Finance $$$ 49
FINANCE Authority The Fire Chief is responsible for all aspects of financial management of the Addison Township Fire Department. General • The fiscal year for the ATFD is from April 1 through March 31. • ATFD personnel are not covered by a defined pension or medical plan, eliminating the need for accrual accounts for current or future retirees. Annual Capital Budget Development and Approval Process • The budget covers facility and apparatus planning for the next 10 years. • Analysis of equipment status and maintenance records is ongoing. • An initial capital budget presentation to the Fire Board takes place each January. • After Fire Board approval, the Capital budget is presented to the Township Board in March. • The Capital budget is monitored monthly throughout the year. Annual Operational Budget Development and Approval Process • Previous three-years' expenses, current year's annual budget, expenses projection, and the next year's proposed budget is presented to the Fire Board each January. • After Fire Board approval, the Operational budget is presented to the Township Board in March. • The Operational budget is monitored monthly throughout the year. Expense Tracking and Authorization • All operational expenses are reviewed by the Fire Chief. • Capital purchases are quoted and awarded based on conformance to National Fire Protection Association (NFPA), federal and state regulations, and ATFD performance specifications, as well as price.
Expense Tracking and Authorization (continued) • Apparatus purchases are closely monitored, with on-site visits to the manufacturing facility by the Fire Chief and other officers during the manufacturing process to ensure conformance to specifications. • Monthly updates are presented to the Fire Board. Revenue Analysis and Planning There are four primary sources of funding for the ATFD: • Capital and Operational property tax millages, each approved by voters separately from the Township General Fund • Cost recovery for medical incident runs • Investment return on capital and reserve accounts (Note: These are CD's and savings accounts, resulting in relatively small returns, but assuring zero chance of loss of capital.) • Carryover of authorized funds not spent during the previous year. Grants The opportunity for receipt of grants is continually analyzed. From 2010 through 2018, over $425,000 in Federal grant fund requests by the ATFD were approved. These funds were used for station improvements, miscellaneous equipment and upgrades to the radio system, hoses, EMS Life Support apparatus and the Personal Protection Equipment (PPE) used by firefighters. Challenges • Property values are fluctuating, making future tax revenues difficult to predict. • The yearly Headlee roll-back must be managed by the Township Board. • Proposed initiatives for a third station to improve incident response and increased fulltime firefighter staffing to address shortfalls in Pre-Fire Planning Inspections and training, highlighted as shortcomings in the ATFD ISO report, have not yet been budgeted. Please see current Annual Budget in Appendix of this document.
EmergeEmergencypact Preparedness EMAC ncy Management Assistance Com 53
EMERGENCY PREPAREDNESS Authority This plan is established under the provisions of the Michigan Emergency Preparedness Act, Act 390, Public Acts of 1976. It is aligned with the Emergency Preparedness systems at both the federal and state levels: • The Emergency Management Assistance Compact (EMAC) was ratified and signed into law by Congress in 1996. EMAC is interstate, state helping state. All 50 states, the District of Columbia, Puerto Rico, Guam, and the U.S. Virgin Islands have enacted legislation to become EMAC members. EMAC offers assistance during governor-declared states of emergency through a responsive, straightforward system that allows states to send personnel, equipment, and commodities to help disaster relief efforts in other states. EMAC is administered by the National Emergency Management Association (NEMA). • The Michigan Emergency Management Assistance Compact (MEMAC) was modeled after intrastate mutual aid compacts already being successfully implemented in other states. MEMAC is intrastate, jurisdiction helping jurisdiction within the state of Michigan. MEMAC is designed to help Michigan's 1,776 local political subdivisions share vital public safety services and resources more effectively and efficiently. Purpose No single state nor any local jurisdiction can afford to acquire and maintain all the manpower, equipment and other resources that would be necessary to respond to every possible emergency or major disaster, such as severe weather, forest fires, earthquakes, industrial explosions, nuclear power plant incidents, or terrorist acts involving chemical, biological or nuclear weapons of mass destruction. At the federal level, the strength of EMAC and the quality that distinguishes it from other plans and compacts lie in its governance structure; its relationship with federal organizations (FEMA, Homeland Security, etc.), states, counties, territories, and regions; the willingness of states and response and recovery personnel to deploy; and the ability to move any resource one state wishes to utilize to assist another state. At the state level, MEMAC creates an organized process and structure spelled out in advance for jurisdictions large and small across the state to render or receive assistance in times of crisis.
