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Fire Fiscal Year 2025 Budget Presentation Copyrighted April 4, 2024 City of Dubuque Public Hearings # 04. Special Meeting ITEM TITLE: Fire Fiscal Year2025 Budget Presentation SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Policy Budget Book Supporting Documentation Presentation_Uploaded 4.4.24 Supporting Documentation HOW TO USE THIS POLICY BUDGET DOCUMENT PURPOSE The Policy Budget defines goals and objectives for all City departments and activities, relates them to cost and resource requirements and attempts to establish measures for evaluating accomplishment. Specific improvement packages are developed and included in the Policy Budget for alternative funding and service levels. The Policy Budget document shows the budget by line item for each Department and provides a basis for fiscal control once the budget is adopted. The Policy Budget emphasizes objectives, accomplishments, and alternative funding and service levels and is intended to keep the attention of the City Council and public on the major policy decisions involving what services the City government will provide, who will pay for them, and the implications of such decisions. FORMAT The Policy Budget is organized by Department/Division and provides detail for all activities that make up each Department/Division. Each Department/Division tab includes the following information: 1) Department/Division Financial Summary: The budget highlights portion of the Department Summary reflects total expenses for the maintenance level budget (cost to continue at the same level of service) and approved improvement packages for all activities within the Department by expenditure category (employee expense, supplies and services, machinery and equipment, and debt service), and the funding sources that pay those expenses. The property tax portion of the funding is reflected, noting the increase or decrease from the prior years adopted budget. For Departments which are self supporting (i.e. Water, Water Pollution Control, Refuse (part of Public Works), Media Service, Transit, Parking), the net operating surplus/deficit is reflected, noting the increase or decrease in the fund from the prior years adopted budget. This summary displays all Improvement Packages submitted by Department/Division Managers, with a notation of whether they were recommended by the City Manager, and then approved by the City Council. Those noted with a `YES'were added to the maintenance level budget and are reflected in the Department Funding Summary and those noted with a `NO' were not approved. And finally, this summary explains significant line item detail by expenditure category, notable revenue changes, and miscellaneous information regarding the maintenance level budget. These are the review notes prior to adding any improvement packages. 2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs further explanation, a memo will be provided. 3) Department's Organizational Chart (optional): Shows how a Department is structured. Usually included for larger more complex Departments. 4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives: This is a written narrative that highlights the Department's prior year accomplishments and what Departments plan on accomplishing in the near future. -i- 5) Department/Division's Goals and Performance Measures by Activity: This is a written activity statement and a matrix for each activity which includes activity objectives, relationship to City Council Goals & Priorities, and key performance indicators (KPIs).. Performance measures are included for each activity to evaluate activities and ensure that the approved levels of funding yield the expected results. Icons for each KPI visually indicate how well an objective is doing and represent the following: Goal Met Goal in Progress The goal has not This goal has not This goal has been been met but is been met and is not met. showing signs of currently showing improvement. signs of progress. 6) Department/Division's Goals and Performance Measures by Activity: This is a written narrative for each activity that explains the goal, describes the purpose, and explains the service objectives of each activity. Performance measures are included for each activity to evaluate activities and ensure that the approved levels of funding yield the expected results. 7) Recommended Operating Revenue Budget by Department/Division: This report reflects line item revenue detail at the Department/Division level (combines all activities for each line by fund). Two years actual revenues, prior year adopted revenues and the recommended revenue for the new budget year are reflected. 