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HomeMy WebLinkAbout08-FireFire This Division is comprised of two departments, Administration and Operations. These two departments have an interdependent working relationship to accomplish specific objectives. The broad goal of the division is to protect life and property, and provide for efficient customer service through team organization to deliver a variety of services to the public. The Division created a billing special revenue fund to account for service reimbursements where the proceeds are used for fire equipment only. Internal programs and procedures are designed to support activities and standards necessary to ensure quality service, legal compliance, and fiscal accountability. Divisional operations are funded within the General Fund. Fire Operations Page 98 Administration Page 96 08/09 08/09 09/10 PROPOSED BUDGET AMENDED PROJECTED NEW % CHANGE BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL) General Fund Administration 950,002 845,600 901,682 901,682 6.6% One frozen position (54,742)(54,742) Fire Operations 5,954,616 5,808,344 6,012,038 6,012,038 3.5% total General Fund 6,904,618 6,653,944 6,858,978 6,858,978 3.1% Special Revenue Funds Fire Billing SRF 158,055 158,055 total Special Rev. Funds 158,055 158,055 Division Total 6,904,618 6,653,944 7,017,033 7,017,033 5.5% *Fire Billing Fund collapsed into General Fund. PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Administration 534,403 367,279 901,682 6 One frozen position (54,742)(54,742) Fire Operations 5,432,233 579,805 6,012,038 72 total General Fund 5,911,894 947,084 6,858,978 78 Special Revenue Funds Fire Billing SRF 158,055 158,055 total Special Rev. Funds 158,055 158,055 Division Total 5,911,894 1,105,139 7,017,033 78 Uses & Expenses Fire Services 09/10 PROPOSED BUDGET 96 Fire Administration DEPARTMENT DESCRIPTION Fire Administration ensures that quality service is provided to the community by directing and supporting all divisions in Fire. Direction is provided through an emphasis on open communication and participation from all levels in the decision making process, which ensures proper planning, coordination and oversight of activities, including contractual service agreements and revenue recovery program. MAJOR DEPARTMENT GOALS • Ensure a continuous and progressive environment that facilitates the acquisition, development, and monitoring of knowledge and skills necessary to enable the Fire Department to safely provide the best possible services. • Provide efficient and effective management of the Fire Department and always search to enhance our efficiency. • Continue to provide a revenue source for equipment, and public fire training and education facility, through the billing for services program. • Ensure all agreements and records are legally compliant and properly maintained. • Develop Strategic Planning Document. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Developed a Public Protection Classification improvement plan utilizing Insurance Service Office (ISO) information and data for possible grading upgrades. • Expanded emergency service to the Northwest quadrant of the city to improve response in the Williamson County Emergency Services District (ESD) #8 and Sun City. • Transitioned new leadership into the Fire Department Administration. • Improved the efficiency of administrative duties such as payroll, staffing, and reporting. • Met with 100% of department membership and received valuable input on Fire department direction. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Assist in selection process for design of Fire Station #5 that will serve the northwest area of the community. • Review the feasibility of dedicated Fire Marshal and associated staff. • Explore and evaluate Fire Safety programs. • Develop employee work groups to overhaul current operation and administrative procedures and guidelines. • Gain council approval and apply for alternative sources of funding such as the Assistance to Firefighter Grant (AFG), Staffing for Adequate Fire and Emergency Response Grant (SAFER) and other relevant grant funding available to emergency response. • Continue contract with Emergency Service District (ESD) #8 and partner with the ESD to forecast growing needs of the Extra Territorial Jurisdiction (ETJ). 97 ADMINISTRATION 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Fire Chief 1 1 1 1 1 Assistant Fire Chief 1 1 1 1 1 Battalion Chief 1 1 1 1 1 Administrative Analyst 1 1 1 1 1 Administrative Assistant III 1 1 1 1 1 Administrative Assistant I 1 1 1 1 1 TOTAL 6 6 6 6 6 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 Public presentations 200 163 200 220 220 Annual revenue recovery for emergency services $62,625 $89,500 $75,000 $75,000 $50,000 Annual service delivery cost $1,345 $1,345 $1,133 $1,058 $1,215 Annual ESD Contract $703,244 $970,999 $1,349,186 $1,349,186 $1,243,494 Total Population served in the fire district 59,629 61,110 63,977 63,977 68,860 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Fire Services cost per capita $106 $110 $120 $120 $125 2 Firefighters per 1,000 population 1.238 1.35 1.25 1.25 1.13 3. ISO Rating* 4 4 2 2 2 *ISO (Insurance Services Office) is a company that rates Fire Departments nationwide on their ability and resources to fight fires. The rating is on a 1 to10 scale, 1 being the best possible rating, 10 being the worst. The insurance industry uses these ratings to determine homeowner’s insurance rates. DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 455,209 513,347 410,445 Personnel 479,661 534,403 334,401 436,655 435,155 Operations 367,279 374,755 789,610 950,002 845,600 846,940 909,158 98 Fire Fire Operations DEPARTMENT DESCRIPTION Fire Operations provides the fire fighting, rescue, medical response and haz-mat forces and resources necessary for emergency incident response to anyone within the service area in order to save lives and minimize property damage. Fire Operations also provides for training, professional development, safety, and communications. Firefighters are informed of the latest health and safety issues and receive mandated training by the Texas Commission on Fire Protection, and Texas Department of Health, ensuring that the requirements for the Insurance Service Office rating system are met. MAJOR DEPARTMENT GOALS • Maintain an operational readiness level that will meet the emergency demands of a growing community. • Provide firefighting forces and resources necessary to execute quick, effective, skillful, and caring responses to emergency situations. • Provide high quality, first responder service as part of an integrated emergency medical care system. • Maintain a safe, healthy, well-trained and high performing workforce and start the planning process for Paramedic engine companies. • Ensure the fire protection needs of the community are efficiently delivered through fire station design and placement, apparatus type and response and staff performance and capabilities. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Completed mandated ICS 300 course by all officers and command staff. • Evaluated and implemented the Quint-Squad concept to identify the operational effectiveness and efficiencies for Fire Station 3 and Williamson County ESD 8. • Conducted a needs assessment and developed specifications to procure Self-Contained Breathing Apparatus (SCBA) to enhance firefighter safety. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Develop specifications for new apparatus (engine) for Fire Station #5. • Review “2 in – 2 out” requirement for the Texas Commission on Fire Protection (TCFP) to develop a plan to become compliant. • Evaluate Emergency Medical Service (EMS) delivery to the community of Georgetown by an increased role in Para medicine response by Georgetown fire apparatus Advance Life Support (ALS). • Develop and identify a response plan with the Parks and Police Departments. • Identify and purchase all terrain vehicles, bikes, and equipment. • Evaluate and comply with Texas Commission on Fire Protection (TCFP) law that requires all paid fire departments meet the National Fire Protection Association (NFPA) 1851 standard concerning Personal Protective Equipment (PPE), including purchase, maintenance, inspection, cleaning, repair, and removal. 99 OPERATIONS 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Battalion Chief 3 3 3 3 3 Captain 3 6 6 6 6 Lieutenant 12 12 12 12 12 Apparatus Operator 15 18 18 18 18 Firefighter 33 33 33 33 33 TOTAL 66 72 72 72 72 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Alarm incidents 4,351 5,321 4,781 5,628 5,628 2. Fires 158 222 205 207 207 3. Rescue and medical emergencies 2,638 2,973 3,258 3,258 3,258 4. Hrs. of professional development and continuing education 4,580 4,702 4,417 4,500 4,500 5. # of hydrants tested and painted 1,187 2,556 1,131 1,526 1,526 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. % of fire incidents with a 5 minute or under response time (in city) 26% 32% 49% 25% 25% 2. % of rescue and medical emergencies with a 5 minute or under response time (in city) 43% 40% 47% 47% 47% 3. % of fire incidents with a 5 minute or under response time (outside city) 14% 4% 16% 16% 16% 4. % of rescue and medical emergencies with a 5 minute or under response time (outside city) 14% 10% 21% 21% 21% 5. % of Insurance Service Office (ISO) training met 29% 30% 35% 35% 35% DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 3,926,081 5,249,565 5,118,353 Personnel 5,432,233 5,503,932 575,165 635,051 619,991 Operations 579,805 579,805 20,622 70,000 70,000 Capital 4,521,868 5,954,616 5,808,344 6,012,038 6,083,737 102 Georgetown Utility Systems Administration DEPARTMENT DESCRIPTION The Georgetown Utility Systems (GUS) Administration Department manages financial operations and personnel services for all departments in the division. The Department provides administrative support, including customer relations, reception, record keeping, management of Key Accounts, and secretarial services, to all departments within the division. Long-term system planning is coordinated by the Department. Administration is responsible for coordination and operation of all utilities during emergency management situations. MAJOR DEPARTMENT GOALS • Promote a safe and positive working environment for employees. • Provide reliable utility services that protect the community and reflect its values, as well as, well-planned development. • Ensure excellent customer service to the Georgetown community. • Promote consumer education programs for efficient utility use, conservation, and customer service. • Provide programs that encourage efficient use of materials and preserve natural resources. • Maintain quality utilities and transportation systems that promote well-planned current and long-range development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Completed negotiations with Wholesale Power Alliance regarding Lower Colorado River Authority (LCRA) 2016 contract renewals. • Worked with the Texas Department of Transportation (TxDOT) to begin the upgrade of traffic lights. • Continued implementation of the Regional Wastewater Master Plan. • Coordinated with Facilities Maintenance to develop a plan to renovate current office facilities for more efficient use through 2012. • Developed a Green Building Program to encourage efficient use of building materials and preserve natural resources. • Began construction of a Solar Demonstration project as a pilot program to promote solar energy use. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Continue negotiations for future power contracts. • Continue the focus on customer service enhancement. • Expand regional approach to utility system development and planning through partnerships with utility providers and political subdivisions. • Continue implementation of the regional wastewater plan for the San Gabriel Basin. • Continue to pursue purchase of LCRA substations and associated equipment to allow for lower transmission and transformation costs. • Coordinate with TxDOT to take ownership of traffic signals upon the completion of the 2010 census. • Expand the Water Certificates of Convenience and Necessity (CCN) to coincide with the provision of other City services. • Work with Facilities Maintenance on the first phase of office building renovations. • Complete construction of the Solar Demonstration Pilot Project to promote solar energy use.