Purpose (Continued) MEMAC also helps address problematic issues concerning workmen's compensation insurance, expense reimbursement and liability coverage before assistance is needed and requested. At the Township level, the purpose of emergency operations is to provide direction and control of Township forces and resources, furnish emergency information, direction, and advice to the public, coordinate the use of local facilities to house or shelter displaced persons during periods of disaster or in an emergency, and to quickly restore services as needed. All activities shall be directed toward the achievement of the following incident priorities: 1.Life Safety 2.Incident Stabilization 3.Environmental Impact 4.Property Conservations Emergency operations should: • Provide for the safety, health and well being of citizens in a disaster or emergency situation through direction of regular and emergency forces • Provide official emergency and disaster information and instructions to the public • Maintain contact and coordinate operations with neighboring cities and other levels of government working within the mutual aid system structures of Oakland County (MABAS 3201), Michigan (MEMAC) and the federal government (EMAC) • Implement the policies of the Supervisor and Council, and the instructions of the Township Supervisor. Declaration of Local State of Emergency The Addison Township Supervisor is authorized by law to declare that a local state of emergency exists, at which time all or parts of this plan pertaining to disaster operations will be in effect, and outside assistance from State and Federal sources may be sought.
Organization The organization for the emergency operations is based on the Department of Homeland Security's National Incident Management System (NIMS) and utilizes the Township's administrative structure with some reassignments of responsibilities to meet the needs of an emergency disaster. The Township's administrative and operational staff is assigned to one or more of the organizational teams as outlined within this plan. These teams are identified as Legislative, Policy, Command, Operations or Tactical. Members of the Command Group may also function under the Operations Group while Operations Group members may perform tasks as members of the Tactical Group. The following officials are designated to function within the structure of the plan during emergency operations: Legislative Command Operations Group Policy Group Group Group Tactical Group Supervisor Director of Admin. Fire Firefighters/Divers Council Services Police Chief Captains Police Officers Finance Director Fire Chief, Fire Dept of Public EMD Lieutenants Works Personnel Community Asst. Fire Police Fire Crew Leaders Development Chief Sergeants Paid-on-Call Director Firefighters Building Inspector Building Township Attorney Fire Marshal Official Township Clerk Police Lieutenant Department heads serve dual roles in that they direct the operations of their respective departments and act as advisors to provide information to the Township Supervisor and Emergency Management Director (EMD). A department head or designee may also function as part of a Unified Command Team controlling the emergency scene. Each department head will designate two alternates who will assume operational responsibility in his/her absence. The appointment of alternates is important relative to the continuity of operations of the Township in times of crisis. Each department will be represented within the Policy Group or Area Command center by the Director or alternate. Additional department personnel may be needed to meet the department’s requirements. Department personnel will be utilized at the emergency scene as required.
