The goal is to educate employees regarding safety awareness and to assist them in maintaining a minimum level of physical conditioning to prevent personal injury during job performance. The Authority will continue to provide facilities and trainers to encourage self‐awareness of individual physical abilities as well as strengths and weaknesses. By increasing awareness of potential safety hazards both on emergency scenes and in the Authority’s facilities, the Authority will strive to reduce the occurrence of workplace accidents and injuries. The Interfacility Transport Program provides for the non‐emergency ambulance transport of patients from medical facilities. This Program has proven to be very successful and will continue to grow which necessitates continued planning for additional apparatus and additional personnel as needed.

The following table outlines the expenditure accounts for the Emergency Medical Services Division:

Budget Highlights:

The increase in EMS/Medical Equipment Repairs/Maintenance is due to increased costs in the maintenance contracts to service the EMS equipment.

The increase in Health & Medical Equipment is largely due to purchasing a software program that will enhance the Authority personnel’s patient treatment and drug dosing procedures.

Emergency Medical Performance Objectives:

The objective of the Emergency Medical Operations is to stop the escalation of a medical emergency within the capabilities of the effective response force. Specifically, this includes assessment of patients and prioritizing care

EMERGENCY MEDICAL/TRAINING PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21


Division Chief 1.0 1.0

EMS Manager 1.0 1.0

Captain 0.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

544000 ∙ EMS/Medical Equipment Repairs/Maint 14,418$ $51,076 $14,921 $67,925 16,849$ 33.0%581000 ∙ Medical Licenses & Registrations 3,238 3,500 2,928 2,950 (550) ‐15.7%582000 ∙ Health & Medical Equipment 16,913 20,000 24,122 33,470 13,470 67.4%

583000 ∙ Health & Medical Supplies 193,880 195,000 197,262 195,000 ‐ 0.0%583500 ‐ Medical Direction 55,304 56,480 51,023 63,480 7,000 12.4%584000 ∙ Pharmaceutical Supplies 20,389 35,000 31,408 41,000 6,000 17.1%

Total Emergency Medical/Transport Services 304,142$ 361,056$ 321,663$ 403,825$ 42,769$ 11.8%

EMERGENCY MEDICAL SERVICES EXPENDITURES


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to minimize death and disability. This also includes successful intervention in life‐threatening emergencies, stabilizing patients to prevent additional suffering, and providing basic or advanced life support and transportation to a treatment facility, as necessary. An effective response force of three to six personnel with a minimum of two paramedics deployed via ambulance/medic unit, engine company, and/or ladder company or other units as necessary to initiate basic or advanced life support activities as appropriate.

Training/Safety: The Training/Safety Section provides coordination for both the training and development of current deployment/operations personnel, as well as providing an active role in the recruitment of new Authority personnel. However, a large focus of this section is to provide ongoing training for fire suppression personnel. Continuing education is required by local, state, and federal regulations and standards (including NFPA Standards Volume 10, OSHA Regulations 29 CFR 1910, the Arizona State Fire Marshal’s Office, and the Valley Automatic‐Aid Consortium). This section also coordinates instruction on any new organizational procedures and guidelines.

In addition, this section coordinates emergency and medical training for Authority personnel to include Emergency Medical Care Technician (EMCT), Certified Emergency Paramedic (CEP), Chest Compression Only (CCO), Cardiac Pulmonary Resuscitation (CPR), and Automated External Defibrillation (AED). Federal and State entities manage standards of training and frequency of recertification and set minimum training requirement levels that must be adhered to for the Authority to remain eligible to provide pre‐hospital emergency care to its citizenry. It will be an Authority priority to continue to facilitate an EMS Training Program which provides a large portion of the re‐certification training requirements in‐house thus reducing offsite travel costs. In‐house Paramedic and EMCT recertification processes meet the standards as established by the State of Arizona.

EMERGENCY MEDICAL/TRAINING SERVICES PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

60 75

80 95

5,000 5,100

100% 100%

DESCRIPTION

Employee CPR Training Participants

EMS Training Hours

Documentation Quality Assessment (%)

In‐House EMS Training

Paramedic Refresher Training Course Participants


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The following table outlines the expenditure accounts associated with the Training/Safety section of the budget:

Budget Highlights: Adequate funding to train and develop Authority staff. Continuing Education (this is the key component to ensuring that Authority personnel are prepared to lead

the Organization in the future and this area provides funding for succession planning).

The Training Performance Measures are included below. Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether services are reaching the targeted results.

TRAINING/SAFETY PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21



EMS Manager 1.0 1.0

Training Captain 1.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

565000 ‐ Safety Materials & Supplies 50$ 1,000$ 814$ 800$ (200)$ ‐20.0%

622000 ‐ ESD Fitness & Safety Training 99 2,500 ‐ 4,500 2,000 80.0%

623000 ∙ Educational Expenditures 73,486 92,000 71,787 86,787 (5,213) ‐5.7%624000 ∙ Training Materials 2,307 13,000 1,664 15,000 2,000 15.4%

625000 ∙ Travel Expenditures 5,448 5,000 2,505 5,000 ‐ 0.0%626000 ‐ Health & Safety Training ‐ 5,000 1,999 2,500 (2,500) ‐50.0%

651000 ∙ EMS Educational Expenditures 7,280 10,500 1,276 21,500 11,000 104.8%651500 ∙ Health/Medical Educational Expenditures 744 2,000 ‐ 4,250 2,250 112.5%

652000 ∙ EMS/Medical Training Materials 1,159 5,000 852 4,025 (975) ‐19.5%

653000 ∙ EMS/Medical Travel Expenditures 2,311 10,000 4,633 8,852 (1,148) ‐11.5%

Total Training/Safety 92,884$ 146,000$ 85,530$ 153,214$ 7,214$ 4.9%

TRAINING/SAFETY EXPENDITURES

TRAINING/SAFETY PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

8,994 10,000

3,112 4,500

34,413 30,000

2,088 3,000

Company Training Hours

Officer / Professional Development Training Hours

Driver / Operator Training Hours

Special Operations Training Hours

DESCRIPTION

Training & Development


Page 65 of 129

The following accounts outline the expenditures associated with the delivery of Training/Safety programs by the Authority:

Budget Highlights:

Safety training funds will be provided for Health Safety Officer and Incident Safety Office certifications for Captains and Battalion Chiefs who have not obtained these certifications and require them for their current assignment or program management.

FISCAL YEAR 2020‐21 TRAINING/SAFETY FOCUS

This section outlines the direction for the section for the coming fiscal year. Included are the assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Performance Measures for the coming year.

Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5G – Emergency Medical Services (EMS) Objective: Maintain and enhance current training programs and opportunities Critical Tasks

Research and identify required training (i.e. ISP, CFAI, NFPA, OSHA, etc.).

Identify and inventory current personnel training gaps.

Evaluate effectiveness and efficiencies of current Authority training program, facilities, and props.

Review and compare best practice examples from other agencies.

Identify opportunities to enhance the Authority’s training programs.

Develop and implement a formal multi‐year training plan that streamlines the training processes Authority wide and tracks/ensures that all personnel are receiving sufficient and required training.

Develop an evaluation process to measure the effectiveness of the Authority’s training

Review and re‐format Engineers Academy and Captain Academy to meet updated training/testing requirements

Review and re‐format Authority task books to define and develop critical skills and enhance leadership development programs and to allow avenues for feedback from personnel

Objective: Maintain Training Coordination Critical Tasks

Evaluate current supervisor training programs for improvement

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

547000 ∙ Fitness Equipment Repairs/Maint 2,063 4,500 1,000 6,250 1,750 38.9%565000 ∙ Safety Materials & Supplies 50 1,000 814 800 (200) ‐20.0%622000 ∙ Fitness & Safety Training 99 2,500 ‐ 4,500 2,000 80.0%

Total Training/Safety 2,878,594$ 3,373,960$ 2,975,943$ 3,537,552$ 168,592$ 5.0%

TRAINING/SAFETY EXPENDITURES


Page 66 of 129

Develop a training program for AFMA supervisors that specifically focuses on supervision, management skills, and accountability

Provide additional opportunities for future leaders to take lead roles, e.g., committees, boards, special tasks, etc.

Continue to enhance AFMA promotional testing and assessment center processes

Create a new manager development/mentorship program

Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.

Support Services Section:

The Support Services area of responsibility is two‐fold. They ensure the Authority is provided with the safest and most reliable apparatus for residents, property owners, and Authority personnel, and provides for the essential needs of each of the Authority’s eight station sites and various administration and support facilities. Support Services provides the Authority with a base work environment that is structurally and mechanically sound. Support Services is challenged to project facility, apparatus and equipment strengths and weaknesses utilizing a combination of preventative maintenance and accurate assessment of equipment life.

The Authority maintains facilities to house both the personnel and the apparatus that support the Authority’s mission. The following table outlines the expenditure accounts associated with the Support Services Facility section of the budget:

SUPPORT SERVICES PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21


Division Chief 1.0 1.0Fleet Manager 1.0 1.0

Support Services Technician I 1.0 2.0

Support Services Technician II 1.0 1.0



Page 67 of 129

Budget Highlights:

There are some fluctuations in expenditures based on changing prices and the negotiation of current contracts.

The increase in Landscaping Services is due to planned landscaping work at Station 231.

In order to effectively provide services to citizens, the Authority has a number of apparatus which require periodic repair and preventative maintenance. The following table outlines the expenditure accounts associated with the Support Services Apparatus section of the budget:

Budget Highlights:

The Outsourced Apparatus Maintenance and Support Services/Shop Supplies budgets have been increased due to historical expenditures and reevaluating funding requirements in the various categories.

The following table outlines the expenditure accounts associated with the Support Services Training section of the budget:

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

539100 ∙ Electricity 161,182$ 192,000$ 195,095$ 196,000$ 4,000$ 2.1%539200 ∙ Natural Gas 6,686 8,400 5,875 7,200 (1,200) ‐14.3%539300 ∙ Water & Sewer 38,933 40,000 35,392 36,000 (4,000) ‐10.0%539400 ∙ Telephone 44,913 45,158 39,795 49,332 4,174 9.2%539500 ∙ Refuse Services 11,038 10,492 12,600 10,335 (157) ‐1.5%541100 ∙ Internal Facility Repairs/Maint 37,125 26,500 30,437 32,000 5,500 20.8%

541200 ∙ Outsourced Facilities Maintenance 33,679 37,288 37,000 36,500 (788) ‐2.1%541300 ∙ Custodial Services 5,709 7,555 5,020 7,630 75 1.0%541400 ∙ Landscaping Services 8,514 4,250 3,475 8,800 4,550 107.1%541500 ∙ Pest Control 8,689 7,500 6,507 7,500 ‐ 0.0%541600 ∙ Fire & Security Alarm Systems 22,444 37,706 19,990 28,908 (8,798) ‐23.3%562000 ∙ Janitorial & Facilities Supplies 33,167 45,000 39,756 37,200 (7,800) ‐17.3%Total Support Services Facility 412,079$ 461,849$ 430,943$ 457,405$ (4,444)$ ‐1.0%

SUPPORT SERVICES FACILITY EXPENDITURES

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

542000 ∙ Internal Apparatus Repairs/Maint 192,112$ 195,000$ 188,396$ 198,795$ 3,795$ 1.9%542500 ∙ Outsourced Apparatus Maintenance 93,671 60,000 78,295 78,000 18,000 30.0%

546000 ∙ Support Service Equip Repairs/Maint 3,661 ‐ ‐ ‐ ‐ #DIV/0!

564000 ∙ Support Svc/Shop Supplies 39,252 32,000 38,694 40,500 8,500 26.6%

568000 ∙ Fuel (Gasoline/Diesel) 224,832 240,000 202,987 240,000 ‐ 0.0%

Total Support Services Apparatus 553,529$ 527,000$ 508,372$ 557,295$ 30,295$ 5.7%

SUPPORT SERVICES APPARATUS EXPENDITURES


Page 68 of 129

Budget Highlights:

Support Services personnel are required to maintain mechancially complex Authority appartus and

equipment in appropriate running order. This mandates expenditures for specialized technical and

mechanical training and maintaining required certifications. The budget for Support Services Training

and Travel has been increase due to the requirment of more techinical trainging and the addition of

personnel in this section.

FISCAL YEAR 2020‐21 SUPPORT SERVICES FOCUS

This section outlines the direction for Support Services Section for the coming fiscal year. Included are the assigned Strategic Plan objectives and critical tasks with their correlated accreditation self‐assessment manual criterion alignment. Also included are the performance measures for the coming year.

Strategic Priority Alignment: Strategic Priority 3 – Finance, Planning, & Infrastructure Accreditation Self‐Assessment Alignment: 6E – Tools and Small Equipment

Objective: Evaluation of future space/structure needs Critical Tasks Timeline: June 2021

Evaluate current facility space usage and functionality

Research best designs/locations

Develop an evaluation process to measure life expectancy of existing buildings

Evaluate Administration and Community Risk Management Division administrative office needs and

remodel as necessary

Complete internal feasibility study for fleet services / training facility

Complete renovation construction at Station 231

Complete tenant improvement projects at Station 341

Conduct internal feasibility study for fleet services

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

641000 ∙ Educational Expenditures 389$ 3,500$ 1,010$ 7,200$ 3,700$ 105.7%643000 ∙ Travel Expenditures 483 1,500 880 4,500 3,000 200.0%

Total Support Services Training 872$ 5,000$ 1,891$ 11,700$ 6,700$ 134.0%

SUPPORT SERVICES TRAINING EXPENDITURES


Page 69 of 129

SUPPORT SERVICES PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

10,535' 10,535'

Community Risk Management/Communications/Planning Division 1,500' 1500'

Warehouse 1,000' 1,000'

9,174' 9,174'

1,935' 1,935'

10,488' 10,488'

9,254' 9,254'

1,447' 1,447'

4,252' 4,252'

Station 106 [2030 W. Patton Rd] 15,174' 15,174'

14,851' 14,851'

Station 232 [25020 S. Alma School Rd] 11,712' 11,712'

Station 341 [36511 W. Salome Hwy] 6,000' 6,000'

82,148 82,148

28 29

15 21

24 27

67 77

100,000 100,000

Station 102 [20622 North Stardust Boulevard]

Facilities Maintained

Administration/Fleet Services [18818 North Spanish Garden Drive]

Station 231 [25455 S. Sun Lakes Blvd]

Non‐Emergency Response Apparatus

Emergency Response Apparatus (Reserve)

Station 103 [13431 West Deer Valley Drive]

Station 104 ‐ Quarters [24930 North 119th Avenue]

Station 104 ‐ Apparatus Bay [24930 North 119th Avenue]

Total Facilities (Square Feet of Space)

Emergency Response Apparatus Estimated Annual Mileage

Station 101 [19001 North Camino Del Sol]

District Health & Fitness Center [19001 N Camino Del Sol]

Apparatus Maintained

Emergency Response Apparatus (Front‐Line )

Total Apparatus

DESCRIPTION


Page 70 of 129

The Community Risk Management Division includes the following areas: Prevention, Community Assistance and the Volunteer Programs are overseen by a Deputy Chief/Fire Marshal.