8) Recommended Operating Expenditure Budget by Department/Division: This report reflects line item expenditure detail at the Department/Division level (combines all activities for each line by fund). Expenses are grouped by category (employee expense, supplies and services, machinery and equipment, debt service, and transfers) and displays two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 9) Recommended Operating Expenditure Budget by Activity and Funding Source: This report reflects expenses grouped by category (employee expense, supplies and services, machinery and equipment, debt service, and transfers) for each activity within the Department/ Division, and displays two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 10) Personnel Complement at Department/Division and Activity Level: These reports reflect positions budgeted at the Department/Division level and the Activity level, by funding source. Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each position for two years prior year adopted FTE and expenses, and the recommended FTE and related expense for the new budget year. 11) Capital Improvement Projects by Department/Division: This report lists all Capital Improvement Project totals for two years actual expenses, prior year adopted expenses and the recommended expense for the new budget year. 12) Five Year Capital Improvement Program Summary by Department/Division: This report lists all Capital Improvement Projects budgeted in the new budget year and planned for the next four years. Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and Budget and Fiscal Policy Guidelines located in Resident's Guide -ii- Fire -3- This page intentionally left blank. -4- FIRE DEPARTMENT FY 2023 FY 2024 FY 2025 ��o Change From Budget Highlights Actual Budget Requested FY 2024 Budget Expenses Employee Expense 12,185,457 12,653,143 13,885,953 9.7 % Supplies and Services 2,361,078 2,050,125 2,657,900 29.6 % Machinery and Equipment 300,393 172,220 324,116 88.2 % Debt Service 299,973 405,436 555,356 37.0 % Total Expenses 15,146,901 15,280,924 17,423,325 14.0 % Resources Operating Revenue 3,890,942 4,356,570 4,680,634 7.4 % DRA Gaming Abated Debt 19,507 19,934 19,449 (2.4)% Sales Tax Abated Debt 203,311 287,428 437,975 52.4 % Total Resources 4,113,760 4,663,932 5,138,058 10.2 % Property Tax Support 11,033,141 10,616,992 12,285,267 1,668,275 Percent Increase (Decrease) 15.7 % Personnel -Authorized FTE 99.16 101.16 104.16 Improvement Package Summary 1 of 11 This improvement package request seeks approval to create an additional captain (+1.0 FTE, F-05) to serve in the capacity of field training officer/safety officer. The position would work under an assistant chief to coordinate and deliver hands-on fire and EMS training. The position will also serve in the capacity of safety officer for each shift, responding on all significant fire and EMS incidents. This improvement request is related to the other 2 field training/safety officer requests (improvement requests #2 and #3). The approval would ideally fund all three field training/ safety officers in order to maintain consistency across all shifts. This package meets the City Council goals of Vibrant Community: Healthy and Safe and Financially Responsible, High Performance City Organization. This position is recommended to start on August 1, 2024. Please see pages 69-71 for the new organizational charts. Related Costs: $128,145 Tax Funds Recurring Recommend -Yes Total Cost: $128,145 Property Tax Impact: $ 0.0504 0.51% Activity: Fire Suppression 2of11 This improvement package request seeks approval to create an additional captain (+1.0 FTE, F-05) to serve in the capacity of field training officer/ safety officer. The position would work under an assistant chief to coordinate and deliver hands-on fire and EMS training. The position will also serve in the capacity of safety officer for each shift, responding on all significant fire and EMS incidents. This improvement request is related to the other 2 field training/safety officer requests (improvement requests #1 and #3). The approval would ideally fund all three field training/ safety officers in order to maintain consistency across all shifts. This package meets the City Council goals of Vibrant Community: Healthy and Safe and Financially Responsible, High PerFormance City Organization. Please see page 70 for the new organizational chart. -5- Related Costs: $138,622 Tax Funds Recurring Recommend - No Total Cost: $138,622 Property Tax Impact: $ 0.0545 0.55% Activity: Fire Suppression 3of11 This improvement package request seeks approval to create an additional captain (+1.0 FTE, F-05) to serve in the capacity of field training officer/safety officer. The position would work under an assistant chief to coordinate and deliver hands-on fire and EMS training. The position will also serve in the capacity of safety officer for each shift, responding on all significant fire and EMS incidents. This improvement request is related to the other 2 field training/safety officer requests (improvement requests #1 and #2). The approval would ideally fund all three field training/ safety officers in order to maintain consistency across all shifts. This package meets the City Council goals of Vibrant Community: Healthy and Safe and Financially Responsible, High Performance City Organization. Please see page 70 for the new organizational chart. Related Costs: $138,622 Tax Funds Recurring Recommend - No Total Cost: $138,622 Property Tax Impact: $ 0.0545 0.55% Activity: Fire Suppression 4of11 This improvement package request is seeking approval to grow the department's EMS Division to provide support for an expanding service by adding 1.0 FTE (GE-50) Bureau Chief position. Approximately 80°/o of the department's 8,000 incidents are EMS-related. The previous structure of managing the EMS Division with one member is beyond capacity. The trends in emergency medicine continue to push the department to continually refine, adapt, and adjust protocols, education, and advanced skills beyond the capabilities of one member. New and exciting opportunities have been identified in the areas of revenue, education academy collaboration, recruitment, and data analysis which reach far beyond the current single resource. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High PerFormance City Organization and Partnership for a Better Dubuque. Please see page 69 for the new organizational chart. Related Costs: $164,468 Tax Funds Recurring Recommend -Yes Related Costs: $ 4,650 Tax Funds Non-Recurring Total Cost: $169,118 Property Tax Impact: $ 0.0665 0.67% Activity:Ambulance 5of11 This improvement package requests the purchase of pre-plan software that is integrated with CAD (computer aided dispatch) software. Pre-plan information provides critical information on building size, occupancy, access, water supply, hazards and building history and owner information. Currently, the pre- plan information is created as separate, manually-created files stored separate from the response files. This system is antiquated, slow, and does not leverage new technology and open records to collect and utilize the most recent data. Year 1 cost with implementation is $8,650, year 2 is $8,242, year 3 is $8,654 followed by a 5% increase in price each year moving forward. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High Performance City Organization. -6- Related Costs: $ 8,650 Tax Funds Non-Recurring Recommend -Yes Total Cost: $ 8,650 Property Tax Impact: $ 0.0034 0.03% Activity: Fire Administration 6of11 This improvement package request will upgrade the advanced airway equipment from traditional, hand-held laryngoscopes to the advanced video laryngoscope technology. The move to video laryngoscopes provides enhanced visualization of the critical anatomy within the airway and increase the success rates of field intubation and securing a patent airway for our patients. This equipment will also reduce the risk to our patients by decreasing the time for successful intubations. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, and High-Performance City Organization. Related Costs: $ 7,816 Tax Funds Non-Recurring Recommend -Yes Total Cost: $ 7,816 Property Tax Impact: $ 0.0031 0.03% Activity:Ambulance 7of11 This improvement package request will provide funding to place the City's fire stations as a top priority for clearing snow for snow events over 2". Crews will continue to maintain regular snow/ice removal and salting for minimal events. Establishing a regular contract will reduce the impacts of manual snow removal for heavier days and to allow crews to continue providing emergency response throughout the shift day. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High PerFormance City Organization. Related Costs: $ 6,000 Tax Funds Recurring Recommend - No Total Cost: $ 6,000 Property Tax Impact: $ 0.0024 0.02% Activity: Fire Suppression 8of11 This improvement package will provide funding for uniform purchases for our Administrative Assistant and our Lead Administrative Assistant. This package meets the City Council Goals of Financially Responsible, High Performance City Organization. Related Costs: $ 600 Tax Funds Recurring Recommend - No Total Cost: $ 600 Property Tax Impact: $ 0.0002 —°/o Activity: Fire Administration 9of11 This improvement package will seal the floor in the basement of Fire Station 6. The funding will also allow the floor to be painted and flake applied which will brighten and clean the space for firefighters to continue to utilize. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High PerFormance City Organization. -7- Related Costs: $ 9,500 Tax Funds Non-Recurring Recommend -Yes Total Cost: $ 9,500 Property Tax Impact: $ 0.0037 0.04% Activity: Fire Suppression 10 of 11 This improvement package will provide members at fire station 2 with a 48" lawn mower for the regular upkeep of the land around the station. The mower will reduce the workload and improve ergonomics with landscaping requirements throughout the year. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High Performance City Organization. Related Costs: $ 11,000 Tax Funds Non-Recurring Recommend -Yes Total Cost: $ 11,000 Property Tax Impact: $ 0.0043 0.04% Activity: Fire Suppression 11 of 11 This improvement package request will create neighborhood graphics to be placed on the back of each suppression vehicle to acknowledge and recognize the specific neighborhoods they represent. These graphics will be created from the combined efforts from the Office of Shared Prosperity & Neighborhood Support, Equity & Human Rights, Public Information Office, and the Fire departments. This package meets the City Council Goals of Vibrant Community: Healthy and Safe and Financially Responsible, High Performance City Organization. Related Costs: $ 1,000 Tax Funds Non-Recurring Recommend -Yes Total Cost: $ 1,000 Property Tax Impact: $ 0.0004 —°/o Activity: Fire Administration Significant Line Items Employee Expense 1. FY 2025 employee expense reflects a 5.00% wage package increase for non-represented employees. The collective bargaining agreement with The Dubuque Professional Fire Fighters Association expires June 30, 2024 and is currently being negotiated. 2. In December 2023, city council approved the upgrade of an Assistant Fire Chief to a Deputy Fire Chief(0.0 FTE / $10,114) and the addition of a Civilian Fire Inspector (1.0 FTE / $110,940). Additionally, they approved several salary adjustments to maintain parity and avoid compression of promoted ranks. The Assistant Fire Marshal position was approved for a 10% increase, the EMS supervisor was approved for a 5% increase, and the Fire Chief was approved for a 6% increase. The total impact to the FY 2024 budget is $38,900. 3. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2024. The employee contribution of 6.29% is unchanged from FY 2024. -8- 4. Fire and Police Retirement rates in FY 2025 decreased from 22.98°/o to 22.66°/o or decrease of 1.39%; a savings of$29,219. The history of the change in rates is as follows: Previous Fiscal Year Rate New Rate % Change $ Change 2015 30.12% 30.41°/a 0.96% $ 16,641 2016 30.41°/a 27.77°/a (8.68)°/a $ (156,737) 2017 27.77% 25.92% (6.66)% $ (112,900) 2018 25.92°/a 25.68°/a (0.93)°/a $ (14,614) 2019 25.68% 26.02°/a 1.32% $ 21,006 2020 26.02°/a 24.41°/a (6.19)°/a $ (102,499) 2021 24.41% 25.31°/a 3.69% $ 59,589 2022 25.31°/a 26.18°/a 3.44% $ 59,244 2023 26.18% 23.90°/a (8.71)% $ (170,463) 2024 23.90°/a 22.98°/a (3.85)°/a $ (75,656) 2025 22.98% 22.66% (1.39)% $ (29,219) 5. The City portion of health insurance expense is unchanged from $1,119 in FY 2024 to $1,119 in FY 2025 per month, per contract., which results in an annual unchanged cost of 0.0%. 6. Insurance Premiums decreased from $108,645 in FY 2024 to $0 in FY 2025 for a savings of $108,645.00. FY 2023 actual was $105,507. This line item is the Fire stop loss insurance premium which is an ineligible expense under the worker's compensation reserve. 7. Retiree Five-Year Sick Leave Payout decreased from $87,356 in FY 2024 to $83,490 in FY 2025. This is calculated using the current retirees. 8. 50% Sick Leave Payout decreased from $34,936 in FY 2024 to $24,475 in FY 2025 based on FY 2023 + 5%. Effective July 1, 2019, Fire department employees over the sick leave cap can be paid out for 50% of the sick leave over the cap. 9. Police/Fire Injuries increased from $99,197 in FY 2024 to $120,668 in FY 2025 based on a ten-year average. 10. Overtime is unchanged from $196,946 in FY 2024 to $196,946 in FY 2025. The FY 2023 actual was $388,633. Overtime expense was higher than usual in FY 2023 due to staffing shortages in positions. The last few vacancies are expected to be filled in FY 2024. Supplies & Services 11. Pay to Other Agencies increased from $438,000 in FY 2024 to $800,631 in FY 2025 based on FY 2023 actual of$763,851. This item represents local match payments to the lowa Department of Human Services for the Ground Emergency Medical Transportation Program (GEMT) and is based on actual payments made through the first four months of the current fiscal year. This line item is offset by GEMT FY 2025 revenue of$2,401,917. 12. Uniform Purchases decreased from $190,550 in FY 2024 to $188,940 in FY 2025. This budget is based on the required provided uniforms in the bargaining unit agreement. -9- 13. Education and Training decreased from $42,846 in FY 2024 to $32,383 in FY 2025. Education in FY 2025 includes: lowa Fire Service Training Bureau various certification fees ($4,700); promotional testing textbooks ($1,400); Bluecard Incident Command certifications ($6,233); in-house Academy program materials ($2,250) and gym/equipment rental ($2,000); Peer Fitness education and recertification fees ($2,100) and training course ($900); Fire Investigator certification class ($5,000); EMS recertification classes ($4,800); and GEMS (Geriatric Emergency Medical Services), PHTLS (Pre-hospital Trauma Life Support),AMLS (Advanced Medical Life Support), NRP (Neonatal Resuscitation Program) trainings ($3,000). 