WHAT HAPPENED TO OUR BUDGET?
BY GENE P. CARLSON
The budgets of many fire departments today are rather unsteady. Although the fire service is funded in various ways, the budget still remains subject to numerous outside elements that control or influence it. These elements can include an economy that allows for little public spending on fund-raisers, an unfavorable board, and an electorate that will not approve a bond issue or tax increase. Since we must live with these circumstances, it is good to explore some avenues to take if a “budget crunch” occurs.
AREA ANALYSIS
Start with an analysis of your fire control area. What are the major fire protection risks? What are the community`s needs for emergency response services? What resources are available to protect the citizens and their property? What level of service does the community want vs. what is being provided or what can be provided with the budget change? Finally, and perhaps most important, determine the level of service for which the community is willing to pay. This analysis will give your department a good picture of the problem. An honest, well-documented survey/analysis will be key for determining where the department will direct its action plan.
To stay within its budget, your department may need to alter or reduce services, take on additional responsibilities, initiate charges, delay improvements, or provide a more limited level of service. Based on the findings of the analysis, however, there may be other solutions. Further, a positive public relations program may convince the citizens to pay for the current or a higher level of service.
If the survey finds that only a few businesses or facilities have a high demand for fire protection, the entire community should not have to bear the cost burden. There are two solutions.
1. These facilities can be asked to provide their own private protection or pay for the increased level of service required.
2. The level of service the community desires to provide can be based on the ISO basic fire flow requirements. For example, what does a community with a basic fire flow of 2,500 gpm (which requires three engine companies) do when a large lumberyard with a fire flow requirement of 5,000 gpm moves in? The community generally will not want to acquire the pumping capacity for this single large-flow occupancy. Therefore, it may be necessary to work out an agreement whereby the lumberyard installs automatic sprinklers for its own protection (and for the accompanying insurance savings). Another alternative may be to have the lumberyard pay a special assessment toward the costs of the required additional suppression forces. Whatever action is taken must be applied equally to any other occupancy with a fire flow requirement above 2,500 gpm.
After an analysis of risks, which includes the number and types of alarms, it may be reasonable to change response assignments. Due to the large number of false alarms, many departments reduced their initial response to pulled street fire alarm boxes. Excessive malfunctions in automatic alarm equipment may demand the same readjustment in response. What response will be made for a carbon monoxide detector alarm–a full response, a single engine or rescue company, or perhaps a chief officer with detection equipment? Will the unit(s) respond “Code 3” or in a nonemergency service mode? All these alternatives can influence the budget by altering per-mile operating and apparatus maintenance costs.
However, don`t overlook the ramifications of a reduction in response, and be prepared to answer the questions that may arise. The opposite action (increasing response) also can lead to a lower budget. For example, one department increased the initial response for structure fires to two engines and two ladder companies and, as a result, drastically reduced the number of costly extra-alarm fires.
INCREASING BUDGET FUNDS
Funds can be increased in various ways. A department might accept additional emergency and nonemergency responsibilities such as offering an increased level of medical service, hazardous-materials cleanup, or specialized rescue services in the emergency category and making medical transfers, performing licensing or inspection services, or providing any number of support functions for the community (computer installation and servicing, for example) in the nonemergency category.
Additional funds can be generated by charging for special services such as confined-space rescues or hazardous-materials disposal. Some departments avoid budget shortfalls by charging for expendable items used in special operations such as overpack drums, absorbent materials, and special extinguishing agents. A similar concept involves charging for services above a stated level, as discussed earlier. The community can decide on the level of service the taxpayers wish to provide, and those facilities requiring service above this level can be charged accordingly.
DECREASING EXPENDITURES
In some cases when budgets become tighter, the department might have to postpone the purchase of new or additional equipment and apparatus. Options such as refurbishing an older apparatus; using a glider kit with an outdated chassis; purchasing quality or rebuilt used apparatus; or specifying a new unit with less costly chrome, accessories, or features may be necessary.
Another alternative may be to look at combination units that enable a department to provide more services from a single unit. Combination rescue/pumpers have become common in some areas. A few pumpers have been built with victim transport capability. Several departments now are considering ambulances with minimal firefighting capability. The “quint” concept has been in use for many years, and numerous pumpers have been delivered with an elevated master- stream device. Could a “combo” unit assist your budget?
In combination departments, it may be possible to rearrange work schedules to permit shorter hours or less overtime without reducing the level of service. Scheduling changes may involve having career personnel work flex time hours, days only, or only on weekdays. Any number of working relationships can be developed to avoid budget increases.
ENLIST COMMUNITY SUPPORT
Another approach to budgeting questions is to take the problem to the citizens. This procedure then becomes a fire department marketing and selling operation. Seek input from experts within the community. Go out and ask for advice, ideas, and innovations. The fire service often can use commercial or industrial applications–such as the concept of “customer service”–to the benefit of all. Department personnel can speak to civic clubs, church groups, senior-citizen groups, the PTA, and other community associations. In some instances, a good “sales” program may lead to increased pressure on the officials/managers in control of the budget and a loosening of the purse strings.
Other methods for increasing budget funding include establishing support groups and seeking professional assistance. Retired firefighters and civic-club and senior-citizen group members can be recruited to assist in generating funds. They may make outright donations, run promotional campaigns, or perform fund-raising functions. In some areas, professional fund-raising companies are available to help with fund drives and activities. However, their services are not free, and their fees must be considered when planning the end results.
In essence, the fire department should not stand idly by in times of tight budgets. It still has a responsibility to provide fire protection to the residents of its community. It is more profitable to take a positive, proactive position than to react by sulking or whining. Be inventive and innovative, and keep the funds flowing! n
GENE P. CARLSON, a fire education and training specialist, is director of international marketing of Oklahoma State University`s Fire Protection Publications, representing IFSTA nationally and internationally. Carlson is a member of various committees of the National Fire Protection Association and the International Association of Fire Chiefs. He served on the staff of the National Fire Academy, the University of Maryland Fire and Rescue Institute, and the University of Illinois Firemanship Training Program.