Prevention:

The Community Risk Management Division (CRMD) utilizes the 5 E’s as a guide that has been set forth by the

National Fire Academy which includes Engineering, Enforcement, Education, Emergency Response and

Economics. CRMD is responsible for annual fire life safety inspections and fire code enforcement; plans review

(to include the issuance of construction permits associated with both new structures and tenant improvements);

fire investigations (origin & cause); planning and development of Authority resources; community fire and life

safety education and community/media relations.

Community fire and life safety education is the first line of defense in risk management. Through community fire

and life safety education, the Authority has a responsibility to educate the public to reduce life‐ threatening and

debilitating injuries. They are responsible for the development and delivery of all fire and life safety education

programs.

Fire inspections and fire code enforcement minimize the damage to life and property due to fires. CRMD works

with the Maricopa County Sheriff’s Office in determining the origin and cause of fires involving significant damage

or that are suspicious in nature. Authority personnel also participate in the plan review process to identify

potential fire and life safety hazards prior to the construction and/or remodel of commercial occupancies within

the Authority.

The following table outlines the expenditure accounts associated with the Prevention/Public Education portions of the budget:

PREVENTION/PUBLIC EDUCATION PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21

Deputy Chief/Fire Marshal 1.0 1.0

Assistant Fire Marshal 1.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

566500 ‐ Risk Management Materials 8,216$ $ 14,500 $ 8,648 $ 15,600 1,100$ 0.0%564900 ‐ Prevention Services Materials ‐ 4,500 231 4,400 (100) 0.0%

Total Prevention 8,216$ 19,000$ 8,879$ 20,000$ 1,000$ 5.3%

PREVENTION EXPENDITURES

COMMUNITY RISK MANAGEMENT DIVISION


Page 71 of 129

FISCAL YEAR 2020‐21 PREVENTION FOCUS This section outlines the direction for the coming fiscal year. Included are assigned Strategic Plan objectives and critical tasks with their correlated accreditation self‐assessment manual criterion alignment. Also included are the performance measures for the coming year.

Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5C – Public Education Program

Objective: Increase public awareness regarding safety and preparedness Critical Tasks Timeline: December 2020

Increase the number of residents who participate in Authority fire and life‐safety prevention activities.

Develop an evaluation process to measure AFMA resident safety and preparedness

Evaluate effectiveness of the AFMA Fire Pal Program and enhance to meet the needs of the community demographics. November 2020

Expand AFMA resident education efforts regarding disaster preparedness

Improve and expend Home Safety Survey Program

Host annual community Preparedness event in each battalion including the communities of Sun City West,

Wittmann, Sun Lakes and Tonopah

Augment CCC CPR/AED program that is taught by CRMD and Fire Corps

Objective: Reimplement Engine Company Safety Survey Critical Tasks Timeline: December 2020

Assign quarterly inspections for each shift and station

Develop engine company training on safety survey techniques

Monitor effectiveness of the Engine Company Safety Survey

Objective: Adopt Fire Code Amendment Chapter 12 Energy Systems Critical Tasks Timeline: December 2020

Draft Chapter 12 Energy Systems Fire Code Amendment for Authority adoption

Obtain Board approval for Chapter 12 Energy Systems Fire Code Amendment

Enforce Chapter 12 Energy Systems code amendment throughout the entire Authority

Develop engine company training on safety survey techniques


Page 72 of 129

Community Assistance

As a part of proactive and progressive planning, volunteer programs were created by both NCFMD and SCFMD to coordinate volunteer activities that will help make the Authority’s communities safer, stronger, and better prepared to respond to any emergency. The Authority’s volunteer Fire Corps program continues to build on the successful efforts that are currently in place in many organizations in the community that prevent crime and respond to emergencies. Programs that started through local innovation are the foundation of Fire Corps and this national approach to citizen participation in community safety.

Community relations and public information are additional functions for which this section is responsible. The Authority must continually reach the community with methods other than call response to maintain and enhance the community’s safety messages and the positive influence of the Authority. Proactive and progressive Authority planning, and development is another important program administered by this program in projecting new services and needed improvement in current service delivery to Authority residents and property owners.

PREVENTION PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

15 280

478 350

300 235

178 200

178 200

58 50

58 50

210 245

138 150

18 28

180 210

10 10

82 60

200 230

98 120

198 230

3750 4500

Hazards Abated

Community Education / Relations

News Releases & Articles

Pre‐Fire Planning Inspection Hours

DESCRIPTION

Community Risk Management Code Enforcement

Planning & Development

Permits Issued

Plat / Development Plan Reviews

Developer / Owner Consultations

Plans Reviewed

Plans Reviewed Within 30 Day Goal

Consultations

Inspections ‐ Fire Crews

Inspections ‐ Community Risk Management Staff

Fire Investigations

Fire Investigations Performed

Hours Expended in Investigations

Public Education / Community Risk Presentations

Public Education / Community Risk Participants

Construction Inspections

Hazards Noted


Page 73 of 129

The following table outlines the expenditure accounts associated with Community Assistance sections of the budget:

Budget Highlights:

The decrease in Smoke Alarm expenditures is due to the change in the Authority’s program. The Authority no longer uses volunteers to install smoke detectors. However, AFMA still offer residents the availability to purchase them.

The Crisis Response Operations/Supplies line item has been decreased due to changes in the program, there have not been expenditures in this area, however with the addition of a Service Van, there will be required expenditures in Fiscal Year 2020‐21.

The decrease in T‐Shirt Materials is due to decreased historical purchase demand..

FISCAL YEAR 2020‐21 COMMUNITY ASSISTANCE FOCUS Strategic Priority Alignment: Strategic Priority 2 – Personnel Accreditation Self‐Assessment Alignment: 7B – Recruitment, Selection, Retention and Promotion

Objective: Fire Corps/CAP Program Expansion Critical Tasks Timeline: October 2020

Implement plan developed in Fiscal Year 2018/19 to address current needs and implement modifications

and/or new services

Complete Annual Report for the Fire Chief

Standardize Fire Corps Volunteer Programs Authority wide.

Evaluate options and implement Volunteer Community Assistance/Service Van Program in South County

COMMUNITY ASSISTANCE PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21

Deputy Chief/Fire Marshal 1.0 1.0

Assistant Fire Marshal 1.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

564500 ‐ Crisis Response Operations/Supplies ‐$ $ 18,000 $ ‐ $ 14,000 (4,000)$ 0.0%

569100 ∙ Lock Box Materials 26,293 27,700 6,110 27,700 ‐ 0.0%569200 ∙ T‐Shirt Materials ‐ 1,000 ‐ ‐ (1,000) ‐100.0%

566000 ‐ Fire Corps Materials & Supplies 5,935 7,000 4,194 9,600 2,600 37.1%

569300 ∙ Smoke Alarm Materials 24,201 5,000 525 1,000 (4,000) ‐80.0%

635000 ‐ Fire Corps Training 763 2,500 439 500 (2,000) ‐80.0%

Total Community Assistance 57,191$ 61,200$ 11,268$ 52,800$ (8,400)$ ‐13.7%

COMMUNITY ASSISTANCE EXPENDITURES


Page 74 of 129

Research viability of Service Van Program in North County

Strategic Priority Alignment: Strategic Priority 1 – Service Delivery & Preparedness Accreditation Self‐Assessment Alignment: 5C – Public Education Program Objective: Identify long‐term community assistance needs within the Authority Critical Tasks Timeline: December 2020

Identify needs and existing service gaps, including but not limited to community healthcare and transportation issues

Develop an evaluation process to measure the effectiveness of implemented programs

Performance measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.

COMMUNITY ASSISTANCE PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

8 10

100 120

300 320

40 40

822 850

788 780

900 900

3000 4000

38 200

65 65

15180 17500

300 300

Service Van Volunteers 50 30

CAP Volunteer Hours Provided 7800 6000

960 1100

CAP Interactions with clients 960 1100

Fire Corps Volunteers (Battatlion 101 & 231)

Fire Corps Volunteer Training Hours

Community Assistance Program (CAP)

Lock Box Maintenance

Lock Box Installations

Lock Box Sales

Blood Pressure Checks

Child Safety Seat Installations

Smoke Alarm Checks

Home Inspections

Fire Corps Volunteer Coordination

Public CCC/CPR/AED Trainings

Public CCC/CPR/AED Participants

CAP Incidents Responded to

DESCRIPTION

Community Education / Relations

Fire Corps Volunteer Hours Provided


Page 75 of 129

The following table outlines the expenditure accounts associated with the Community Risk Management Division Training section of the budget. Funding in this category supports continuing education in the areas of code enforcement, arson investigation, community education, or other Division related training. Community education related training for employees is also necessary for the continued growth of these programs.

Budget Highlights:

The educational expenditures changes are necessary to ensure that personnel are adequately trained.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

632000 ∙ Educational Expenditures 6,161$ 9,000$ 3,681$ 10,000$ 1,000$ 11.1%

634000 ∙ Travel Expenditures 4,592 6,000 2,332 4,697 (1,303) ‐21.7%

Total Community Risk Management Training 10,752$ 15,000$ 6,013$ 14,697$ (303)$ ‐2.0%

COMMUNITY RISK MANAGEMENT DIVISION TRAINING EXPENDITURES


Page 76 of 129

The Business Services Division includes the Planning/Technical/Emergency Management Services, Financial Services, Administration and Human Resources and is overseen by an Assistant Chief.

Planning/Technical Services/Emergency Management:

The Planning Section works with the Board, Staff, citizens, and community leaders to assist in the Authority's growth and planning, both in the short and long term. This is accomplished through the coordination of a variety of planning and technical services functions that range from strategic and succession planning and growth development for the future of the Authority to assisting with annexations and legislation to ensure they reflect the Authority's vision.

The Technical Services Section advises the Fire Chief on all planning and growth‐related activities. It develops the Authority's strategic plans, succession plans, accreditation and organizational evaluation processes, customer service surveys, and continuous quality assurance methods. This section is also responsible for all information technology, data analysis, mapping, network services, software, and hardware. This section will also focus on organizational outreach and networking with peer associations, intergovernmental relations, and legislative efforts.

Technical Services is responsible for the Information Technology systems that the Authority uses on a day‐to‐day basis, which is overseen by the Authority's IT Manager. Although the Authority's Managed Service Provider supports some of the Authority's technology, the IT Manager is responsible for routine technical needs, including network administration, server management, IT security, software, hardware, and all IT project management. The Authority's information technology services have been partially outsourced to a professional informational technology provider that provides the Authority with some leased computers and manages technical needs. The IT Manager has evaluated the Authority's information technology requirements and has built a comprehensive plan. Planning/Technical Services manages emergency communications. This includes the purchase, as well as preventative maintenance and repair work, of most Authority emergency communication and preemption systems. This program is also responsible for the annual dispatch agreement with the Phoenix Fire Department, cellular services used by emergency apparatus for contacting medical control and receipt of medical direction, and communications equipment necessary to manage emergency incidents.

The Authority must maintain an effective and efficient communications system to enable quick response to emergencies and to ensure the safety of Authority personnel. This system is supported through internal personnel and external entities such as the City of Phoenix Dispatch system. The Emergency Management Section is responsible for the Authority's Emergency Management programs. The Authority faces an array of hazards and threats every year, some of which include brushfires, wildfires, and destructive storms with flooding. The Authority will continue to prepare to protect our people and critical infrastructure proactively with local, regional, state, and federal partners by establishing effective plans, including Emergency Operations Plans (EOP), the Continuity of Operations Plan (COOP), and Emergency Response Plans (ERP).

BUSINESS – FINANCIAL SERVICES/PLANNING‐TECH SERVICES


Page 77 of 129

Safety and Disaster Preparedness The Authority will continue to ensure that appropriate steps are taken to prevent disasters from occurring, minimize the impact of those that do occur, and preparing the Authority's mitigation, response, and recovery operations for large‐scale emergencies. Emergency Operations Plans

The Maricopa County Department of Emergency Management is responsible for coordinating the response

activities of county agencies. Maricopa County has established a multi‐hazard, functional plan that treats

emergency management activities generally with the unique aspects of individual disasters contained in hazard‐

specific annexes. It describes the emergency organization and the means of coordination with other entities. It

assigns functional responsibilities and details tasks to be carried out as accurately as permitted by the situation.

The Maricopa County EOP is reviewed and revised annually. It is for official use only and is not distributed to the

general public.

Continuity of Operations/Continuity of Government

Continuity planning provides a framework in which Maricopa County departments can plan for and perform their

respective essential functions during a disruption, disaster, or emergency event. It establishes policy and

guidance to ensure the execution of the essential functions for departments in the event that an emergency

threatens or incapacitates operations, and the relocation of selected personnel and functions of any essential

facilities of the department are required. Emergency Management has purchased web‐based software to assist

in the development of Continuity of Operations Planning for all County departments and jurisdictions within

Maricopa County. Administrators can access their COOP at MaricopaRegionPrepares.com. Emergency

Management's COOP is reviewed and revised annually. COOPs are for official use only and are not distributed to

the general public.

Palo Verde Generating Station Emergency Response Plan (ERP)

The State of Arizona and Maricopa County prepare and maintain a joint emergency response plan for the Palo

Verde Generating Station (PVGS) to ensure a coordinated response to protect the public from the effects of

radiation exposure in the event of an incident. This ERP is reviewed and revised annually. It is for official use only

and is not distributed to the public.


Page 78 of 129

The following table outlines the expenditure accounts associated with the Planning/Technical Services/Emergency Management sections of the budget:

Budget Highlights:

The increase in the Software Licensing budget is due to software and licensing costs.

Due to the Authority’s continuing increase in incident call volume, the Dispatching Services costs have increased.

The Commission on Fire Accreditation International (CFAI) accreditation is valid for 5 years. The Authority is currently in the process of reaccreditation.

The following table outlines the expenditure accounts associated with the Planning/Technical Services/Emergency Management Training Section of the budget. Funding in this category supports continuing education for information technology related training.

PLANNING/TECHNICAL SERVICES/EMERGENCY MGMT PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21



Emergency Manager 0.0 1.0

IT Manager 1.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

545000 ∙ Computer/Systems/Equip Repairs/Maint 89,834$ 97,712$ 93,273$ 103,674$ 5,962$ 6.1%

545500 ∙ Computer Software Licensing 117,087 130,042 145,402 182,177 52,135 40.1%

554500 ∙ Computer Hardware 6,895 22,000 18,980 15,000 (7,000) ‐31.8%555000 ∙ Computer Software 9,488 22,000 5,824 10,000 (12,000) ‐54.5%565500 ‐ Disaster Preparedness Supplies ‐ 5,000 500 3,000 (2,000) ‐40.0%559000 ∙ Accreditation 1,770 17,500 1,586 14,000 (3,500) ‐20.0%591000 ∙ Dispatching Services 702,750 760,731 760,731 798,938 38,207 5.0%592000 ∙ Communication Connections 65,567 65,000 59,944 74,600 9,600 14.8%

594000 ∙ Radio Repair 8,386 10,000 3,560 5,000 (5,000) ‐50.0%595000 ∙ Communications Parts/Equipment 3,991 10,000 1,276 5,000 (5,000) ‐50.0%596000 ∙ Network Systems 23,151 27,580 21,070 32,980 5,400 19.6%

PLANNING/TECHNICAL SERVICES/EMERGENCY MANAGEMENT EXPENDITURES

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

632500 ∙ Educational Expenditures 3,445$ 10,775$ 1,455$ 10,775$ ‐$ 0.0%

634500 ∙ Travel Expenditures 785$ 14,970 2,575 14,970 ‐ 0.0%

Total Planning/Technical/Emerg Mgmt Services Training 4,230$ 25,745$ 4,030$ 25,745$ ‐$ 0.0%

PLANNINIG/TECHNICAL SERVICES/EMERGENCY MANAGEMENT TRAINING EXPENDITURES


Page 79 of 129

Budget Highlights:

The budget is necessary to ensure Authority staff are suffiencienty prepared and trained.