Training The need for thorough training of all personnel involved in managing emergency operations is absolutely critical. The level of required training necessary to meet Federal NIMS standards is dependent upon functioning assignment. In the case of Addison Township, virtually all administrative and operational staff will have one or more roles or tasks for which they are responsible under the NIMS organization structure. Additional training beyond minimum requirements may allow members to function at higher levels and in more than one area of responsibility. It is the responsibility of the Addison Township Fire Chief to communicate the training requirements dictated by NIMS to all Addison Township administrative and operational personnel and to maintain a record of compliance for those requirements. Group Responsibilities • The Legislative Group is comprised of the Township elected officials. Their responsibility to the public is mandated through the Township ordinance. They provide overall policy and support to Township resources and, through State law, provide the necessary declaration of emergency in order to secure State and, ultimately, Federal assistance. Members of the Legislative Group can also be utilized to provide reassurance to the community through their participation in informational press conferences. • The Policy Group shall be responsible for providing direction to the Command staff as requested in order to assist in formulating response and recovery strategy. The Policy Group shall also provide legal advice, financial support and other assistance as needed. • The Command Group shall formulate mitigation strategies and tactical assignments as needed to respond and recover from all emergencies. The Command group shall prepare the Incident Action Plan (IAP) and keep the Policy Group advised as to the status of the emergency operations. • Members of the Operations Group shall serve as On-scene / Area Command (AC) and General staff. • Tactical Group members are utilized to complete task assignments necessary to accomplish incident goals and objectives as outlined in the IAP.
Department Responsibilities The department responsibilities listed within this plan are not intended to be an all inclusive list. As each emergency is different, response team members must remain flexible in order to provide the best and most efficient service to the public in these times of need. To that end, department personnel may be required to perform tasks that are outside of their normal job responsibilities. When asked to perform such tasks, Incident Commanders must assure that all employees are properly trained and equipped to safely complete all tactical assignments. • Community Development Department – The Community Development Department is responsible for directing the activities of the following divisions whose responsibilities are: o Planning Division - Responsible for collecting, evaluating, and recording information relative to the effects of severe weather conditions, disasters, and the location of response units. This includes the maintenance of maps and other visual guides. o Building Inspection Division - Perform damage assessment, evaluate the effects of disasters, and the location of response units. This includes the maintenance of maps and other visual guides. o Parks and Recreation Division - Responsible for operation of the Public and Employee Family Shelters. • Fire Department – The fire department is responsible for coordinating Haz- Mat response and all fire, medical and rescue operations. The department along with the cooperation of its’ adjunct organization Fire Corps, will assist in evacuations, establish hazard zones and perform other duties as required. Fire Department personnel may also be used to fill roles related to command staff positions of safety and liaison. • Police Department – The Police Department is responsible for providing enforcement of law and order, prevention of sabotage and subversive activities, security of all operational areas including the Area Command Center, and to conduct traffic/crowd control duties. The Police Department is responsible for issuing identification passes to non-governmental personnel who have a need to enter the affected area and for providing background checks on relief workers when necessary. Law enforcement personnel are also used to provide needed intelligence information whenever dealing with incidents involving a known or potential criminal element.
Department Responsibilities (continued) • Public Information – Public Information operates from the office of the Director of Administrative Services or the Area Command center and is responsible for providing information and instructions to the public prior to, during, and after emergencies and disasters. Information of immediate importance to the general public will be released by the appointed Township's Public Information Officer (PIO) utilizing press releases to newspaper, radio, and television media. The Supervisor or members of the Council may be utilized when needed to provide incident information to the community. Media interviews with either Area command or on-scene Incident Command shall be scheduled through the PIO. When determined safe by Command, media PIO staff may conduct media tours of affected areas. In cases where more than one community is affected by the emergency, the Townships' PIO's shall coordinate press releases through an established Joint Information Center in coordination with the Emergency Operations Center. Note: Under no circumstances will operating personnel give out information to the media. All persons requesting information or new information should be directed to the Director of Administrative Services, Township Administrator or Incident Commander. • Finance Department – The Finance Department is responsible for making financial arrangements and supervising financial obligations during emergencies. It will maintain accounting for expenditures and review operational plans for financial impact. It will be responsible for the necessary supply of materials and equipment to support the operations of other departments and staff. Personnel may also be used to track expenses related to potential cost recovery issues.