14. Vehicle Operations - Gasoline is increased from $49,827 in FY 2024 to $56,453 in FY 2025 based on FY 2024 Budget and FY 2023 actual (Ambulance). This line represents all gasoline purchased from a city-owned gas pump that is used to fuel the Fire Department's vehicles and other equipment. 15. Vehicle Repair- Internal increased from $189,847 in FY 2024 to $190,850 in FY 2025 based on FY 2022 & FY 2023 actual. FY 2023 actual was $257,385, but the FY 2025 budget factors in cost savings by having fleet replaced in the near future. This line item includes maintenance and repairs on Fire Department vehicles that is preformed by city staff. Routine maintenance and internal repairs help reduce the downtime of frontline vehicles and associated apparatuses. 16. Vehicle Repair- Outsourced decreased from $93,800 in FY 2024 to $81,888 in FY 2025 based on FY 2023 actual of 109,709 minus projected cost savings from having fleet replaced in the near future. This line item includes more complex, specialized repairs to Fire Department vehicles that are not preformed by city staff. 17. General Liability Insurance increased from $96,710 in FY 2024 to $147,040 in FY 2025 based on information received from lowa Communities Assurance Pool (ICAP). 18. Electricity Utility decreased from $67,683 in FY 2024 to $64,918 in FY 2025 based on FY 2023 actual of$59,124. This line item represents electricity expenses for all Fire Department facilities including Fire Headquarters and five other fire stations. 19. Collections increased from $147,187 in FY 2024 to $165,449 in FY 2025 based on projected FY 2025 revenue and a cost to the City of 3.5% of those revenues. This line item represents the Digitech billing service for Ambulance. 20. Technology Services increased from $141,110 in FY 2024 to $147,871 in FY 2025. This increase is due to remote technology set-up in the conference room at Fire Station 4, addition of body cameras and permit, plans and licensing software, standard software increases, and the increase of records management software by $8,815 due to increased call volume. This line item also includes expenses for Fire Station Alert mobile paging system, door control swipe system, virtual meeting software and licenses, radio alerting, internet charges, radio repairs, replacement radio batteries, base server for 911 computer-aided dispatch, fire department specific analytics software, master key lock boxes, permit/plans/licensing, policy management software, and body camera software. 21. Other Professional Services increased from $37,000 in FY 2024 to $151,363 in FY 2025. This line item includes the Ground Emergency Medical Transportation (GEMT) cost report compilation contract ($114,363) and the medical director contract ($37,000). 22. Small Tools & Equipment increased from $107,650 in FY 2024 to $118,950 in FY 2025 based on the equipment replacement schedule. 23. Operating Supplies increased from $81,000 in FY 2024 to $125,000 in FY 2025 based on FY 2023 actual of$116,805 and projected cost increases. This line item represents medical supplies for 4 -10- ambulances. Effective July 1, 2022, hospitals no longer provide medical supplies to ambulance services, thus this expense will increase over previous years. Hospitals also no longer provide the drug box exchange program, resulting in increased expenses for the Fire Department. Machinery 8� Equipment 24. Equipment replacement items include ($324,116): Fire Machinery and Equipment Fire Administration Smart Phone and Case $ 3,850 Fire Su�pression Furniture - Chairs $ 5,250 Furniture - Beds $ 4,000 Lawn Mowers $ 1,600 Snowblower $ 800 Weed Eaters $ 500 Leaf Blowers — $ 500 Batteries/Charging Station $ 1,000 Window A/C — $ 1,000 Kitchen Appliances $ 2,000 Kitchen Chairs $ 5,400 Chainsaw Bars/Chains $ 300 Lights, Siren, Command Boards - $ 7,500 Inflatable Swiftwater Rescue Boat $ 17,000 Utility Vehicle - $ 35,000 Pickup Trucks (2) $ 150,000 Fire Prevention Furniture $ 20,000 Filtered Respirators $ 500 Ambulance Advanced Airway Equipment � $ 7,000 Ballistic Vests $ 4,800 Flashlights _ $ 2,500 Safety Suppression Protection $ 2,000 Rescue Air Bags � $ 10,000 Recommended Improvement Packages $ 41,616 Total Equipment $ 324,116 -11- Debt Service 25. FY 2025 Annual Debt Service Payments are as follows ($555,356): Final Call Amount Debt Series Source Purpose Payment Date $ 97,932 2017A G.O. Tax Levy Pumper Truck 2029 2025 $ 19,449 2019C G.O. General Fund Station #4/Pumper Truck 2027 2026 $ 23,611 2014B G.O. Sales Tax 20% Fire Improvements 2034 $ 23,600 2017B G.O. Sales Tax 20% Ambulance Replacement 2028 2025 $ 13,466 2019A G.O. Sales Tax 20% Quick Response Pumper 2039 2026 $ 6,577 2021A G.O. Sales Tax 20% Ambulance Replacement 2041 2028 $ 49,669 2021A G.O. Sales Tax 20% HVAC/Truck 2036 2028 $ 155,218 Planned Sales Tax 20% Pumper Truck 2043 $ 120,485 Planned Sales Tax 20% Ladder/Pumper Replacement 2045 $ 19,831 Planned Sales Tax 20% Ambulance 2045 $ 25,518 Planned Sales Tax 20% HVAC 2045 $ 555,356 Total Fire Annual Debt Service Revenue 26. The County share of HAZMAT team support is increased from $77,576 in FY 2024 to $97,530 in FY 2025. Funding represents one-third of the cost for consumable equipment and one-ninth of labor costs for six positions. 