FISCAL YEAR 2020/21 PLANNING/TECHNICAL SERVICES/EMERGENCY MANAGEMENT FOCUS This section outlines the direction for the Planning/Technical Services/Emergency Management Sections for the coming fiscal year. Included are the assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Performance Measures for the coming year.

Strategic Priority Alignment: Strategic Priority 3 – Finances, Planning & Infrastructure Accreditation Self‐Assessment Alignment: 4C – Resource Allocation

Objective: Continued shared services dialogue Critical Tasks Timeline: Ongoing

Explore and evaluate possible future program partnerships (shared services) / functional consolidation / mergers, and/or Joint Power Authority (JPA) partners

Identify informational strategies that highlight the value of partnering

Continually research and seek growth and expansion opportunities for the Authority Objective: Annexation and Future Growth Critical Tasks Timeline: Ongoing

Develop and maintain a plan to identify areas of opportunity for AFMA annexation

Work with landowners, developers, and other stakeholders to ensure progressive growth for the Authority Strategic Priority Alignment: Strategic Priority 5 – Technology, Data & Records Management Accreditation Self‐Assessment Alignment: 3B – Resource Allocation

Objective: Evaluate current technological systems and future needs Critical Tasks Timeline: January 2021

Determine whether existing technology continues to assist with achieving the Authority’s mission.

Evaluate areas in which technology could enhance or improve effectiveness.

Evaluate for relevance, redundancy, and obsoleteness of current systems

Evaluate cybersecurity threats and needs for AFMA and develop a plan to improve

Determine whether modern technologies would improve effectiveness.

Develop a plan to objectively test and evaluate modern technologies.

Choose appropriate technologies in accordance with the Authority’s mission and values.

Expand GIS capabilities within Technical Services through more efficient use of contractors as well as internal training and education


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Objective: Revised and/or Implement New Communications Methods & Practices Critical Tasks Timeline: January 2021

Develop an annual “Strategic Vision” report which will capture the previous year’s accomplishments as well as list the following year’s goals.

Implement new communication methods based on data obtained regarding best practice communication options for varying age groups.

Evaluate current data and records management systems / processes

Review and analyze response data regularly

Maintain social media sites such as Twitter, Facebook, and Instagram so they are active, timely, accurate

and continue to grow followers.

Collaborate with all AFMA divisions to identify performance measurement gaps

Develop a data collection and performance measurement improvement plan

Improve the current monthly and yearly activity reports to increase the quality of data collected and presented

Develop an evaluation process to measure the effectiveness of the changes implemented. Strategic Priority Alignment: Strategic Priority 4 – Communications, Coordination & Consistency Accreditation Self‐Assessment Alignment: 10A – External Agency Relationships

Objective: Create or maintain coordination, cooperation and collaboration that affords the Authority the highest levels of service in the most efficient and attainable way Critical Tasks Timeline: Ongoing

Improve cooperation, coordination, and synergy with neighboring fire service agencies.

Identify and evaluate membership in pertinent industry related groups and agencies.

Research additional potential partnerships with local and regional agencies. Strategic Priority Alignment: Strategic Priority 4 – Communications, Coordination & Consistency Accreditation Self‐Assessment Alignment: 1B – Agency Administration

Objective: Incorporate any new standards and/or legislation as required to continue to provide citizens with quality services Critical Tasks Timeline: Ongoing

Continue referencing relevant standards and legislation to enhance services, improve safety and quality, and meet industry best practices.

Evaluate compliance with all emergency services protocols and rules; make any required changes.

Utilize “acceptable solutions” or “means of compliance” when necessary to ensure compliance with standards and/or legislative mandates.


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Maintain pertinent memberships in fire and EMS related agencies to stay current with any standard or legislative changes, to actively assist with crafting new legislation, and/or to modify existing or proposed legislation potentially detrimental to the Authority.

Objective: Current Disaster Preparedness Plan Timeline: Ongoing

Evaluate existing plans, including the Maricopa County Disaster Plan and Physical/Cyber Terrorist Attack protocols.

Identify any necessary modifications needed.

Work to maintain the Authority's Emergency Operations Plan (EOP).

Work to maintain the Continuity of Operations Plan (COOP).

Complete new Disaster Preparedness Plan revision keeping it relevant, exercised, and accurate and so that it coincides with the County plan.

Objective: Strengthen the Authority's Emergency Management Section Timeline: Ongoing

Conduct surveys to determine the types of emergency‐related needs that will need to be addressed in disaster planning or provide technical support to others conducting such surveys.

Consult with officials of local, regional, and state governments, schools, hospitals, and other institutions in order to determine their needs and capabilities in the event of a natural disaster or another emergency.

Design and administer emergency/disaster preparedness training courses that teach people how to respond to major emergencies and disasters effectively.

Develop and maintain liaisons with municipalities, county departments, and similar entities in order to facilitate plan development, response effort coordination, and exchanges of personnel and equipment.

Develop and perform tests and evaluations of emergency management plans in accordance with state and federal regulations.

Inspect facilities and equipment such as emergency management centers and communications equipment in order to determine their operational and functional capabilities in emergency situations.

Keep informed of activities or changes that could affect the likelihood of an emergency, as well as those that could affect response efforts and details of plan implementation.

Keep informed of federal, state, and local regulations affecting emergency plans, and ensure that plans adhere to these regulations

Propose alteration of emergency response procedures based on regulatory changes, technological changes, or knowledge gained from outcomes of previous emergency situations.

Apply for federal funding for emergency management related needs; administer such grants and report on their progress.

Attend meetings, conferences, and workshops related to emergency management in order to learn new information and to develop working relationships with other emergency management specialists.


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Objective: Analyze current radiological protection, detection, and decontamination Timeline: Ongoing

Develop and implement training procedures and strategies for radiological protection, detection, and decontamination.

Develop instructional materials for the public and make presentations to citizens' groups in order to provide information on emergency plans and their implementation process.

Inventory and distribute nuclear, biological, and chemical detection and contamination equipment, providing instruction in its maintenance and use.

Objective: Adequately prepare for re‐Accreditation processes and requirements Critical Tasks Timeline: FY20‐21 – Re‐Accreditation Process

Obtain Authority wide CFAI accreditation

Maintain an awareness of evolving accreditation standards

Analyze policies, practices and equipment that need improvement or modification to meet industry best practices for non‐accredited areas of AFMA

Identify service gaps that negatively impact AFMA

Determine and implement changes needed to maintain accredited status Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Section’s programs and/or services are reaching the targeted results.


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Financial Services Section: Financial Services administers and maintains all financial systems utilized by the Authority. These systems include developing and maintaining the Capital Improvement Plan (CIP); focusing on operational funding; cost savings and recovery; revenue generation strategies; health, medical and customer billing; accounting; payroll; budget preparation; and purchasing services. This section also has the responsibility of ensuring that the Authority is following all applicable state and federal financial reporting statutes; including meeting all Authority budget development and financial reporting requirements outlined in Arizona Revised Statutes, Title 48. In conjunction with the Authority’s member district ambulance operations, the Financial Services section must submit an annual Ambulance and Revenue Cost Report for each District. The section compiles and submits reports to state and local governments regarding the annual budget and the preparation and undergoing of annual audits as required by state statutes. The reports are prepared in accordance with Generally Accepted Accounting Principles (GAAP), and the Governmental Accounting Standards Board (GASB) including the incorporation of GASB 34 requirements into audit and financial presentations.

PLANNING/TECHNICAL SERVICES/EMERGENCY MGMT PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

13 23

100 100

30 30

117 155

67 77

184 232

27 34

27 34

7 8

28 28

36 39

19 27

52 52

10 21

Pre‐emption Communication Systems

Intersection Receiver Systems

Apparatus Transmission Devices

Emergency Cellular/Data Communications Systems

Cellular Communications Devices

Wireless ePCR & Tablet Cellular/Data Transmission Devices

Heart Monitor/Defibrillator Cellular/Data Transmission Devices

Emergency Communications Radios

Portable Radios

Mobile Radios

Total Radios

Emergency Dispatch Systems

Mobile Computer Terminal (MCT's)

Automatic Vehicle Locator (AVL's)

Station Alerting Dispatch Systems

Information Technology

Servers Supported

Desktop & Portable Computers Supported

Critical Software Packages Supported

DESCRIPTION


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It is the goal of Financial Services to ensure that the Authority is fiscally responsible in all areas of operations. This includes administering and maintaining all financial systems utilized by the Authority as well as budgeting and expending budgeted funds.

Accounting responsibilities include all finance, accounting, payroll, accounts payable, customer billing, budget preparation, purchasing oversight, and miscellaneous program services. Completion of the annual audit and Comprehensive Annual Financial Report (CAFR) and annual budget report submissions are also tasks performed with the assistance of these funding categories. The Authority must periodically seek the services of outside professionals to provide needed services. The following table details the expenditure accounts associated with the Financial Services section of the budget:

Budget Highlights:

Contingency funding was increased based on pandemic related concerns.

Insurance expenses have increased due to addition of new equipment and inflationary price increases.

Medical Services Billing has decreased due to the decrease in the medical billing revenue.

FINANCIAL SERVICES PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21


Finance Manager 1.0 1.0

Accountant 1.0 1.0

Finance Clerk 1.0 1.0

Lead Billing Specialist (Future) 0.0 TBD

Billing Specialist (Future) 0.0 TBD


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

556000 ‐ Facilites Insurance 20,943$ 43,595$ 55,973$ 20,507$ (23,088)$ ‐53.0%

522000 ‐ Motor Vehicle Insurance 38,941 36,353 41,584 47,370 11,017 30.3%

523000 ‐ Umbrella, Errors & Omissions Insurance 49,612 38,372 17,082 60,075 21,703 56.6%

530500 ∙ Auditing Services 46,657 38,750 37,155 38,850 100 0.3%

531000 ∙ Bank Service Charges 18,220 19,000 22,364 21,640 2,640 13.9%

531500 ∙ Payroll Processing ‐ 1,000 691 1,000 ‐ 0.0%

532000 ∙ Medical Services Billing 243,656 345,694 305,882 337,901 (7,793) ‐2.3%

550500 ∙ Memberships & Dues 9,105 13,500 13,176 13,554 54 0.4%

551000 ∙ Professional Subscriptions 889 3,850 1,647 4,320 470 12.2%

559500 ∙ Contingency 24,458 600,000 ‐ 787,045 187,045 31.2%

Total Financial Services 452,480$ 1,140,114$ 495,554$ 1,332,262$ 192,148$ 16.9%

FINANCIAL SERVICES EXPENDITURES


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FISCAL YEAR 2020‐21 FINANCIAL SERVICES FOCUS This section outlines the direction for the section for the coming fiscal year. Included are the section’s assigned Strategic Plan Objectives and Critical Tasks with their correlated Accreditation Self‐Assessment Manual Criterion Alignment. Also included are the Division’s Performance Measures for the coming year.

Strategic Priority Alignment: Strategic Priority 3 – Finance, Planning, & Infrastructure Accreditation Self‐Assessment Alignment: 4B – Financial Practices Objective: Evaluate current financial processes Critical Tasks Timeline: Ongoing

Evaluate effectiveness of current alternative revenue/cost savings practices.

Evaluate the current ambulance billing process and explore cost‐benefit implications of in‐house billing versus utilization of a commercial billing company.

Identify & evaluate additional revenue & cost savings opportunities.

Create/implement an annual budget & operational plan that: Ensures ongoing financial stability & predictability Maintain strategies that encourage innovative ideas, partnerships, and programs to achieve revenue

diversification, cost control, service efficiency efforts, and service enhancements. Leverages use of existing resources and seeks efficiencies for the greatest community good. Measures actual financial performance against financial forecasts and ensures adequate plans are in place

for various fluctuations. Maintain financial transparency and accountability.

Objective: Complete Long‐term Financial Planning Critical Tasks Timeline: Annually

Develop and maintain financial forecasts that include long‐term equipment, apparatus, facility maintenance and construction; and the modifications needed to serve AFMA’s changing population and service roles.

Develop and maintain long‐term financial modeling including potential response deployment modifications that could be implemented if financially necessary

Coordinate with all sections of AFMA to complete a long range plan that incorporates all sections objectives and goals

Performance Measurement is the process of collecting, analyzing, and/or reporting information regarding performance. It quantifies the efficiency and effectiveness of past actions. It can also determine whether the Division’s programs and/or services are reaching the targeted results.


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Debt Service & Capital Projects Funding The Authority utilizes this section of the budget to allocate funding for the support of the Capital Improvement Plan (CIP), also identified as depreciation funding. Although the Authority prepares a separate CIP from the Annual Budget and Operational Plan, the two plans are closely related. The CIP is a systematic method of anticipating, planning, and budgeting for major capital projects. The structure of the plan is based on the Authority’s Property Stewardship and Capitalization Policies and will be reviewed annually. The Plan includes depreciation schedules, normal replacement schedules, and annual funding requirements for additional capital projects. The entire CIP is included in the Appendices of this document. However, some of the more notable capital projects for Fiscal Year 2020‐21 include a new ambulance, firefighter turnout replacements, video laryngoscopes and various renovation and maintenance projects at several of the Authority facilities. Using aging and depreciation schedules, and future capital funding projections; the Authority will utilize the Capital Projects Funding Program developed to assist in dispersing, over multiple years, the detrimental impact that large capital purchases have on the annual budget process. This negative impact has been lessened through capital planning including the depreciation of large assets over their life span and designating funding on an annual basis to support this program.

FINANCIAL SERVICES PERFORMANCE MEASURES

Actual

FY 19‐20

Projected

FY 20‐21

6 6

6 6

2 2

1 1

3 2

1 1

14 14

3 3

36 36

11 11

65 67

653 700

2300 2500

1700 1900

2500 2600

2100 2200

50 60

800 800

3‐1096 1‐1096

60‐1099’s 60‐1099’s

22/$1.7 mil 25/$707k

4550 4680

400 450

32 32

3‐W3 1‐W3

200‐W2’s 210‐W2’s

1‐A1‐R 1‐A1‐R

Quarterly Payroll Reports Filed

Federal W3/W2’s Wage & Earnings Statements

Monthly Governing Board Financial Reports

General Accounting Requirements

Bank Accounts Managed

Credit Card Accounts Managed

Maricopa County Board of Supervisors

Maricopa County Treasurer

Arizona Department of Health Services

Lending Agencies

Arizona State Fire Marshal’s Office

United States Department of Commerce

DESCRIPTION

Mandated Annual Reports Processed & Filed

Deposits Processed

Account Transfers Processed

General Receivables Invoices Processed

1096/1099 Miscellaneous Reports Processed

Purchase Orders Processed

Payroll Requirements

Payroll Checks/EFT’s Processed

Payroll Liability Checks/EFT’s Processed

Vendor Bills Processed

Credit Card Charges Processed

Warrants/Checks Processed

Arizona Department of Revenue

Arizona Property Tax Oversight Commission

Capital Projects Managed/Value

Arizona A1‐R Wage & Earnings Statements


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Business Services Section: The Business Services Section provides administrative/clerical/ support for special projects/programs, office management, secretarial, receptionist, administrative training, and customer service. The employees are charged with assistance with public documents and customer relations. Administration also provides assistance with contract management, board meetings and records management. Special Projects are assigned to Administration including development assistance with the Authority’s Core Documents and other assignments as necessary (i.e. Accreditation, Strategic Planning, Budget, and Operational Plan, etc.). Business Services expenditures include, but are not limited to, the following: general administration and records management, clerical support, Core Document development and postage expenses. The records management responsibilities include assisting with the management of official records, and records retention and destruction processes. Business Services is also charged with the administration, development, and annual revision of the Authority’s Core Documents (Strategic Plan, Capital Improvement Plan, and Annual Budget and Operational Plans). Other assignments such as assisting with accreditation processes, Policy and Operation Manuals’ maintenance and updating the Intranet, Milestone Recognition Program, and overseeing the training and education of administrative staff are all responsibilities of this Division. The Authority Clerk provides administrative support for the Authority and member district elected officials, ensuring all Open Meeting laws are adhered to for all open public meetings, development and maintenance of a Records Management Program, including timely response to all Public Records Requests, Contract Management, and serves as the liaison with the Maricopa County Elections Department and Recorders Office.