Command and Control of Operations To coordinate disaster and emergency relief activities, an Area Command (AC) center may be established and staffed during actual or potential disaster or emergency situations. The primary Area Command site shall be located at the Addison Township Municipal Building with an alternate site located at Fire Station #1. When the situation dictates, operational forces of the Township shall be directed from a command post established at the scene of the emergency. All departments should develop Emergency Operating Procedures to carry out their respective missions. This may be an expansion of the department’s normal operating procedures manual. These department emergency operating procedures are considered addendums to this Emergency Plan. Responsibility Checklists In the section that follows, the Responsibility Checklists for several positions that would exist in a typical emergency are shown. These checklists show the responsibilities and duties that the persons in those positions would be required to address. The positions that are presented are a building block only. During a real emergency, the number and nature of positions vary greatly depending on the size of the emergency and its nature. To see a listing of additional position checklists, please reference the following website: http://www.training.fema.gov/EMIWeb/IS/ICSResource/PositionChecklists.htm
EMERGENCY PREPAREDNESS Responsibility Checklist INCIDENT COMMAND (IC) (COMMAND GROUP) RESPONSIBILITIES • All incident activities • Develop and implement Incident Action Plan (IAP) • Establish Incident Command System (ICS) • Approve strategic decisions • Ensure proper equipment (including Personal Protective Equipment) and resources are ordered and released DUTIES • Establish Emergency Operations Center (EOC) • Establish EOC positions and make necessary staff assignments • Assess incident situation • Establish communication plan (who needs radios and what channels) • Ensure IAP is started and authorize Scene Safety Plan (SSP) • Discuss objectives and strategy with Command Staff and Officers • Conduct initial briefing forum • Determine and approve information to inform public of incident and give information to Public Information Officer (PIO) to release to news media • Coordinate staff activity • Manage all incident activities • Approve request for additional resources and release of resources • Approve plans for Incident Termination Procedure (ITP) and demobilization plan and ensure that: o Incident has been mitigated o Responsible Party (RP) is known, (if man-made) o RP has called for cleanup contractor o Cleanup contractor name and estimated time of arrival (ETA) is obtained o All personnel and equipment are accounted for and released from scene o All items not usable or contaminated are accounted for and list is made o Cost recovery report from Logistics and Resource Officer (L/RO) is obtained and given to RP o Start debriefing personnel on scene o Discuss with Command Staff when formal debriefing can be conducted
EMERGENCY PREPAREDNESS Responsibility Checklist PLANNING SECTION (COMMAND GROUP) Reports to Incident Command (IC) RESPONSIBILITIES • Record all incident status and situation information • Collect all incident forms required by organization • Evaluate, analyze, and display information at the Emergency Operations Center (EOC) • Assist with action planning • Provide for technical specialist DUTIES • Obtain briefing from Incident Command (IC) • Assist IC and or EOC Staff to establish communication plan, type of radios and number of channels • Prepare and maintain command post displays • Collect incident data at earliest possible opportunity and continue for duration of incident • Attend all incident planning meetings and record all important information • Obtain information from outside sources, such as weather service, County EOC • Maintain Incident Resource status log • Participate in Incident Termination Procedures (ITP) and demobilization plans by doing the following: o Verify release of all resources o Collect all incident status sheets o Ensure Incident Command (IC) has all information for the Public Information Officer (PIO) for final on scene news briefing o Ensure all public evacuation shelters have been notified o Collect Cost Recovery forms and information o Collect all forms and worksheet from personnel o Assist in the discussion with Command Staff to determine when a formal debriefing can be conducted