27. Ambulance Fees increased from $1,917,275 in FY 2024 ($349 per call) to $2,074,232 in FY 2025 ($361 per call). FY 2023 actual was 1,717,551. In FY 2025, it is currently estimated that there will be 5,746 calls with $361 per call average. The FY25 ambulance revenue projection is based on the FY24 actual transport volume of 1,795 for the first four months multiplied by 3 to equal 5,385. It is then multiplied by 6.7% to get the 5,746 projected Fiscal Year 2025 number. The 3-year average for the percentage of growth in transport volume (including the 9.6% for FY24) is 6.7% per year. 28. Ambulance Ground Emergency Medical Transportation Program (GEMT) payments increased from $2,324,377 in FY 2024 to $2,401,917 in FY 2025. This revenue is projected using the 3-year average for both growth rate and actual cost per transport. The call volume projection of 1,256 for FY 2025 is based on a 5% increase from FY 2024 (1,194) based on year-to-date performance. The actual rate of reimbursement for Medicaid increased from $1,596 in FY 2024 to $1,911 in FY 2025 based on the pre-audited cost report for FY 2023. This line item is offset by GEMT Pay to OtherAgency expense for local match of$800,631 resulting in net revenue of$1,601,286. -12- - �� i �F . r • ' • � � 4 . ' :1 • Asst,Chief/Fire = Ass�t.Fire Chtef Marshal • Fre EM5 5upervisar � Asst, Fir�h+farshai {ommand#528 Command#52S Command#528 ' .4=_s�.��re Chsef ' ?sst_Fire Chief � Asst.Fire Chief ' Fi�e EquipmantOperat�r ' Fire Equi,�ment Operator � Fira Eq�ipmentOpe€atar EngineCompany#SOl EngineCornpaoy�501 EngineCompan+yp561 • Fi�e L��eut=_nan: ' Fire Lieutenant � Fire Ctp�a>r • Fi�e Equipment 4pereto� ' Fire Equi�m=_nt Operator � Fire Eq4ipment �perator ' Fi�e Fi�ht�e=_;�; ' Fire Fighters[3j � Fire Fight�r=_?3] EngineCompanyii36F EngineCompany�502 EngineCompany#562 ' Fi�eC=ptain ' Fire Lieutenant � Fira Lieut=_rant • Fi•e EauipmentQperat�r ' Fire Equipmant Operatoe � Fire EquipmentOpa-ator • Fi=e Fightax ' Fire Fighter � Fire Fight=_r EngineCoanpany�lSQ3 EngineCompanyi#503 Engirtetompany#Sa3 • Fite L;eute�anc ' Fire Captain � Fire Lieuterant • Fi�e E4uipmenkOperatcr ' Fire Equiamant 6perator � Fira Eq�ipmentOperatar • Fire Fight=_� ' Fire Fighter � Fire Fight=_r EngineCompany#SOS EngineCompany�505 EngineCompany#Sa5 ' Fire L�eut�nar.: ' Fire Captain � Fire LieuN_rant ' Fi=e EcuipmenkCpertt�r ' Fire Equipment Operator � Fire Eq�ipment Op�Fator EngineCompanyii54fi EngineCompanyp506 Engireetompany#SOfi ' Fire Lieute��r.: ' Fire Lieutenant � Fire Ctp:a'�r. • Fiee E4uipmentOperatcr ' Fire Equiament 4pEratoe � Fire Eq�ipmentOpa•atar TruckCom�aoy#Sli LadderCompany#5L1 LadderCompany#511 • Fi�eCaptain ' Fire Lieutenant � Fire Lieut=_rant ' Fi�e Ec�uipmenkOperatar ' Fire Equi�mant 4parator � Fire Eq�ipmentOpa€ator • Fire Fight=_rs�2; ' Fire Fighters(2;� � Fire Fight=_r=_�2] Truc&Company#512 Ladder Compa n}f#5 h2 Ladder Eompany q512 • Fire Lieutenzn[ ' Fire Liautenant � Fire Lieuterant • Fire EGuipmentQperatcr ' Fire Equipment 4peratoe � Fire EquipmentOperatar ' Fi=e Fight�r ' Fire Fighter � Fira Fight=_r Ambulanees;2} Rm6ulances{2� Amb�aances�2] • �=_ptain ' Captain � Capka:r • L:eutanant ' Lie�tenant � Lieuter.ant • Medi�al Offi�e:sy2; ' h'ledical ONicers[:� � Medi:al Cffi€ers(2j -13- FIRE DEPARTMENT Dubuque Fire Department works to protect, assist and educate our community and visitors with pride, skill and compassion. 1 � � `.' •'_ — ,�� 2 � . - � � . - � . - � � � � x 4 � � ' � � �s � � 5 � � � � � 6 � . _ �-. . I � � I I $ � � -14- Organizational Charts Related to FY 2025 Improvement Packages S�rengthen the Safety a nd if Bureau�hief af EM5 a pprove�& Training DiWision+EM� 4A HRTraining Captain;Safety Di�+isio n offieer),wouFd add�Fres 1 �i �� • },: . � I � �4oe•stiors . � � � � � ' I - � I � EF.15 �xi^ir� +} { .� � � � � � � � {soteir � � � I O � � � � � � i i � � � � � � � 10 Administrahve Preferer�e#1 �a�peranonal Re�erenc�as I mpravement Pa�kage?�'s 1 �-0 Li�4.16 TOCaI FTE (Pagea��60} -15- �tF��h��t��t�� If add ing 3 Captains as 5afety{Train ing,wauld add 3 to Training ai�isian the�rE 1 � � �� ._, « t�:� . i � � ~•� � � � EF+L � � � � � � .