The individual NCFMD and SCFMD Governing Boards are each comprised of five elected officials who are responsible for the overall financial and service levels of the Districts. The Boards approve the scope and direction of the services to be provided to the citizens and ensure that their needs are met, insofar as possible, with available resources. District board members, while elected to service, may come from varied backgrounds, and may have limited knowledge of the federal, state, and local governmental requirements to which they must adhere in the oversight of a fire district.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

725000 ∙ Lease/Purchase Principal 406,696$ 321,041$ 321,041$ 332,279$ 11,238$ 3.5%

725500 ∙ Lease/Purchase Interest Expenditure 130,014 194,163 194,163 182,928 (11,235) ‐5.8%

729000 ∙ Capital Projects Funding (Deprc) ‐ 450,000 ‐ 450,000 ‐ 0.0%

Total Debt Service 536,710$ 965,204$ 515,205$ 965,207$ 3$ 0.0%

DEBT SERVICE EXPENDITURES


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The governing body of the Authority is its appointed Board of Directors (“Authority Board”) and has all fiduciary responsibility and legislative power of the Authority. According to an adopted Intergovernmental Agreement, the Authority Board shall be comprised of not less than five (5) board members. Each board member is appointed by Authority member Districts and shall be entitled to cast one vote on any matter that comes before the Board. The Authority Clerk manages training requirements for the elected Governing Board members to ensure that adequate opportunities for education are provided. The largest single training entity for Governing Board officials has been the Arizona Fire District Association (AFDA). AFDA has sponsored conferences twice a year, in winter and summer months, however due to COVID – 19, the summer conference has been cancelled for Fiscal Year 2020‐21. There will be training offered throughout the year to replace the summer conference. Training typically includes representatives from state and local governmental entities to which fire districts are required to submit annual reporting mandates; legal counsel who provide information on Open Meeting laws and board member roles and responsibilities; auditors, accountants and other experienced individuals in the field of fire district finance, etc. Each conference offers varied subject matter and reinforces the importance of continued education. In 2014, the Arizona legislature passed Senate Bill 1387 amending Arizona Revised Statutes Title 48‐803. Beginning with the 2014 general election, all persons who are elected or appointed to a board and the fire chief who is appointed or hired by the Authority Board shall attend professional development training and shall complete at least six hours of professional development training, with Board Members completing their training within one year after the date of the certification of their election and for the fire chief, within one year after the date of hire. This training benefits both new and tenured Board Members. There are occasions when other professional organizations may provide training that would benefit Board Members and that funding is also reserved in this area. This section of the budget also contains Board Educational and Travel and elections funding, as required. Budget expenditures in this area may fluctuate dramatically between election years and non‐election years.

Budget Highlights:

State requirements for newly elected, or re‐elected, District board members mandate that they obtain statutorily outlined training, however conferences have been cancelled, therefore the travel expenditure budget has been decreased.

There will be an election in Fiscal Year 2020‐21, therefore Election Expenditures have been budgeted.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

533000 ∙ Election Expenditures 452$ ‐$ ‐$ 24,099$ 24,099$ 100.0%

611000 ∙ Educational Expenditures 2,930 3,500 1,665 3,500 ‐ 0.0%

613000 ∙ Travel Expenditures 1,793 7,500 2,916 4,000 (3,500) ‐46.7%

Total Governing Board 5,175$ 11,000$ 4,581$ 31,599$ 20,599$ 187.3%

GOVERNING BOARD EXPENDITURES


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The following table outlines the expenditure accounts associated with the Business Services/Administration Section of the budget:

Budget Highlights:

Legal & Consulitng expenditures have decreased due to using a part time in house attorney.

The building lease account has increased $9,000 as a result of additional office space to warehouse medical supplies.

FISCAL YEAR 2020‐21 BUSINESS SERVICES FOCUS

Objective: Evaluate Authority’s current data and records management systems Critical Tasks Timeline: December 2020

Evaluate current data and records management systems / processes.

Research and evaluate updated electronic document management systems.

Identify and archive permanent Authority records.

Establish and maintain an Authority Records Retention plan including destruction processes.

BUSINESS SERVICES PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21


Authority Clerk 1.0 1.0

Administrative Manager 0.0 1.0

Adminstrative Assistant II 1.0 1.0

Adminstrative Assistant I (Part‐time) 2.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20

End of Year

Estimate

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

532500 ∙ Legal & Consulting Expenditures 264,193$ 150,000$ 47,721$ 125,000$ (25,000)$ ‐16.7%

551500 ∙ District Outreach 27,532 40,000 22,369 41,175 1,175 2.9%

552000 ∙ Office Supplies 22,063 23,000 17,413 23,000 ‐ 0.0%

552500 ∙ Office Equipment 6,958 7,500 771 5,500 (2,000) ‐26.7%

553000 ∙ Postage & Delivery 7,397 7,500 3,418 6,500 (1,000) ‐13.3%

553500 ∙ Publishing & Printing 4,687 5,500 957 5,500 ‐ 0.0%

554000 ∙ Copier Expenditures 3,756 6,000 3,271 5,600 (400) ‐6.7%556000 ‐ Building Lease 38,898 33,000 37,619 42,000 9,000 27.3%

Total Administration 375,484$ 272,500$ 133,538$ 254,275$ (18,225)$ ‐6.7%

BUSINESS SERVICES EXPENDITURES


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Objective: Explore Grant Opportunities Critical Tasks Timeline: June 2021

Identify and research grants opportunities.

Evaluate the opportunities to determine appropriateness for the Authority.

Work with divisions and sections for information gathering. Objective: Promote the Authority’s Ambulance Membership Program Critical Tasks Timeline: December 2020

Analyze Ambulance Membership Program application process

Identify marketing materials such as press releases, mailers, flyers, etc.

Research marketing opportunities such as community centers, large facilities, community newsletters,

utility bill flyer inserts, social media, etc.

Develop marketing materials and presentation materials for community presentations.

Schedule presentations for community centers, large facilities, special interest groups.

Maintain and evaluate the program regularly.

Human Resources Section: Human Resources encompasses many programs and services designed to support the Authority and its employees in the achievement of the Authority’s mission. Human Resources oversees areas pertaining to employee hiring, promotional testing, orientation, performance management, benefits administration and services, employee health and wellness initiatives including the resiliency program, and policy and procedure administration. Additional responsibilities include working with Financial Services to administer local, state and federal employment laws; wages and salaries; employee and retiree healthcare benefits; the Deferred Compensation Program; and other areas essential to the management of the Authority’s Human Resources including coordination and implementation of employee events, retirement programs, and additional recognition awards. The Authority Recruitment Program goals are executed by a group of highly trained and motivated employees charged with continuing the Authority’s practice of hiring quality personnel. Recruitment of outstanding personnel and a commitment to their continued development is essential to organizational success. This is accomplished through formalized procedures for the recruitment, testing, and initial training of new Authority personnel. The result will be individuals who consistently provide Authority citizens with excellent service. Resiliency Program The Employee Wellness Program (EWP) has been developed to provide a comprehensive approach to employee health and wellness. The goal of this program is to include health and wellness initiatives surrounding physical and mental health, resiliency, prevention and detection, financial planning, family support, retirement support,


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and more. The first priority for the EWP Committee is to coordinate the development of a Peer Support Team and implement Authority wide resiliency training. Resiliency is the ability for employees to bounce back after difficult experiences. Employee training, policies and resources, the implementation of a peer support team, and contracting with first responder specific professional support will increase our employee’s resilience to the high stress incidents they face on a regular basis. The Craig Tiger Act requires up to 36 employer paid counselling services for firefighters that respond to high stress incidents. With a pro‐active peer support team in place, resiliency training, and critical incident debriefing, the goal will be to reduce the need for these services and increase the overall wellbeing of our members.

The following table outlines the expenditure accounts associated with the Human Resources Section of the budget:

Budget Highlights:

Employee physicals are provided by outside healthcare providers who are able to bring the latest in health care innovation and prevention related services to the Authority employees.

Resiliency Program expenditures have been included.

FISCAL YEAR 2020‐21 HUMAN RESOURCES FOCUS

Strategic Priority Alignment: Strategic Priority 2 ‐ Personnel Accreditation Self‐Assessment Alignment: 7B – Recruitment, Selection, Retention & Promotion

Objective: Recruit from a diverse hire group to secure a high performing workforce Critical Tasks Timeline: January 2020

HUMAN RESOURCES PERSONNEL SUMMARY

POSITIONActual

FY 19‐20

Projected

FY 20‐21


Human Resources Manager 1.0 1.0

Human Resources Specialist 1.0 1.0


DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

534000 ∙ Physicals/Vaccinations/Testing 128,491$ 157,710$ 157,183$ 158,000$ 290$ 0.2%

555500 ‐ Hiring, Testing & Recruitment 3,976 10,000 6,847 11,500 1,500 15.0%557000 ‐ Resiliency Program ‐ ‐ ‐ 16,500 16,500 0.0%

561000 ‐ Duty Uniforms 16,694 29,000 19,035 27,950 (1,050) ‐3.6%

Total Human Resources 149,161$ 196,710$ 183,065$ 213,950$ 17,240$ 8.8%

HUMAN RESOURCES SECTION EXPENDITURES


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Evaluate effectiveness of the Authority’s current recruitment processes.

Research best practice recruitment methods used by other organizations.

Implement changes.

Develop an evaluation process to measure the effectiveness of the changes implemented. Objective: Develop a succession plan and create opportunities for employee career paths and career change when possible Critical Tasks Timeline: December 2020

Evaluate changes in organizational structure based on upcoming vacancies.

Assess the Authority’s attrition trends (leadership and key personnel projected timeline for retirement).

Develop detailed plan.

Identify any existing employees as a resource for upcoming vacancies.

Objective: Identify interested qualified candidates and implement employee development plan Critical Tasks Timeline: March 2021

Develop a procedure for identifying interested qualified candidates.

Develop and implement a selection process of those identified / interested qualified candidates.

Create a workforce plan for employee development inclusive of coaching, job‐shadowing, and mentoring.

Objective: Evaluate the succession development program Critical Tasks Timeline: June 2021

Evaluate internal candidate capabilities and program effectiveness.

Evaluate the necessity for an external recruitment process for Authority positions where a competitive testing process may be desired (i.e. Fire Chief) or for positions where no internal candidate is qualified or interested.

Objective: Promoting and celebrating Authority successes and nurturing Authority‐wide cohesiveness Critical Tasks Timeline: December 2020

Identify potential opportunities for improvement.

Study potential options for Authority personnel teambuilding events. Objective: Increase and/or maintain the percentage of personnel who participate in the Authority’s fitness and wellness program Critical Tasks

Evaluate the Authority’s current Employee Wellness/Fitness Program(s) for effectiveness, gaps, and participation, including the Peer Fitness Program.

Research best practices.

Create and implement an employee Fitness/Wellness Plan to address any existing program inadequacies and to enhance the Program(s) where needed.


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Provide employee training and coaching. Evaluate the value and benefit of the Program(s) and employee participation levels. Evaluate current employee physicals program. Research “dealing with stress” training opportunities. Research identifying mental health issues and educational opportunities. Enhance Authority implementation of the Fire Strong program. Research employee financial health educational opportunities.

Objective: Employee Recognition Program Critical Tasks Timeline: December 2020

Review current processes for AFMA employee recognition

Identify potential enhancements to current programs

Study additional options for AFMA personnel teambuilding event

Objective: Employee Evaluation Programs Critical Tasks Timeline: December 2020

Implement online evaluation program for AFMA employees

Create and conduct training for all employees on evaluation system

Create and coordinate supervisor training on performance management Objective: New Employee Orientation Critical Tasks Timeline: December 2020

Create and implement new employee orientation presentation for public safety personnel and administrative personnel

Implement online Onboard system for new employee paperwork

Create and implement required training presentations during the onboarding period including new supervisor orientation

Objective: Implement Employee Wellness Program Critical Tasks Timeline: December 2020

Complete all employee resiliency training

Certify nominated member of the Peer Support Team in Individual Crisis Intervention

Implement on call Peer Support calendar, welfare checks, individual reach out

Implement Traumatic Event Exposure Form and tracking

Coordinate ongoing Employee Wellness Program Committee meetings and initiatives


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Objective: Foster an environment conducive to the safety and health of all personnel Critical Tasks Timeline: December 2020

Evaluate AFMA’s current health and safety programs for effectiveness and inadequacies

Research best practices

Create and implement an employee Health and Safety Plan to address any existing program inadequacies and to improve or expand the program if necessary

Complete an annual report for the Fire Chief

Form a department committee to review accidents/injuries and recommend best practices

The training expenditures provide funding for administrative personnel within the Authority including the Fire Chief. These personnel require annual training to maintain and enhance necessary skill sets as well as to stay current in their fields of expertise. Changes in federal and state regulations, as well as a cadre of other management, legal, financial, technology and data management related issues occur annually. This may include knowledge of Human Resource issues, tax revenue statutes and payroll tax withholding mandates, as well as legal reporting issues and tasks. Periodic training is required to ensure that legal constraints are adhered to regarding these issues. Additionally, Staff must keep abreast of topics such as the Fair Labor Standards Act (FLSA), the Family Medical Leave Act (FMLA), the Health Insurance Portability and Accountability Act of 1996 (HIPPA), and Arizona Revised Statutes, Title 48 regarding Special Taxing Districts, and records retention policies and requirements.

The following table outlines the expenditure accounts associated with the Authority Clerk/Records Custodian, Financial Services, Administration and Human Resources training section of the budget:

Budget Highlights:

Division educational expenses decreased as a result of an estimated reduction in planned travel expenses.

DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

661000 ∙ Educational Expenditures 8,167$ 13,000$ 7,028$ 14,470$ 1,470$ 11.3%663000 ∙ Travel Expenditures 13,273 18,000 5,806 12,690 (5,310) ‐29.5%

Total Business Services Training 21,440$ 31,000$ 12,833$ 27,160$ (3,840)$ ‐12.4%

BUSINESS ‐ FINANCIAL SERVICES DIVISION TRAINING EXPENDITURES


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Financial Services, along with Human Resources, are responsible for researching, budgeting, and tracking all direct personnel expenditures. This includes the Governing Board’s goal of ensuring competitive compensation and benefits. Authority compensation and benefit data is contained within this section of the annual budget document. This section of the operating budget tends to be the most unpredictable and the most difficult area in which to project actual expenditures for the entire fiscal year. It is analyzed from multiple angles to avoid over or under budgeting. Pay Plan A factor commonly used by the Authority in determining annual compensation enhancements has been competitiveness with neighboring emergency service agencies. The Authority participates in a wage and benefit study bi‐annually to compare wages and benefits of similar entities. This is extremely valuable as wage and benefit competitiveness is vitally important in maintaining a stable work force. In March 2020, the Authority completed a total compensation market assessment for all Authority workforce positions. The Authority’s Human Resources Section is recommending the implementation of an open pay plan that is created based on an employee’s position/rank as compared to market. This pay plan allows employees who obtain a minimum of a “meets standard” rating on their annual Employee Performance Review to receive an established merit increase unless they have reached the maximum of their pay range. This type of pay plan design will allow for financial flexibility, long‐term stability, and is proven effective in eliminating subjectivity and instilling consistency into personnel compensation packages. The Authority’s pay plan organizes employees into four (4) general classes. These classes combine individuals based on work periods under the Fair Labor Standards Act requirements for generation of mandatory overtime hours. The Authority’s Staffing Plan depicts an optimum total of 181 full‐time employees for the Fiscal Year 2020‐21 Annual Budget and Operational Plan. This includes the addition of a Support Services Technician I. When evaluating and determining adequate Authority staffing levels, current and future employee workload, current response models, regulatory requirements, and industry standards are explored. The Authority staffing levels are detailed in the Staffing Plan as outlined below:

PERSONNEL COMPENSATION, BENEFITS, AND STAFFING


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Fiscal Year 2020‐21 Compensation and Benefits Modifications

Potential compensation and benefits changes for any given fiscal year are weighed against several factors. Inflationary impacts are one factor that will be used by the Authority in determining the necessity and extent of any pay plan enhancements. Another factor is the competitiveness of the Authority’s wage and benefits package.

FULL TIME PERSONNEL ‐ Position/RankActual

FY 19‐20

Projected

FY 20‐21

Fire Chief 1 1

Assistant Chief 2 2

Deputy Chief 2 4

Planning/Tech Services/Emergency Mgt Division Chief 1 1

Finance Manager 1 1

Accountant 1 1

Finance Clerk 1 1

IT Manager 1 1

Authority Clerk 1 1

Assistant Fire Marshal 2 2

Emergency Manager 0 1

Administrative Manager 1 1

Administrative Assistant II 2 1

Human Resources Manager 1 1

Human Resource Generalist 1 1

Support Services Division Chief 1 1

Fleet Manager 1 1

Support Services Technician I 1 2

Support Services Technician II 1 1

EMS Manager 1 1

EMS/Training/Wellness Division Chief 1 1

Training Captain 1 1

Battalion Chief (Shift Sworn) 6 3

Captain (Shift Sworn & Non‐shift Sworn) 27 27

Engineer (Shift Sworn) 27 27

Firefighter (Shift Sworn) 45 45

Firefighter Rover (Shift Sworn) 15 15

EMS Personnel (Shift Non‐Sworn) 36 36

Total Full Time Employees 181 181

PART‐TIME PERSONNEL 32 32


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Compensation & Benefits Study In March 2020, the Authority completed a comprehensive salary and benefits survey process which entailed an analysis of current job duties and scope of responsibility to ascertain accuracy in comparing internal positions with those peer organizations included in the study. The examination and comparison of the Authority’s current compensation and benefits programs included base pay, pay practices (i.e. pay policies, longevity, holiday pay, and differentials), paid leave, other benefits (uniform allowances, etc.), retirement plans, and health benefits. The Authority recognizes the importance of maintaining market competitiveness and strives to adjust the pay plans to meet the 75th percentile of the average of the comparable organizations. When looking at the aggregate market data, most of the Authority’s current benefit packages were generally within the competitive wage range. However, when looking at base pay, it was determined that the minimum and maximum of some positions that were below market, and a few were above. Subsequently, the adjustments to the job positions which fell below the targeted range have been partially funded in the Fiscal Year 2020‐21 Budget and Operational Plan. The remaining adjustments are awaiting possible inclusion in the Fiscal Year 2021‐22 Budget, as defined in the July 1, 2020 – June 30, 2022 Memorandum of Understand with the Arizona Fire & Medical Chapter of the United Sun Cities Firefighters Association. In addition to adjustments to the pay plan, the following compensation and benefit enhancements have been also been included this year: increase to Tier 2 sick leave accruals, merit increases for eligible personnel, phase two of the former Tonopah employee pay/benefit enhancement strategy, $.05 hourly rate increase for sworn personnel paramedic, and several improvements to the Authority’s Move‐Up Pay program. The Authority anticipates completing a comprehensive salary and benefit survey bi‐annually, with the next survey completion timeline of April 2022. Health Insurance Health Insurance, including a prescription drug program, is provided as a benefit to the employees and their dependents in accordance with industry standards. The Authority’s current insurance carrier, Blue Cross/Blue Shield of Arizona, through Kairos Health Arizona, Inc., provided the Authority with the option of maintaining the current health plans for Fiscal Year 2020‐21. The Authority will offer two Preferred Provider Organization (PPO) type plan and three High Deductible Plan (HDP) options through Kairos Health Arizona Inc. for Fiscal Year 2020‐21. The Authority will continue to contribute to the Health Savings Accounts (HSA) for health‐related expenses of full‐time employees who choose to participate in one of the HDP plan options. The Authority will experience an increase in health insurance premiums of 10%, dental premium 5% and vision premiums are being increased by 3% for Fiscal Year 2020‐21. Health, vision, and dental premiums for full‐time employees are covered by the Authority, while premiums for dependent coverage will be shared between the employee and the Authority.


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Organizational Changes Numerous Authority organizational realignments have led to the transfer of employees between various sections and divisions for Fiscal Year 2020‐21. These changes have created sizable variances between the wage categories. For instance, the Administrative and Health & Wellness wage categories realized a large increase due to personnel movements from the Suppression and Community Risk wage categories. Personnel Compensation and Benefits Expenditures The table below summarizes the planned wage and benefit expenditures for Fiscal Year 2020‐21:

The table on the next page shows the detail of the wages, taxes, and other benefits.

WAGES & BENEFITS EXENDITURES SUMMARY

DESCRIPTIONActuals

FY 17‐18

Budget

FY 19‐20

End of Year

Estimate

FY 19 20

Proposed

FY 20‐21

Budget

Variance

% of

Change

500000 WAGES

500000 General Wages 11,385,128$ 13,555,362$ 12,856,066$ 14,005,548$ 450,186$ 3.3%

500000 Additional Compensation 2,464,049 1,569,256 1,793,902 1,680,683 52,500 3.3%

Total Wages 13,849,177$ 15,124,618$ 14,649,968$ 15,686,231$ 502,686$ 3.3%

510000 EMPLOYER TAXES & BENEFITS

511000 Employer Taxes 526,570$ 587,665$ 555,577$ 624,699$ 37,034$ 6.3%512000 Retirements 4,063,559 4,600,320 4,485,041 4,816,840 216,520 4.7%513000 Benefit Insurance 2,220,562 2,756,019 2,575,610 3,072,112 316,093 11.5%

514000 Operational Allowances 195,462 379,019 313,232 398,016 18,998 5.0%Total Employer Taxes & Benefits 7,006,152$ 8,323,023$ 7,929,460$ 8,911,667$ 588,645$ 7.1%

TOTAL COMBINED WAGES & BENEFITS 20,855,329$ 23,447,641$ 22,579,428$ 24,597,898$ 1,091,331$ 4.7%


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DESCRIPTIONActuals

FY 18‐19

Budget

FY 19‐20


FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

500000 WAGES

500500 ∙ General Admin Personnel 940,524$ 1,050,661$ 985,891$ 1,528,358$ 477,697$ 45.5%

501050 ∙ Health & Wellness Personnel 88,914 ‐ ‐ 188,139 188,139 100.0%

501510 ∙ Suppression Personnel 9,172,638 9,698,175 9,397,253 9,608,182 (89,993) ‐0.9%

501520 ∙ EMS Personnel 1,693,630 1,830,483 1,707,975 1,869,118 38,635 2.1%

501530 ∙ Part‐Time EMS Personnel 47,546 154,528 8,547 150,276 (4,252) ‐2.8%

502000 ∙ Community Risk Personnel 271,759 522,139 463,929 310,322 (211,817) ‐40.6%

502500 ∙ Support Services Personnel 279,736 299,376 292,470 351,153 51,777 17.3%

503000 ∙ Miscellaneous Compensation 74,429 77,975 68,324 136,902 58,927 75.6%

503500 ∙ Longevity Compensation 239,413 251,182 249,098 269,552 18,370 7.3%

505000 ∙ Holiday On‐Call Compensation 486,958 540,016 540,016 524,229 (15,787) ‐2.9%

507000 ∙ Program Manager Compensation (900) ‐ ‐ ‐ ‐ 0.0%

508500 ∙ Coverage Compensation 1,060,119 700,083 936,873 750,000 49,917 7.1%

Total Wages 14,354,766$ 15,124,618$ 14,650,377$ 15,686,231$ 561,613$ 3.7%

511000 EMPLOYER TAXES

511100 ∙ Social Security Tax ‐ Employer 10,678$ 12,351$ 3,087$ 12,036$ (315)$ ‐2.6%

511200 ∙ Medicare Tax ‐ Employer 211,329 222,197 210,779 232,707 10,510 4.7%

511300 ∙ AZ Unemployment Tax 5,318 6,160 8,657 14,232 8,072 131.0%

511400 ∙ Workers Compensation Insurance 284,705 346,957 333,054 365,724 18,767 5.4%

Total 511000 Employer Taxes 512,030$ 587,665$ 555,578$ 624,699$ 37,034$ 6.3%

512000 RETIREMENTS

512100 ∙ PSPRS Retirement Contributions 3,122,596$ 3,356,337$ 3,247,112$ 3,429,314$ 72,977$ 2.2%

512200 ∙ ASRS Retirement Contributions 428,614 452,250 432,501 487,089 34,839 7.7%

512300 ∙ 401(a) Retirement Contributions 767,031 791,733 805,429 900,437 108,704 13.7%

Total 512000 Retirements 4,318,240$ 4,600,320$ 4,485,041$ 4,816,840$ 216,520$ 4.7%

513000 BENEFIT INSURANCE

513100 ∙ Health Insurance 1,862,287$ 2,202,550$ 2,064,134$ 2,446,089$ 243,539$ 11.1%

513200 ∙ Dental Insurance 140,171 170,379 145,026 180,168 9,789 5.7%

513300 ∙ Life/AD&D Insurance 32,986 30,282 34,746 31,557 1,275 4.2%

513400 ∙ PSPRS Cancer Insurance 5,250 6,250 5,950 6,400 150 2.4%

513500 ∙ Post Employment Health Plan 181,882 271,652 246,699 330,283 58,631 21.6%

513600 ∙ MERP Retiree Medical Reimbursement ‐ 1,300 ‐ 1,300 ‐ 0.0%

513700 ∙ Long Term Disability 47,409 37,127 45,843 38,827 1,700 4.6%

513900 ∙ Vision Insurance 29,944 36,479 33,212 37,488 1,009 2.8%

Total 513000 Benefit Insurance 2,299,929$ 2,756,019$ 2,575,610$ 3,072,112$ 316,093$ 11.5%

514000 OPERATIONAL ALLOWANCES

514100 ∙ Longevity Enhancement Programs 145,113$ 180,818$ 123,913$ 196,300$ 15,482$ 8.6%

514200 ∙ Uniform Allowance 162,290 170,000 164,653 173,000 3,000 1.8%

514300 ∙ Cell Phone Allowance 23,612 28,200 24,666 28,716 516 1.8%

Total 514000 Operational Allowances 331,016$ 379,018$ 313,232$ 398,016$ 18,998$ 5.0%

Grand Total Employer Taxes & Benefits 7,461,215 8,323,022 7,929,461 8,911,667 588,645 7.1%

TOTAL COMBINED WAGES & BENEFITS 21,815,981$ 23,447,640$ 22,579,838$ 24,597,898$ 1,150,258$ 4.9%

WAGES EXPENDITURES

BENEFITS EXPENDITURES


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The Authority Governing Board and personnel are proud to present this in‐depth budgetary document to Authority residents. The Arizona Fire & Medical Authority is a unique entity with members who have a history of using innovative approaches to delivering excellent quality and highly efficient services for their residents. The Authority believes the Fiscal Year 2020‐21 budget fully supports that innovative spirit. The Authority will work conscientiously, in conjunction with its Board and staff members, to produce each fiscal year’s budget and operational plan while striving to minimize the financial impact to its residents through a well‐managed and efficient budget. Upon the adoption of the budget, the Authority Board and professional staff will administer each budgetary account with due diligence and accountability to Authority members and their collective citizenry. Authority personnel are tasked with ensuring that the expenditures they make and the actions they take will always be in the best interest of the Authority and its residents and compliment the exemplary service standards established over the years. The Fiscal Year 2020‐21 budget presented in this document outlines in detail the minimum financial requirements to maintain the professional services Authority residents expect. The Authority believes that this budget document provides funding only for those expenditures that support its mission and goal to provide the most effective, efficient, and professional emergency response services that can be provided. The Authority would like to thank its residents for their continued interest and support. Additional documentation and questions regarding this budget may be obtained through the Authority’s Administrative Office located at 18818 N. Spanish Garden Drive, Sun City West, Arizona, 85375, or by calling 623‐544‐5400. The following pages provide an index and combine the projected revenues and operating expenditures within the adopted Fiscal Year 2020‐21 budget. This format allows for a complete overview of the entire budget by account number and allows for comparison with the Fiscal Year 2018‐19 actuals and Fiscal Year 2019‐20 adopted budget totals.