EMERGENCY PREPAREDNESS Responsibility Checklist PUBLIC INFORMATION (POLICY GROUP) Member of Policy Group RESPONSIBLITIES Formulate, submit to Unified Incident Command (UIC)/ Incident Command (IC) for approval, and release information about incident to news media and other appropriate agencies and organizations. DUTIES • Obtain briefing from Incident Command (IC) • Contact other jurisdictional agencies to coordinate public information activities • Whenever possible, establish single incident information center away from command post and or Emergency Operations Center (EOC) • Arrange for necessary work space, materials, telephone, and staffing • Prepare Initial Information Summary as soon as possible after arrival • Observe constraints on release of information imposed by IC • Obtain approval for releases to news media from IC • Release news to media, and post relative information on incident in command post and other appropriate areas • Attend meeting to update informational releases • Respond to special requests for information by Command Staff and news media • Participate in Incident Termination Procedures (ITP) and demobilization plan by doing the following: o Release information to news media on the termination of incident o If evacuation has occurred, inform news media they can announce that all affected civilians can return to evacuated areas o Assist in discussion with Command Staff to determine when a formal debriefing can be conducted
EMERGENCY PREPAREDNESS Responsibility Checklist SECURITY OFFICER (SO) (COMMAND/OPERATIONS GROUP) RESPONSIBILITIES Provide Emergency Operations Center (EOC) security DUTIES • Obtain briefing from EOC security • Establish communications link with Incident Command (IC) • Maintain security at press briefings • Check credentials of all personnel requesting entry to EOC SAFETY OFFICER (SO) (COMMAND/OPERATIONS GROUP) RESPONSIBILITIES • Overall scene safety – monitor, assess hazardous, unsafe situations • Develop measures to assure personnel safety • Inform Incident Command (IC) of unsafe acts • Maintain awareness of active, developing situations • Develop safety messages for Public Information Officer (PIO) DUTIES • Obtain briefing from IC • Obtain radio channels to IC and other assigned personnel • Assess incident situation • Assign an Assistant Safety Officer(s) (ASO) to coordinate all safety activities in operations area • Conduct incident safety briefing with ASO • Participate in planning meetings and attend all briefings • Identify any hazardous situation associated with incident and ensure all personnel are aware • Assist Haz-Mat Branch Director (HMBD) with development of the Scene Safety Plans and brief all personnel on safety issues • Exercise emergency authority to stop, alter, or suspend and/or prevent unsafe acts • Investigate accidents that have occurred within incident area and report findings to IC • Assist the discussion with Emergency Operations Center (EOC) Staff to determine when a formal debriefing can be conducted
EMERGENCY PREPAREDNESS Responsibility Checklist ASSISTANT SAFETY OFFICER (ASO) (COMMAND/OPERATIONS GROUP) Reports to Safety Officer (SO) RESPONSIBILITIES • Coordinate safety related activities that deal directly with on-scene activities • Advise SO on all aspects of health and safety and has authority to STOP OR PREVENT UNSAFE ACTS. In a multi-activity incident the ASO does not act as safety officer for the overall incident. DUTIES • Obtain briefing from the SO • Obtain radio operational channels to communicate with SO and other assigned personnel • Participate in the preparation of, and implement the Scene Safety Plan with SO • Advise the SO of deviations from the Scene Safety Plan or any dangerous situation • Has full authority to alter, suspend, or terminate any activity that may be judged to be unsafe • Coordinate with Medical Branch Director (MBD) to assign Emergency Medical Service (EMS) personnel to conduct medical evaluation on all personnel that are donning any level of protective chemical clothing • Ensure that medical related records of all Hazardous Materials Group (HMG) personnel are maintained by Medical Branch Director • Perform final Personal Protective Clothing & Equipment (PPC&E) check on all personnel prior to entering any work zone