� � � � � � � � I I I I � � � � � I I I � � � � � 8 Adrninistrative Rrefere r ce�2 97 operarronal Referenrzs Imprbvemenl F�tic�ej�#'�1� 105_16 T�kal FTE �P�9�5 59�a� -16- 5[feflgthefl[he S�fe[y�f1d if-00 H r irainingJSafety Offioer Training ai�isian (�aptainM added,wauld add 1 fiE 1 � �� . � I Z �a��4� 3 � � � � I - TRIM1I'1� � � � � � r ' 40 Ha�r � � � � � � � � � � I 1 � � � I I ! 9 Adminf�trative Preferenre#3 9�Operatianal R�f�r�rlt�5 Irri�rov�rri�r�C Patls�p�#1 1�3.i6Tatal FT° ��9$�� -17- SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES People Provide quality assistance Planning and solutions to our citizens Prepare and train with other city and visitors who often have departments, county agencies, nowhere to turn in time of health care providers, and need.We engage the private agencies to assure quick community through school response to disasters and groups, neighborhoods, and emergencies affecting the community activities. community. ,��.� .� �' �"- �:�� ..-�,,,�-� � � ,t��k � 3 x Partnerships Create and maintain strong relationships with area Fire, EMS, law enforcement, utilities, and health care providers to assure the best possible response to emergencies. -18- FIRE DEPARTMENT FY 2023 FY 2024 FY 2025 Full-Time Equivalent 99.16 101.16 104.16 Revenue and Property Tax Support $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $0 Operating Revenue Gaming/Sales Tax Property Tax Support Abated Debt � FY 2023 FY 2024 FY 2025 The Fire Department is supported by 104.16 full-time equivalent employees, which accounts for 79.7% of the department expense as seen below. Overall, the department's expenses are expected to increase by 14.02% in FY 2025 compared to FY 2024. Expenditures by Category by Fiscal Year Employee Expense $12,653,143 $13,885,953 $2,361,078 Supplies and Services $2,050,125 $2,657,900 $300,393 Machinery and Equipment $172,220 $324,116 $299,973 Debt Service $405,436 $555,356 $0 $2,500,000 $5,000,000 $7,500,000 $10,000,000 $12,500,000 � FY 2023 FY 2024 FY 2025 -19- FIRE DEPARTMENT Fire Administration Mission & Services The mission of Fire Administration is to develop long and short-range goals for fire and EMS service, establishing policy for 24-hour-per-day operations and conducting all other administrative duties of the Fire Department. Administration Funding Summary FY 2023 Actual FY 2024 Budget FY 2025 Recomm'd Expenditures $868,279 $696,546 $853,648 Resources $12,318 $9,441 $12,318 Administration Position Summary FY 2025 Fire Chief 1.00 Intern 0.16 Deputy Fire Chief 1.00 Lead Administrative Assistant 1.00 Administrative Assistant 1.00 Total FT Equivalent Employees 4.16 Performance Measures . . . ' . • . . . � • . • • . . • . . - Performance Measure(KPI) Target FY 2022 FY 2023 FY 2024 Performance Actual Actual Estimated Indicator 1 Activity Objective: Recruit a diverse workforce that represents the members of the community. #of students provided ride-a-longs and 6 2 14 16 Goal Met job shadow opportunities #of career day events and presentations 5 6 9 10 Goal Met conducted City Council goal: Vibrant Community: Healthy and Safe 2 Activity Objective: Continue to implement industry best practices to improve total response time. Fire Suppression: minutes/seconds of first Goal in unit to scene within 911 call pickup Below 6:20 8:33 8:42 8:00 progress (Moderate Risk at 90th percentile) EMS: minutes/seconds of first unit to Goal in scene within 911 call pickup (High Risk at Below 6:00 7:21 7:19 7�12 progress 90th percentile) -20- FIRE DEPARTMENT Training Mission & Services The mission of the Training activity is to ensure the Fire Department meets compliance and skill requirements for identified, all-hazard responses. In addition to training, this division oversees small tool, safety equipment, hose, pumps, and ladder compliance testing. The Training Officer serves as the department's incident safety officer, department safety coordinator, department peer fitness coordinator, department peer support coordinator, hazardous materials coordinator, Community Awareness Emergency Response (CAER) group chair, department rescue coordinator, data and analytics processor, and the assistant accreditation manager. Training Funding Summary FY 2023 Actual FY 2024 Budget FY 2025 Recomm'd Expenditures $251,867 $327,126 $358,517 Resources $— $— $— Training Position Summary FY 2025 Assistant Fire Chief 1.00 Total FT Equivalent Employee 1.00 Performance Measures . . . . . . . . • . . . . . • . • • - - � - Performance Measure(KPI) Target FY22 FY23 FY 2024 Performance Actual Actual Estimated Indicator � Activity Objective: Identify training needs and schedule appropriately for personnel, including training for high-risk, low-frequency events. #Training hours per employee, per month 20 (ISO) 12 10 12 Goal in Progress #of personnel with Blue Card Incident 26 11 15 2p Goal in Command training Progress -21- FIRE DEPARTMENT Emergency Medical Services (Ambulance) Mission & Services