CONCLUSION


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Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

47 411000 ∙ Property Taxes 22,767,508$ 22,767,508$ 24,105,559$ 1,338,051$ 5.9%

47 411010 ∙ Shared Property Tax Revenues (50,010) (65,000) (60,000) 5,000 100.0%

47 412000 ∙ Fire District Assistance Tax (FDAT) 1,117,711 1,117,711 1,123,823 6,112 0.5%

23,835,209$ 23,820,219$ 25,169,382$ 1,349,163$ 5.7%

48 421000 ∙ Emergency Transport Revenues 3,801,373$ 3,844,180$ 3,801,373$ (42,807)$ ‐1.1%

49 424000 ∙ Non‐Emergency Transport Revenues 597,395 655,820 597,395 (58,425) ‐8.9%

4,398,768$ 4,500,000$ 4,398,768$ (101,232)$ ‐2.2%

49 431000 ∙ Construction Fee Revenues 69,042$ 35,000$ 35,000$ ‐$ 0.0%

49 432000 ∙ Operational Fee Revenues 13,465 20,000 20,000 ‐ 0.0%

49 435000 ∙ Prevention Service/Fee Revenues (10) 500 500 ‐ 0.0%

49 436000 ∙ State Land/Wildland Revenues 96,304 24,760 30,200 5,440 22.0%

49 439000 ∙ Special Program Revenues 18,799 32,700 22,500 (10,200) ‐31.2%

197,600$ 112,960$ 108,200$ (4,760)$ ‐4.2%

49 443000 ∙ Contractual & Miscellaneous Revenue 45,108$ 33,212$ 39,760$ 6,548$ 19.7%

49 443500 ∙ Fire Ins Premium Rev (PSPRS) 237,045 208,769 239,200 30,431 14.6%

49 444000 ∙ Interest ‐ General Fund 23,153 35,000 35,000 ‐ 0.0%

49 445000 ∙ Sale of Surplus Equip & Assets 13,161 10,000 10,000 ‐ 0.0%

49 445500 ∙ CC Convenience Fees 5,102 350 600 250 0.0%

49 449000 ∙ Transfer In ‐ Employee Benefit Account ‐ 303,334 344,372 41,038 13.5%

49 449500 ∙ SAFER Grant Revenues/Reimbursements 107,187 ‐ 193,000 193,000 0.0%

430,756$ 590,665$ 861,932$ 271,267$ 45.9%

28,862,335$ 29,023,845$ 30,538,282$ 1,514,437$ 5.2%

FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY

Total 410000 Tax Revenues

420000 HEALTH & MEDICAL REVENUES

Total 420000 Health & Medical Revenues

430000 PROGRAM REVENUES

Total 430000 Program Revenues

440000 MISCELLANEOUS REVENUES

Total 440000 Miscellaneous Revenues

TOTAL COMBINED REVENUES

410000 TAX REVENUES

REVENUES

REVENUE AND EXPENDITURE SUMMARY


Page 102 of 129

Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

99 500500 ∙ General Admin Personnel 985,891$ 1,050,661$ 1,528,358$ 477,697$ 45.5%

99 501050 ∙ Health & Wellness Personnel ‐ ‐ 188,139 188,139 0.0%

99 501510 ∙ Suppression Personnel 9,397,253 9,698,175 9,608,182 (89,993) ‐0.9%

99 501520 ∙ EMS Personnel 1,707,975 1,830,483 1,869,118 38,635 2.1%

99 501530 ∙ Part‐Time EMS Personnel 8,547 154,528 150,276 (4,252) ‐2.8%

99 502000 ∙ Community Risk Personnel 463,929 522,139 310,322 (211,817) ‐40.6%

99 502500 ∙ Support Services Personnel 292,470 299,376 351,153 51,777 17.3%

99 503000 ∙ Miscellaneous Compensation 67,915 77,975 136,902 58,927 75.6%

99 503500 ∙ Longevity Compensation 249,098 251,182 269,552 18,370 7.3%

99 505000 ∙ Holiday On‐Call Compensation 540,016 540,016 524,229 (15,787) ‐2.9%

99 508500 ∙ Coverage Compensation 936,873 700,083 750,000 49,917 7.1%

14,649,968$ 15,124,618$ 15,686,231$ 561,613$ 3.7%

99 511100 ∙ Social Security Tax ‐ Employer 3,087$ 12,351$ 12,036$ (315)$ ‐2.6%

99 511200 ∙ Medicare Tax ‐ Employer 210,778 222,197 232,707 10,510 4.7%

99 511300 ∙ AZ Unemployment Tax 8,657 6,160 14,232 8,072 131.0%

99 511400 ∙ Workers Compensation Insurance 333,054 346,957 365,724 18,767 5.4%

555,577$ 587,665$ 624,699$ 37,034$ 6.3%

99 512100 ∙ PSPRS Retirement Contributions 3,247,112$ 3,356,337$ 3,429,314$ 72,977$ 2.2%

99 512200 ∙ ASRS Retirement Contributions 432,501 452,250 487,089 34,839 7.7%

99 512300 ∙ 401(a) Retirement Contributions 805,429 791,733 900,437 108,704 13.7%

4,485,041$ 4,600,320$ 4,816,840$ 216,520$ 4.7%

99 513100 ∙ Health Insurance 2,064,134$ 2,202,550$ 2,446,089$ 243,539$ 11.1%

99 513200 ∙ Dental Insurance 145,026 170,379 180,168 9,789 5.7%

99 513300 ∙ Life/AD&D Insurance 34,746 30,282 31,557 1,275 4.2%

99 513400 ∙ PSPRS Cancer Insurance 5,950 6,250 6,400 150 2.4%

99 513500 ∙ Post Employment Health Plan 246,699 271,652 330,283 58,631 21.6%99 513600 ∙ MERP Retiree Med Reimb ‐ 1,300 1,300 ‐ 0.0%99 513700 ∙ Long Term Disability 45,843 37,127 38,827 1,700 4.6%

99 513900 ∙ Vision Insurance 33,212 36,479 37,488 1,009 2.8%

2,575,610$ 2,756,019$ 3,072,112$ 316,093$ 11.5%

511000 EMPLOYER TAXES

Total 511000 Employer Taxes

FY 2020‐21 PROPOSED ANNUAL BUDGET & OPERATIONAL PLAN SUMMARY( CONTINUED)

500000 WAGES

EMPLOYER TAXES & BENEFITS

WAGES & BENEFITS

Total 510000 Wages

Total 513000 Benefit Insurance

512000 RETIREMENTS

Total 512000 Retirements

513000 BENEFIT INSURANCE


Page 103 of 129

Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

99 514100 ∙ Longevity Enhancement Programs 123,913$ 180,818$ 196,300$ 15,482$ 8.6%

99 514200 ∙ Uniform Allowance 164,653 170,000 173,000 3,000 1.8%

99 514300 ∙ Cell Phone Allowance 24,666 28,200 28,716 516 1.8%

313,232$ 379,018$ 398,016$ 18,998$ 5.0%

7,929,460 8,323,022 8,911,667 588,645 7.1%

22,579,429$ 23,447,641$ 24,597,898$ 1,150,258$ 4.9%

84 556000 ‐ Facilities Insurance 55,973$ 43,595$ 20,507$ (23,088)$ ‐53.0%

84 522000 ‐ Motor Vehicle Insuarance 41,584 36,353 47,370 11,017 30.3%

84 522000 ‐ Umbrella, Errors & Omissions Insurance 17,082 38,372 60,075 21,703 56.6%

114,639$ 118,320$ 127,952$ 9,632$ 8.1%

84 530500 ∙ Auditing Services 37,155$ 38,750$ 38,850$ 100$ 0.3%

84 531000 ∙ Bank Service Charges 22,364 19,000 21,640 2,640 13.9%

84 531500 ∙ Payroll Processing 691 1,000 1,000 ‐ 0.0%

84 532000 ∙ Medical Services Billing 305,882 345,694 337,901 (7,793) ‐2.3%

89 532500 ∙ Legal & Consulting Expenditures 47,721 150,000 125,000 (25,000) ‐16.7%

88 533000 ∙ Election Expenditures ‐ ‐ 24,099 24,099 100.0%

91 534000 ∙ Physicals/Vaccinations/Testing 157,183 157,710 158,000 290 0.2%

67 539100 ∙ Electricity 195,095 192,000 196,000 4,000 2.1%

67 539200 ∙ Natural Gas 5,875 8,400 7,200 (1,200) ‐14.3%

67 539300 ∙ Water & Sewer 35,392 40,000 36,000 (4,000) ‐10.0%

67 539400 ∙ Telephone 39,795 45,158 49,332 4,174 9.2%

67 539500 ∙ Refuse Services 12,600 10,492 10,335 (157) ‐1.5%

859,754$ 1,008,205$ 1,005,357$ (2,847)$ ‐0.3%

67 541100 ∙ Internal Facility Repairs/Maint 30,437$ 26,500$ 32,000$ 5,500$ 20.8%

67 541200 ∙ Outsourced Facilities Maintenance 37,000 37,288 36,500 (788) ‐2.1%

67 541300 ∙ Custodial Services 5,020 7,555 7,630 75 1.0%

67 541400 ∙ Landscaping Services 3,475 4,250 8,800 4,550 107.1%

67 541500 ∙ Pest Control 6,507 7,500 7,500 ‐ 0.0%

67 541600 ∙ Fire & Security Alarm Systems 19,990 37,706 28,908 (8,798) ‐23.3%

67 542000 ∙ Internal Apparatus Repairs/Maint 188,396 195,000 198,795 3,795 1.9%

67 542500 ∙ Outsourced Apparatus Maintenance 78,295 60,000 78,000 18,000 30.0%

57 543000 ∙ Firefighting Equipment R/M 4,559 10,000 11,000 1,000 10.0%

57 543010 ‐ Personal Protective Equipment R/M 20,530 17,500 17,500 ‐ 100.0%

59 543500 ∙ SCBA Equipment R/M 8,493 8,500 10,600 2,100 24.7%

62 544000 ∙ EMS/Medical Equipment Repairs/Maint 14,921 51,076 67,925 16,849 33.0%

Total 530000 Professional Services:

TOTAL COMBINED WAGES & BENEFITS

MAINTENANCE & OPERATING EXPENDITURES

520000 INSURANCE

Total 520000 Insurance

514000 OPERATIONAL ALLOWANCES


530000 PROFESSIONAL SERVICES

540000 REPAIRS & MAINTENANCE

Total 514000 Operational Allowances

Total Employer Taxes & Benefits


Page 104 of 129

Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

78 545000 ∙ Computer/Systems/Equip Repairs/Maint 93,273$ 97,712$ 103,674$ 5,962$ 6.1%

78 545500 ∙ Computer Software Licensing 145,402 130,042 182,177 52,135 40.1%

65 547000 ∙ Fitness Equipment Repairs/Maint 1,000 4,500 6,250 1,750 38.9%

657,300$ 695,129$ 797,259$ 102,130$ 14.7%

84 550500 ∙ Memberships & Dues 13,176$ 13,500$ 13,554$ 54$ 0.4%

84 551000 ∙ Professional Subscriptions 1,647 3,850 4,320 470 12.2%

89 551500 ∙ District Outreach 22,369 40,000 41,175 1,175 2.9%

89 552000 ∙ Office Supplies 17,413 23,000 23,000 ‐ 0.0%

89 552500 ∙ Office Equipment 771 7,500 5,500 (2,000) ‐26.7%

89 553000 ∙ Postage & Delivery 3,418 7,500 6,500 (1,000) ‐13.3%

89 553500 ∙ Publishing & Printing 957 5,500 5,500 ‐ 0.0%

89 554000 ∙ Copier Expenditures 3,271 6,000 5,600 (400) ‐6.7%

78 554500 ∙ Computer Hardware 18,980 22,000 15,000 (7,000) ‐31.8%

78 555000 ∙ Computer Software 5,824 22,000 10,000 (12,000) ‐54.5%

91 555000 ‐ Hiring, Testing and Recruitment 6,847 10,000 11,500 1,500 15.0%

89 556000 ‐ Building Lease 37,619 33,000 42,000 9,000 100.0%

91 557000 ‐ Resiliency program ‐ ‐ 16,500 16,500 100.0%

78 559000 ‐ Accreditation 1,586 17,500 14,000 (3,500) ‐20.0%

84 559500 ∙ Contingency ‐ 600,000 787,045 187,045 31.2%

133,876$ 811,350$ 1,001,194$ 189,844$ 23.4%

91 561000 ‐ Duty Uniforms 19,035$ 29,000$ 27,950$ (1,050)$ ‐3.6%

67 562000 ∙ Janitorial & Facilities Supplies 39,756 45,000 37,200 (7,800) ‐17.3%

60 563000 ‐ Honor Guard Supplies ‐ 5,000 5,000 ‐ 0.0%

67 564000 ∙ Support Svc/Shop Supplies 38,694 32,000 40,500 8,500 26.6%

73 564500 ‐ Crisis Response Supplies ‐ 18,000 14,000 (4,000) 0.0%

73 565000 ∙ Safety Materials & Supplies 814 1,000 800 (200) ‐20.0%

78 565500 ‐ Disaster Preparedness Supplies 500 5,000 3,000 (2,000) ‐40.0%

73 566000 ‐ Fire Corps Materials & Supplies 4,194 7,000 9,600 2,600 37.1%

70 566500 ‐ Risk Management Materials 8,648 14,500 15,600 1,100 7.6%

67 568000 ∙ Fuel (Gasoline/Diesel) 202,987 240,000 240,000 ‐ 0.0%

73 569100 ∙ Lock Box Materials 6,110 27,700 27,700 ‐ 0.0%

73 569200 ∙ T‐Shirt Materials ‐ 1,000 ‐ (1,000) ‐100.0%

73 569300 ∙ Smoke Alarm Materials 525 5,000 1,000 (4,000) ‐80.0%

70 569400 ‐ Prevention Services Materials 231 4,500 4,400 (100) ‐2.2%

321,495$ 434,700$ 426,750$ (7,950)$ ‐1.8%

Total 540000 Repairs & Maintenance

550000 ADMINISTRATION

Total 550000 Administration

Total 560000 Operational Supplies

560000 OPERATIONAL SUPPLIES



Page 105 of 129

Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change

57 571000 ∙ Firefighting Equipment 24,098$ 26,000$ 16,750$ (9,250)$ ‐35.6%

58 572000 ∙ Wildland Equipment & Deployment 17,500 17,500 20,700 3,200 18.3%

57 573000 ∙ Protective Equipment 69,538 65,000 65,000 ‐ 0.0%

59 574000 ∙ SCBA Equipment ‐ 5,000 6,380 1,380 27.6%

57 575000 ‐ Health & Safety Equipment ‐ ‐ 2,500 2,500 0.0%

57 576000 ‐ Rehabilitation Unit Equipment 894 5,000 1,200 (3,800) 0.0%

57 577000 ‐ Drone Program ‐ ‐ 2,500 2,500 0.0%

112,031$ 118,500$ 115,030$ (3,470)$ ‐2.9%

62 581000 ∙ Medical Licenses & Registrations 2,928$ 3,500$ 2,950$ (550)$ ‐15.7%

62 582000 ∙ Health & Medical Equipment 24,122 20,000 33,470 13,470 67.4%

62 583000 ∙ Health & Medical Supplies 197,262 195,000 195,000 ‐ 0.0%

62 583500 ‐ Medical Direction 51,023 56,480 63,480 7,000 0.0%

62 584000 ∙ Pharmaceutical Supplies 31,408 35,000 41,000 6,000 17.1%

306,742$ 309,980$ 335,900$ 25,920$ 8.4%

78 591000 ∙ Dispatching Services 760,731$ 760,731$ 798,938$ 38,207$ 5.0%

78 592000 ∙ Communications Connections 59,944 65,000 74,600 9,600 14.8%

78 594000 ∙ Radio Repair 3,560 10,000 5,000 (5,000) ‐50.0%

78 595000 ∙ Communications Parts/Equipment 1,276 10,000 5,000 (5,000) ‐50.0%

78 596000 ∙ Network Systems 21,070 27,580 32,980 5,400 19.6%

846,581$ 873,311$ 916,518$ 43,207$ 4.9%

3,352,417$ 4,369,495$ 4,725,960$ 356,466$ 8.2%

88 611000 ∙ Educational Expenditures 1,665$ 3,500$ 3,500$ ‐$ 0.0%

88 613000 ∙ Travel Expenditures 2,916 7,500 4,000 (3,500) ‐46.7%

4,581$ 11,000$ 7,500$ (3,500)$ ‐31.8%

64 622000 ∙ Fitness & Safety Training ‐$ 2,500$ 4,500$ 2,000$ 80.0%

64 623000 ∙ Educational Expenditures 71,787 92,000 86,787 (5,213) ‐5.7%

58 623500 ∙ Wildland Training Expenditures 3,665 7,260 9,500 2,240 30.9%

59 624000 ∙ Training Materials 1,664 13,000 15,000 2,000 15.4%

64 625000 ∙ Travel Expenditures 2,505 5,000 5,000 ‐ 0.0%

64 626000 ‐ Health & Safety Training 1,999 5,000 2,500 (2,500) ‐50.0%

81,619$ 124,760$ 123,287$ (1,473)$ ‐1.2%

75 632000 ∙ Educational Expenditures 3,681$ 9,000$ 10,000$ 1,000$ 11.1%

78 632500 ∙ Educational Expenditures/Technical Service 1,455 10,775 10,775 ‐ 0.0%