EMERGENCY PREPAREDNESS Responsibility Checklist LOGISTICS OFFICER (LO) (COMMAND GROUP) Reports to the Incident Command (IC) RESPONSIBILITIES • Assist in establishing the Incident Action Plan (IAP) • Order personnel, equipment, and supplies • Establish a staging area for all service supplies for the incident • Maintain an accurate inventory of personnel, equipment, and service of all equipment, as needed • Assist Operations in establishing a formal staging area for equipment and manpower with a Staging Area Manager (SAM) DUTIES • Obtain briefing from the IC • Obtain radio operational channels to communicate with IC and other assigned personnel • Assess incident situation • Assign personnel, as needed, to accomplish their responsibilities • Assist Liaison and Safety Officer to determine the route for all supplies to respond to incident • Order, receive, and distribute all supplies and equipment • Receive and respond to requests for personnel, supplies, and equipment on scene • Maintain an accurate inventory of supplies and equipment • Ensure all equipment is operating properly prior to issuing to response personnel • Participate in the termination procedures and demobilization plan as follows: o Check with Operations and/or Haz-Mat Branch Director (HMBD), and Entry Team Group Supervisor (ETGS) to see what chemical(s) and how many containers are involved and if there are ground contaminates in the hot zone o Check with Decontamination Group Supervisor (DGS) regarding how much decontamination solution and trash is to be discarded o Submit any contaminated Personal Protective Clothing and Equipment (PPC&E) that cannot be cleaned to Operations and/or HMBD • Submit Cost recovery reports to IC and/or Recorder at the end of the incident • Provide input to Command Staff in determining timing of formal debriefing
EMERGENCY PREPAREDNESS Responsibility Checklist OPERATIONS OFFICER (OPS) (COMMAND GROUP) Reports to Incident Command (IC) RESPONSIBILITIES • Management of all incident operations that are directly applicable to the mitigation of the incident • Activate and supervise organizational elements in accordance with the agencies Standard Operating Guidelines (SOG), establish goals and objectives and direct their execution • Direct the preparation of unit operational plans, request or release resources, make expedient changes to the goals and objectives as necessary, and report such to the IC • Assist Logistics Officer (LO) in establishing a formal staging area for equipment and manpower with a Staging Area Manager DUTIES • Obtain briefing from the IC • Obtain radio operational channels to communicate with IC and other assigned personnel • Assess incident situation • Assign Incident Command System (ICS) positions as needed to accomplish goals and objectives • Conduct initial briefing with IC and/or command staff using briefing forms • Request for LO all personnel and equipment to accomplish goals and objectives • Brief all tactical operations personnel with goals and objectives • Supervise tactical operations • Report information about special occurrences to IC • Prior to entry into the Hot Zone conduct briefing with Safety Officer (SO) and/or Assistant Safety Officer (ASO), Haz-Mat Branch Director (HMBD), Entry Team Group Supervisor (ETGS), Decontamination Group Supervisor (DGS) to the Entry Team (ET) / Back–up Team (BUT) as follows: A. Incident safety briefing completed by SO/ASO B. Personnel decontamination procedures briefing completed by DGS C. Explain goals and objectives completed by Operations and/or HMBD D. Back-up team is ready (not on air or zipped up). If needed, final donning of Personal Protective Clothing & Equipment can be completed by either ETGS, HMBD, SO or ASO, DGS.