78 634500 ∙ Travel Expenditures/Technical Services 2,575 14,970 14,970 ‐ 0.0%

73 635000 ∙ Fire Corps Training 439 2,500 500 (2,000) ‐80.0%

10,482$ 43,245$ 40,942$ (2,303)$ ‐5.3%

Total 610000 Governing Board Training

Total 630000 Community Risk Managent/Tech Services T

630000 Community Risk Management/Technical Services Training

580000 HEALTH & WELLNESS OPERATIONS

Total 570000 Emergency Service Operations

Total 580000 Health & Wellness Operations

590000 COMMUNICATIONS

Total 590000 Communications

TOTAL MAINTENANCE & OPERATING EXPENDITURES

TRAINING & DEVELOPMENT EXPENDITURES


610000 GOVERNING BOARD TRAINING

620000 EMERGENCY SERVICES TRAINING

Total 620000 Emergency Services Training

570000 EMERGENCY SERVICE OPERATIONS


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Page

#DESCRIPTION

Actuals

FY 18‐19

Budget

FY 19‐20

Proposed

FY 20‐21

Budget

Variance

% of

Change


68 643000 ∙ Travel Expenditures 880 1,500 4,500 3,000 200.0%

1,891$ 5,000$ 11,700$ 6,700$ 134.0%

64 651000 ‐ EMS Educational Expenditures 4,445$ 10,500$ 21,500$ 11,000$ 104.8%

64 651500 ∙ Health/Medical Educational Expenditures ‐ 2,000 4,250 2,250 112.5%

64 652000 ‐ EMS/Training Materials 852 5,000 4,025 (975) ‐19.5%

64 653000 ‐ EMS/Medical Travel Expenditures 4,633 10,000 8,852 (1,148) ‐11.5%

9,930$ 27,500$ 38,627$ 11,127$ 40.5%



12,833$ 31,000$ 27,160$ (3,840)$ ‐12.4%

121,336$ 242,505$ 249,216$ 6,711$ 2.8%

87 725000 ∙ Lease/Purchase Principal 321,041$ 321,041$ 332,279$ 11,238$ 3.5%

87 725500 ∙ Lease/Purchase Interest Expenditure 194,163 194,163 182,928 (11,235) ‐5.8%

87 729000 ∙ Capital Projects Funding (Deprc) ‐ 450,000 450,000 ‐ 0.0%

515,205$ 965,204$ 965,207$ 3$ 0.0%

26,568,387$ 29,024,845$ 30,538,282$ 1,513,437$ 5.2%

720000 DEBT SERVICE


Total 640000 Support Services Training

TOTAL TRAINING & DEVELOPMENT

Total 660000 Administrative Training

650000 HEALTH & WELLNESS TRAINING

640000 SUPPORT SERVICES TRAINING

660000 ADMINISTRATIVE TRAINING

Total 650000 Health & Wellness Training

TOTAL COMBINED EXPENDITURES

Total 720000 Debt Service


Page 107 of 129

Account A term used to identify an individual asset, liability, expenditure control, revenue control, balance

Accrual Basis of Accounting

The method of accounting under which revenues are recorded when they are earned (whether cash is received at the time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at the time or not)

Accreditation (CFAI)

A comprehensive system of fire and emergency service evaluation conducted by unbiased outside expert evaluators which assists fire departments and districts in achieving organizational and professional excellence

AFMA Arizona Fire & Medical Authority Alarm A call received by the Dispatch Center which is then relayed to the appropriate station

for emergency response ALS Advanced Life Support. Emergency medical care that may include all basic life support

actions, plus invasive medical procedures, including: IV therapy, administration of anti‐arrhythmic and other specified medications and solutions. Highest level of pre‐hospital care

Appurtenances A term for what belongs to, or goes with something else, with the appurtenance being

less significant than what it belongs to. Examples of appurtenances include telephone systems, carpets and flooring or fitness equipment belonging to each station.

ASRS Arizona State Retirement System (non‐sworn employee pension plan) Assessed Valuation

(AV) The total taxable value placed on real estate and other property as a basis for levying taxes

Assets Property that is owned by the Authority which has monetary value Automatic Aid Automatic aid is dispatching the closest available unit to an emergency incident

regardless of jurisdictional boundaries. BC Battalion Chief Battalion Chief An operations manager with rank above Captain who is directly responsible for the

GLOSSARY OF TERMS


Page 108 of 129

supervision of and daily operational readiness of their assigned shift. The Battalion Chief also responds to and takes command of emergencies, and directly supervises several assigned stations

BLS Basic Life Support. Emergency medical care generally limited to non‐invasive

procedures, such as airway maintenance, breathing support, CPR, hemorrhage control, splinting of suspected fractures, management of spinal injury, and protection and transport of the patient in accordance with accepted procedures. BLS providers with special training may also use semiautomatic defibrillators for cardiac defibrillation

Bond A written promise to pay a specified sum of money (called principal or face value) at a

specified future date (called maturity date) along with periodic interest paid at a specified percentage

Bonded Debt The portion of indebtedness represented by outstanding bonds Brush Truck Four‐wheel drive trucks with small pumps and water supply capabilities that are

specifically designed for wildland urban interface fires Budget A plan of financial operation embodying an estimate of proposed expenditures for a

given period (typically a fiscal year) and the proposed means of financing them (revenue estimates)

CAAS Commission on Accreditation of Ambulance Services Capital Assets Assets of significant value and having a useful life of several years. Capital assets are

also called fixed assets. Captain Rank above Engineer. Responsible for the overall administration of his/her assigned

station including operational readiness, personnel supervision, and the station's budget. CCO (Chest Compression Only)

A method of cardiopulmonary resuscitation (see CPR) which utilizes hands only chest compressions only

CEP Certified Emergency Paramedic CERT Citizens Emergency Response Team Chart of Accounts

The classification system used by the Authority to organize the accounting for various funds


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CIP Capital Improvement Plan Company A work unit comprised of a piece of apparatus and its assigned crew CPAT Candidate Physical Ability Test CPR (Cardio‐pulmonary Resuscitation)

An emergency procedure consisting of external cardiac massage and artificial respiration; attempts to restore circulation of the blood and prevent death or brain damage due to lack of oxygen.

CPSE Center for Public Safety Excellence DROP Deferred Retirement Option Plan. A retirement option within the PSPRS program DSO District Safety Officer EBLA The Employee Benefit Liability Account (EBLA) is a designated account that is classified

as Committed Funds within the General Fund Balance. This account was created to support the annual Employee Benefit Liability associated with compensated absences, including accrued Sick / Vacation leave, and Sick Leave Buy‐Back Programs.

EMS Emergency Medical Services EMCT Emergency Medical Care Technician Engine A piece of apparatus which carries and pumps water, and carries ladders, hose, and

medical supplies. All Authority engines also provide ALS emergency medical capabilities Engineer Rank above Firefighter. In addition to performing all the assigned duties of a firefighter,

an Engineer maintains and drives the equipment and apparatus. EOC Emergency Operations Center. Assembly of incident management staff responsible for

directing and coordinating operations of one or more public service agencies in a catastrophic emergency, whether natural or man‐made (i.e. flood, windstorm)

FEMA Federal Emergency Management Agency Firefighter Performs firefighting and rescue operations for combating, extinguishing and

prevention of fires as well as for saving life and property. All Authority firefighters are also EMCTs or paramedics


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Fiscal Year A twelve‐month period to which the annual budget applies. The Authority fiscal year runs from July 1st through June 30th

Fire Corps Authority resident volunteers who support the Authority residents and staff through

various programs (Lock box, Smoke Alarm, Fire Inspections, etc.) Fixed Assets Assets of a long‐term character which are intended to continue to be held or used, such

as land, buildings, machinery, furniture, and other equipment Fractile A value which divides a set of data into equal proportions GAAFR Governmental Accounting, Auditing, and Financial Reporting Manual, using the GASB 34

Model, produced by the Government Finance Officers Association GAAP Generally Accepted Accounting Principles. A widely accepted set of rules, conventions,

standards, and procedures for reporting financial information, as established by the Financial Accounting Standards Board

GASB Government Accounting Standards Board. A major organization to develop Generally

Accepted Accounting Principles (GAAP) for use by governmental entities in reporting financial information

GASB 34 A statement issued by GASB and titled “Basic Financial Statements and Management’s

Discussion and Analysis for State and Local Governments”. This statement changes the governmental financial reporting model, requiring accrual accounting for all activities to include recording and depreciating all capital assets

GFOA Government Finance Officers Association Hazardous Material

Any substance or matter that is likely to inflict injury or harm or impose great or continued risk unless dealt with in a manner prescribed by state and federal regulations

HSA Health Savings Account HRIS Human Resource Information System IAFC International Association of Fire Chiefs IAFF International Association of Firefighters Incident An event involving a fire, medical emergency, hazardous material spill or

release/potential release of a hazardous material


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Interface The area where native vegetation and man‐made structures meet Internet An electronic communications network that connects computer networks and

organizational computer facilities around the world. Intranet Internal communications network based upon Internet technology used for

departmental exchanges of information.

JPA Joint Powers Authority when two districts’ personnel, equipment, facilities, and daily operations are combined, local control over service levels and tax rates re maintained by each district

Ladder A piece of apparatus that carries a full complement of ground ladders in addition to an

aerial ladder LT Ladder Tender MCSO Maricopa County Sheriff’s Office MSDS Material Safety Data Sheet Modified Accrual Basis of Accounting

The basis of accounting under which expenditures are recorded when goods or services are received, rather than when invoices are paid. The exception on this general rule is interest on general long‐term debt, which is recognized when due. Revenues are recorded in the accounting period in which they become measurable and available

Mutual Aid Mutual Aid is dispatching necessary units to an emergency incident by requesting the

unit(s) from another jurisdiction. NCFMD North County Fire & Medical District NFPA National Fire Protection Association NIOSH National Institute of Safety and Health OSHA Occupational Safety and Health Administration Paramedic The highest level of training an EMCT can reach in the State of Arizona PORA Property Owners and Residents Association


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PSPRS Public Safety Personnel Retirement System (sworn employee pension plan) Regional Dispatch Center

The dispatch center is responsible for receiving emergency and non‐emergency calls and for sending the appropriate apparatus to respond to the call.

Reserve Employee

A part‐time employee hired to back‐fill for EMS non‐sworn employees and to staff additional ambulances that may be put into service to support both emergency and non‐emergency transport needs

Response Actions taken by the Authority in response to a citizen’s request for services RMS Records Management System Rescue Any kind of incident that requires specialized training or equipment that is utilized to

aid a victim(s), i.e. trench collapse, water‐related accidents, hazardous materials spills SAFER Staffing for Adequate Fire & Emergency Response SCBA Self‐Contained Breathing Apparatus SCFMD South County Fire & Medical District Tax Year The taxing year associated with the fiscal year, generally identified as beginning when

the property tax bills are issued by the County, generally beginning in September of fiscal year. (i.e.: Fiscal Year 201819 is also identified as Tax Year 2018).

Tender A piece of apparatus that carries water to supply an engine in a rural area

TRT Technical Rescue Team Wildland Area An area in which development is essentially non‐existent except for roads, railroads,

power lines and similar transportation facilities WMD Weapons of Mass Destruction WT Water Tender


Page 113 of 129

Statistical Section

Wage Range Summary Budget Posting Details

Budget Posting Summary Budget Adoption Resolution

Certification of Budget Adoption Budget Development Schedule

AFMA Fiscal Year 2018‐22 Strategic Plan AFMA Fiscal Year 2020‐21 Capital Improvement Plan

APPENDICES


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SOURCE: Maricopa County Assessor’s Office NOTE: Secondary Net Assessed (or Full Cash) Values (SNAV) are based on Estimated Actual Value with an applicable rate of 10% (ARS §42‐15004) for residential property, 16%1 (ARS § 42‐15002) for Vacant Land and 19%2 (ARS § 42‐15001) for non‐public utility and commercial property. Public utility infrastructure is centrally assessed by the Arizona Department of Revenue. Secondary Assessed Values (Estimated Actual Values) are determined each calendar year. The tax rate of the District is determined by the approved budget applicable

North County Fire & Medical District

Fiscal

Year

Net Assessed

Valuation

Percent of

Increase

Median

Home Value

Tax Rate

per $100

Average

Property

Tax

2011‐12 388,861,955 ‐9.00% 142,100 2.4280 345.02

2012‐13 355,766,535 ‐8.51% 130,300 2.7189 354.27

2013‐14 339,271,938 ‐4.64% 122,700 2.9177 358.00

2014‐15 349,386,465 2.98% 124,800 2.9177 364.13

2015‐16 369,755,455 5.83% 147,515 2.8577 421.55

2016‐17 383,038,322 3.59% 152,388 2.8044 427.36

2017‐18 441,653,887 15.30% 153,519 2.8644 439.74

2018‐19 466,742,223 5.68% 163,044 2.8644 461.85

2019‐20 498,881,794 6.89% 171,468 2.8644 491.15

2020‐21 526,772,718 5.59% 179,563 2.8644 514.34

South County Fire & Medical District ‐ Formed FY2019‐20

Fiscal

Year

Net Assessed

Valuation

Percent of

Increase

Median

Home Value

Tax Rate

per $100

Average

Property

Tax

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

2019‐20 265,003,508 ‐7.10% 204,808 3.2000 655.39

2020‐21 244,048,973 ‐7.91% 203,640 3.2000 651.65

STATISTICAL SECTION


Page 115 of 129

divided by the Secondary Assessed Value as of July 1st of the respective fiscal year. REF (1): Vacant Land Assessment Ratios are the following percentage of its full cash value, as applicable

(ARS §42‐15002): 16.0% through December 31, 2015 15.0% effective December 31, 2015

REF (2): Non‐Public and Commercial Property Assessment Ratios are the following percentage of its full

cash value or limited valuation, as applicable (ARS § 42‐15001):

25.0% through December 31, 2005 20.0% through December 31, 2012 24.5% through December 31, 2006 19.5% through December 31, 2013 24.0% through December 31, 2007 19.0% through December 31, 2014 23.0% through December 31, 2008 18.5% through December 31, 2015 22.0% through December 31, 2009 18.0% effective December 31, 2015 21.0% through December 31, 2010

SOURCE: The source for "Population", "Personal Income", "Per Capita" and "Unemployment Rate"

information is the State of Arizona (www.azstats.gov). The estimated Authority population is based on analysis of registered voters, annexation and other demographic information maintained by the Authority.

Calendar Year

ended

December 31 Population Personal Income

Per Capita

Income

Estimated

District

Population

2019 4,329,580 194,529,632,000$ 44,930$ 4.9% 75,000

2018 4,294,460 186,561,796,000 43,442 4.9% 65,000

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

Unemployment

Rate

ARIZONA FIRE & MEDICAL AUTHORITY ‐ FORMED FISCAL YEAR 2017‐18

COUNTY‐WIDE DEMOGRAPHICS & ECONOMIC STATISTICS

LAST TEN (10) CALENDAR YEARS


Page 116 of 129

NOTE: N/A indicates information is not available. Population and demographic data are difficult to ascertain because significant portions of the Authority are not a census designated area. The highest population concentration lies within the thirteen square miles of the original NCFMD boundaries (the community of Sun City West) at approximately 2,500 population density per square mile. Roughly fifteen square miles of NCFMD is designated as an active adult community of 55 years of age and older with a median age of 76 as reported in the 2010 census. The remaining 75 square miles of NCFMD are not age restricted and contain multi‐family housing with an average population density of approximately 650 per square mile with an undetermined median age. The South County covers about 330 square miles, the Sun Lakes community is an active adult community, the Tonopah area is a rural and sparsely populated.


Page 117 of 129

CURRENT SPECIALTY PAYS:

Paramedic Incentive: Non‐Exempt Shift Sworn positions are paid an additional $2.50 per hour when assigned to a paramedic position.

SALARIED (EXEMPT) CLASSES

Position Starting Ending

Fire Chief 147,357$ 202,220$

Assistant Chief 123,430 158,528

Deputy Chief 107,606 139,014

Division / Battalion Chief 100,925 125,538

Assistant Fire Marshal 71,458 95,761

Emergency Manager 71,458 95,761

EMS Manager 65,217 87,397

Fleet Manager 60,816 86,155

Finance Manager 86,485 117,083

Accountant 58,948 78,817

Information Technology Manager 86,485 117,083

Authority Clerk 72,615 109,100

Human Resources Manager 98,362 132,948

Information Technologies Specialist 48,774 68,630

Fire Inspector 24.38 34.30

A/P Payroll Clerk 19.55 27.69

Support Services Technician II 23.42 33.15

Support Services Technician I 16.69 24.11

Administrative Assistant I 14.23 20.01

Administrative Assistant ‐ Part Time 15.96 22.46 SHIFT SWORN CLASSES


Captain ‐ EMCT 27.63$ 31.91$

Engineer ‐ EMCT 23.61 26.61

Firefighter ‐ EMCT 16.67 23.40

Firefighter ‐ Recruit (40 Hour/Week Position) 22.77 22.77

SHIFT NON‐SWORN CLASSES


Certified Emergency Paramedic 14.63$ 20.32$

Certified Emergency Paramedic ‐ Part Time 15.50 21.81

Emergency Medical Care Technician 12.10 16.27

Emergency Medical Care Technician ‐ Part Time 12.00 16.88

SALARY RANGE

HOURLY RANGE

HOURLY RANGE

WAGE RANGE SUMMARY


Page 118 of 129

Arizona Revised Statues §48‐805.02 requires fire districts to post their budget summary on their website and in a minimum of three public places at least 20 days prior to a public hearing called by the Governing Board to adopt the final budget. Complete copies of the Arizona Fire & Medical Authority budget document will be made available to members of the public upon written request to the Authority’s Administrative Office. During the public hearings that will be held on Tuesday, June 23, 2020, all three Boards adopted the Fiscal Year 2020‐21 budget. Within seven days of adoption, the complete budget will be published to the Authority website and will be maintained there for a period of 60 months. A condensed version of both District’s Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan will be posted at the Authority’s normal posting locations as listed below:

AFMA Website: www.afma.az.gov

Authority Administration: 18818 N. Spanish Garden Drive, Sun City West, AZ 85375

Station 232: 25020 S. Alma School Rd., Sun Lakes, AZ 85248

Station 341: 36511 W. Salome Way, Tonopah, AZ 85354

The official 20‐day posting period is identified as: Wednesday, May 27, 2020 through Monday, June 15, 2020 The detailed proposed budget document will be made available for on‐site inspection and comment, throughout the official posting period during normal business hours, at the following locations: Authority Administration: 18818 N Spanish Garden Drive, Sun City West, AZ 85375 Sun Lakes Fire Station 232: 25020 S. Alma School Rd., Sun Lakes, AZ 85248 Tonopah Fire Station 341: 36511 Salome Way, Tonopah, AZ 85354 The specifics of the proposed budget will be reviewed, in detail, at the regularly scheduled Governing Board Meeting during the Public Hearing prior to the adoption of the final budget on June 23, 2020. Upon final adoption of the Fiscal Year 2020‐21 Annual Budget & Operational Plan, a condensed budget summary and a detailed budget document will be submitted to the Maricopa County Board of Supervisor’s Office as required under state Statutes.

BUDGET POSTING DETAILS


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Arizona Fire & Medical Authority Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan

July 1, 2020 through June 30, 2021

General Fund Revenues: Property Tax Revenue $ 24,105,559 Peoria Shared Property Tax Revenues (60,000) Fire District Assistance Tax 1,123,823 Ambulance Insurance Billing Revenue 4,398,768 Program Revenues 108,200 Miscellaneous Revenues 861,932

Total General Fund Revenues: $ 30,538,282

General Operations Expenditures:

Wages & Benefits $ 24,597,898 Operations 3,947,014 Training & Development 249,216 Contingencies 778,946

Total General Operations Expenditures: $ 29,573,074

Debt Service Expenditures: Depreciation & Debt Services Expenditures $ 965,208

Total Combined General Ops, Debt Service Expenditures: $ 30,538,282

Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority website at www.afma.az.gov. The budget will be presented on Tuesday, May 26, 2020 during the Arizona Fire & Medical Authority Regular Board Meeting for approval to post. In accordance with A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2021. The Public Budget Hearing and final adoption will be held on Tuesday, June 23, 2020 at 11:00 a.m. at the Maricopa Board of Supervisors auditorium located at:

205 W. Jefferson Ave. Phoenix, AZ 85003

___________________________ ___________________________

David Wilson, Board Chairman Signatures on file Dawn Miller, Board Clerk

BUDGET POSTING SUMMARY


Page 120 of 129

North County Fire & Medical District Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan


General Fund Revenues: Property Tax Revenue $ 15,088,878 Peoria Shared Property Tax Revenues (60,000) Fire District Assistance Tax 590,101 Ambulance Insurance Billing Revenue 3,144,193 Program Revenues 69,248 Miscellaneous Revenues 555,496





Debt Service Expenditures: Depreciation & Debt Services Expenditures $ 705,318

Total Combined General Ops, Debt Service Expenditures: $ 19,387,916

Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority website at www.afma.az.gov. The budget will be presented on Tuesday, May 23, 2020 during the North County Fire & Medical District Regular Board Meeting for approval to post. In accordance with A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2020. The Public Budget Hearing and final adoption will be held on Tuesday, June 23, 2020 at 10:00 a.m. at the Maricopa Board of Supervisors auditorium located at:


___________________________ ___________________________

David Wilson, Board Chairman Signatures on file Dawn Miller, Board Clerk



Page 121 of 129

South County Fire & Medical District Fiscal Year 2020‐21 Proposed Annual Budget & Operational Plan


General Fund Revenues: Property Tax Revenue $ 9,016,681 Fire District Assistance Tax 533,722 Ambulance Insurance Billing Revenue 1,254,575 Program Revenues 38,952 Miscellaneous Revenues 306,436





Depreciation Expenditure: Depreciation & Debt Service Expenditures $ 259,890

Total Combined General Ops, Depreciation Expenditures: $ 11,150,366

Public Budget Hearing: Copies of the budget are available upon request through the Authority Administrative Office or by visiting the Authority Website at www.afma.az.gov. The budget will be presented on Tuesday, May 26, 2020 during the South County Fire & Medical District Regular Board Meeting for approval to post. In accordance with the A.R.S. §48‐805(A)(2), the 20‐day posting period began on Wednesday, May 27, 2020, and ended on Monday, June 15, 2020. The Public Budget Hearing and final adoption will be held on Tuesday, June 23, 2020 at 9:00 a.m. at the Maricopa County Board of Supervisors auditorium located at:


_____________________________ Signatures on file _____________________________ Diane Price, Board Chairman Karen Gueltzow, Board Clerk



Page 122 of 129

ARIZONA FIRE & MEDICAL AUTHORITY

BOARD OF DIRECTORS RESOLUTION #AF20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)

A RESOLUTION OF THE ELECTED OFFICIALS OF ARIZONA FIRE & MEDICAL AUTHORITY ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $30,538,282; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE AUTHORITY’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP) OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the Arizona Fire & Medical Authority to adopt an annual operating budget, and; WHEREAS, Arizona Fire & Medical Authority has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of Arizona Fire & Medical Authority to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $30,538,282 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the Authority’s Capital Improvement Plan (CIP) or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________ ____________________________ David Wilson, Board Chairman Dawn Miller, Board Clerk

ADOPTION RESOLUTION


Page 123 of 129

NORTH COUNTY FIRE & MEDICAL DISTRICT

BOARD OF DIRECTORS RESOLUTION #NC20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)

A RESOLUTION OF THE ELECTED OFFICIALS OF NORTH COUNTY FIRE & MEDICAL DISTRICT ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $19,387,916; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE DISTRICT’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP)OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the North County Fire & Medical District to adopt an annual operating budget, and; WHEREAS, North County Fire & Medical District has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of North County Fire & Medical District to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $19,387,916 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the Authority’s Capital Improvement Plan (CIP) or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________ ____________________________ David Wilson, Board Chairman Dawn Miller, Board Clerk

ADOPTION RESOLUTION


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SOUTH COUNTY FIRE & MEDICAL DISTRICT

BOARD OF DIRECTORS RESOLUTION #SC20‐0623‐1 (FISCAL YEAR 2020‐21 BUDGET ADOPTION)

A RESOLUTION OF THE ELECTED OFFICIALS OF SUN LAKES FIRE DISTRICT ADOPTING AN OPERATING BUDGET FOR FISCAL YEAR 2020‐21 IN THE AMOUNT OF $11,150,366; TO ENCUMBER SUFFICIENT FUNDS TO COVER OUTSTANDING ITEMS (LIABILITIES, PURCHASE ORDERS, INVOICES, ETC.) FROM THE PREVIOUS FISCAL YEAR; AND TO COMMIT ANY REMAINING REVENUES OVER EXPENDITURES TO BE TRANSFERRED TO THE AUTHORITY’S CAPITAL RESERVE FUND IN SUPPORT OF THE AUTHORITY’S CAPITAL IMPROVEMENT PLAN (CIP) OR EMPLOYEE BENEFIT LIABILITY ACCOUNT. WHEREAS, Arizona Revised Statutes, Title 48 requires the Sun Lakes Fire District to adopt an annual operating budget, and; WHEREAS, Sun Lakes Fire District has posted and published its proposed annual operating budget, and; WHEREAS, a Public Hearing was held in compliance with State Law regarding the Proposed Fiscal Year 2020‐21 Operating Budget containing funding for continued emergency fire and ambulance services, salaries, wages and benefits for Authority employees, general operating expenditures, continued training expenditures, and debt service; RESOLVED at a duly noticed public meeting of the Governing Board of Sun Lakes Fire District to adopt the Fiscal Year 2020‐21 Annual Budget and Operational Plan in the amount of $11,150,366 (attached); to encumber sufficient funds to cover outstanding items (liabilities, purchase orders, invoices, etc.) from the previous fiscal year; and to commit any remaining revenues over expenditures to be transferred to the Authority’s Capital Reserve Fund in support of the District’s Capital Improvement Plan (CIP)or Employee Benefit Liability Account; on Tuesday, June 23, 2020 by a majority of the Governing Board members. APPROVED: ATTEST: ________________________________ ___________________________________ Diane Price, Board Chairman Karen Gueltzow, Board Clerk

ADOPTION RESOLUTION


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NORTH COUNTY FIRE & MEDICAL DISTRICT Certification of Budget Adoption

Pursuant to A.R.S. §48‐805.02D The attached budget in the amount of $19,387,91 was approved and adopted under Resolution #NC20‐0623‐1, by a majority vote of North County Fire & Medical District Board of Directors at a duly noticed Regular Board Meeting held at 10:00 a.m. on June 23, 2020 at the Maricopa County Board of Supervisors auditorium located at 205 W. Jefferson, Phoenix, AZ 85003. Net Assessed Value (Primary Net Value): $426,772,718 FY 2021 Tax Rate (MIL): $2.8644 FY 2021 Levy: $15,088,878 On behalf of North County Fire & Medical District, we certify this is a true and accurate estimate of revenues and expenditures of the amount necessary to support District operations for the 2020‐21 Fiscal Year, and request Maricopa County to levy the amount of $15,088,878 as set forth in the attached Budget. We also certify that in accordance with A.R.S. §48‐805.02(D)(1)(a), the District has not incurred any debt or liability in excess of taxes levied and to be collected and the money actually available and unencumbered at that time in the District’s General Fund, except for those liabilities as prescribed in §48‐805, subsection B, paragraph 2 and §§48‐806 and 48‐807. We further certify that in accordance with A.R.S. §48‐805.02 (D)(1)(b), that the District complies fully with subsection F of this section. APPROVED: ATTEST: ___________________________ ________________________________________

David Wilson, Board Chairman Dawn Miller, Board Clerk

CERTIFICATION OF BUDGET ADOPTION


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SOUTH COUNTY FIRE & MEDICAL DISTRICT Certification of Budget Adoption

Pursuant to A.R.S. §48‐805.02D The attached budget in the amount of $9,016,681 was approved and adopted under Resolution #SC20‐0623‐1, by a majority vote of South County Fire & Medical District Board of Directors at a duly noticed Regular Board Meeting held at 9:00 a.m. on June 23, 2020 at the Maricopa County Board of Supervisors auditorium located at 205 W. Jefferson Ave., Phoenix, AZ 85003. Net Assessed Value (Primary Net Value): $281,771,293 FY 2021 Tax Rate (MIL): $3.2000 FY 2021 Levy: $9,016,681 On behalf of South County Fire& Medical District, we certify this is a true and accurate estimate of revenues and expenditures of the amount necessary to support District operations for the 2020‐21 Fiscal Year, and request Maricopa County to levy the amount of $9,016,681 as set forth in the attached Budget. We also certify that in accordance with A.R.S. §48‐805.02(D)(1)(a), the District has not incurred any debt or liability in excess of taxes levied and to be collected and the money actually available and unencumbered at that time in the District’s General Fund, except for those liabilities as prescribed in §48‐805, subsection B, paragraph 2 and sections 48‐806 and 48‐807. We further certify that in accordance with A.R.S. §48‐805.02(D)(1)(b), that the District complies fully with subsection F of this section. APPROVED: ATTEST: _________________________ _____________________________________

Diane Price, Board Chairman Karen Gueltzow, Board Clerk

CERTIFICATION OF BUDGET ADOPTION


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BUDGET DEVELOPMENT SCHEDULE


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