EMERGENCY PREPAREDNESS Responsibility Checklist OPERATIONS OFFICER (OPS) (COMMAND GROUP) Reports to Incident Command (IC) Duties (continued) • Inform IC when briefing is completed and ET is on air and give time • Monitor ET radio transmissions and assist IC with any expedient changes to goals and objectives • Determine and review suggested list of resources to be released and initiate recommendation for release of resources • Participate in incident termination procedures and demobilization plan as follows • Complete Operations worksheet and Briefing/Debriefing form • Ensure all personnel follow their termination and demobilization procedures • Assist IC in ensuring incident has been mitigated • Assist in the discussion with Command Staff to determine when a formal debriefing can be conducted
FINAL STATEMENT I hope that all who read this document will understand the dedication that the Addison Township Fire Department has taken to provide emergency services for all of its residents. We will continue to work very hard to further improve the training, skill and knowledge of all members of this fire department. Thank you for all of the support, from members past and present, for making the Addison Township Fire Department a department that we can be proud of today and in the future. Jerry Morawski Fire Chief Addison Township Fire Department 71
Appendix 73
Operating Revenues Interest 2019/2020 Tax Revenue Cost Recovery Carry Over fund 757,500 722,500 723,500 115,000 115,000 106,500 125,000 108,300 84,900 2,000 3,900 4,500 2017/2018 2018/2019 2019/2020
ATFD OPERATING BUDGET 2019 / 2020 304-702 WAGES PAID ON CALL 2016/2017 2017/2018 2018/2019 2019/2020 304-703 WAGES CAREER $205,000 $209,000 $160,000 $165,000 304-705 WAGES CLERICAL $240,000 $244,000 $308,500 $339,000 304-706 DISPATCH $37,000 $37,000 $40,000 $44,000 304-728 POSTAGE $17,000 $17,000 $17,000 $20,500 304-740 EQUIP & SUPPLIES $500 $900 $900 $900 304-740-003 MEDICAL SUPPLIES $27,000 $25,500 $25,000 $25,000 304-742 FIRE EMERGENCY EXP. $7,000 $8,500 $8,500 $9,000 304-745 UTILITIES $100 $100 $100 $100 304-747 FUEL $21,000 $19,000 $15,000 $15,500 304-802 SOCIAL SEC. $15,000 $12,000 $12,000 $14,000 304-807 AUDIT FEES $38,000 $40,000 $44,000 $44,500 304-826 LEGAL FEES $3,000 $3,000 $3,000 $3,000 304-850 TELEPHONE $2,000 $2,000 $2,000 $2,000 304-852 HEALTH INSURANCE $5,000 $4,500 $4,500 $5,000 304-853 HEALTH EXAMS/FITNESS $65,000 $65,000 $80,000 $85,000 304-860 MILEAGE $2,000 $2,000 $2,000 $2,000 304-861-000 MATCHING RETIREMENT $100 $100 $100 $100 304-874-001 LONGEVITY $10,500 $14,000 $15,000 $17,000 304-874-002 IN LIEU OF HEALTH INS. $37,000 $39,500 $47,000 $49,000 304-875 BENEFIT LIABILITY $14,000 $14,000 $14,000 $7,000 304-884 COM. PROJECTS $8,000 $6,000 $8,000 $8,000 304-903 LEGAL NOTICES $2,500 $1,000 $1,000 $2,000 304-910 INSURANCE $300 $300 $300 $300 304-912 ALARMS $60,000 $60,000 $62,000 $60,000 304-927 OFFICE SUPPLIES $700 $700 $700 $700 304-930 REPAIR & MAINT. $1,000 $1,000 $1,000 $1,000 304-931 STATION MAINT. $31,500 $25,500 $21,000 $21,000 304-933 MAINT. CONTRACT $500 $1,000 $1,000 $1,000 304-956 DUES & MISC. $8,500 $10,500 $11,000 $11,000 304-961 REFUND OF TAXES $5,500 $5,500 $5,500 $5,500 304-962 OPERATING RESERVE $1,000 $15,000 $2,000 $2,000 304-963 TRAINING $10,000 $10,000 $8,000 $8,000 304-964 MEDICAL BILLING $12,000 $10,000 $8,000 $8,000 304-969 ISO TESTING $14,000 $14,000 $14,000 $12,700 304-970 IT MAINTENANCE $5,800 $5,800 $5,800 $5,500 $1,000 $1,000 $1,000 $1,000 $948,900 $995,300 $908,500 $924,400
CAPITAL REVENUES FISCAL YEAR 2019/2020 CAPITAL REVENUES The Fire Department has the following sources of funding for the Capital budget: tax revenues, long-term savings, short term carryover, and estimated bank interest from the previous years. From the information provided, the department has projected the following revenue estimates: • Tax revenues for Capital budget 2018 $ 257,400 • Estimated Bank interest $ 2,600 • Long-term savings $ 223,000 • Short-term carryover $ 110,000 • $ 593,000 Total assets available for 2019/2020 • Total taxable revenue available for 2019/20 represents a 5.1 % increase over the 2018/2019 taxable revenue.
ISO Review
ISO Review
SOGs
Summary of PPC Review for Addison TS FPSA
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