The mission of the ambulance activitv is to safeguard our citizens and visitors by providing excellence in pre-hospital emergency medicine. The ambulance service delivers efficient and prompt advanced- life support and transportation in times of inedical and traumatic need in both emergency and non- emergency situations. Two paramedics staff each of the ambulances along with a first-arriving fire engine staffed with a paramedic. Emergency Medical Services Funding Summary FY 2023 Actual FY 2024 Budget FY 2025 Recomm'd Expenditures $3,095,833 $2,631,254 $2,427,448 Resources $3,580,566 $4,259,832 $4,494,329 Emergency Medical Services Position Summary FY 2025 Ambulance Medical Officer 4.00 Fire Lieutenant — EMS Supervisor 1.00 Total FT Equivalent Employees 5.00 Performance Measures City Council Goal: Vibrant Community: Healthy & Safe Performance Measure(KPI) Target FY22 FY23 FY 2024 Performance Actual Actual Estimated Indicator � Activity Objective: Provide advanced emergency care as quickly as possible while reducing on- scene times for ambulances % of identified patients receiving stroke exam >72% 100% 100% 100% Goal Met % of identified patients receiving 12-lead ECG >83% 77.9% 92.7% 95% Goal Met 2 Activity Objective: Maintain cardiac survival rate above CARES national rate (26.7) % of cardiac arrest incidents in which 41% 28°/o 17% 2�% Goal in bystander CPR was performed Progress % of cardiac arrest patients that survive to go�o 16°/o 16% 15% Goal Met discharge from the hospital % of cardiac arrest patients where a return of Goal in spontaneous circulation (ROSC)was >26.7% 20°/o 24% 25% progress achieved- i.e. a ulse -22- FIRE DEPARTMENT Fire Suppression Mission & Services The mission of the Fire Su�pression activity is to protect life and property by responding to all types of calls for service. Call types include but are not limited to: fires, hazardous material releases, specialized rescues and emergency medical responses with the EMS activity resources. In addition, the Suppression activity performs fire inspections and hydrant maintenance, personnel training and maintains/cleans all buildings, vehicles and equipment assigned. The activity is provided from 6 fire station locations. Fire Suppression Funding Summary FY 2025 FY 2023 Actual FY 2024 Budget Recomm'd Expenditures $10,228,907 $10,805,772 $12,631,574 Resources $261,708 $82,252 $145,662 Fire Suppression Position Summary FY 2025 Assistant Fire Chief 3.00 Fire Captain 8.00 Fire Equipment Operator 24.00 Fire Lieutenant 14.00 Firefighter 41.00 Total FT Equivalent Employees 90.00 PerFormance Measures City Council Goal: Vibrant Community: Healthy & Safe Performance Measure(KPI) Target FY22 FY23 FY 2024 Performance Actual Actual Estimated Indicator � Activity Objective: Control fires while they are still small, keeping property damage to a minimum for property owners % of structure fires controlled within the >65% 69% 69% 70% Goal Met room-of-origin Number of injuries to community Goal in members from fire incidents/Number of 0/0 6/0 6/ 1 6/0 progress fatalities. -23- FIRE DEPARTMENT Fire Prevention Mission & Services The mission of Fire Prevention is to manage the Community Risk Reduction program, prevent fires before they occur, providing safety inspections of buildings, and improving life safety through community education by involving schools, neighborhood associations, civic groups and businesses. If a fire does occur, the Fire Marshal's office will investigate fire cause and origin of the affected property. Working alongside other city departments, the Fire Marshal's office reviews new construction and improvement plans in an effort to promote a safe working environment and continued operation. Fire Prevention Funding Summary FY 2023 Actual FY 2024 Budget FY 2025 Recomm'd Expenditures $401,519 $414,784 596,782 Resources $28,325 $5,045 28,325 Fire Prevention Position Summary FY 2025 Assistant Fire Marshall 1.00 Inspector 1.00 Total FT Equivalent Employees 2.00 Performance Measures City Council Goal: Vibrant Community: Healthy & Safe Performance Measure(KPI) Target FY22 FY23 FY 2024 Performance Actual Actual Estimated Indicator 1 Activity Objective: Ensure building safety and fire code enforcement for businesses. % of fire protection systems that are g0% NA NA 95% Goal Met compliant. #of fire inspections completed annually to maintain a 3-year inspection cycle for 900 807 763 1000 Goal Met businesses 3 Activity Objective: Maintain a robust program to install smoke detectors in targeted residences #free smoke detectors installed 400 72 88 500 Goal Met #of households receiving safety surveys 100 18 18 100 Goal Met -24- � Recommended Operating Revenue Budget - Department Total � 13-FIRE FY22 Actual FY23 Actual FY24 Adopted FY25 Rccomm'd Fund/AccounUAccount Title Revenue Revenue Budget Budget 100-General 4A-Charges for Services 45000-Charges/Fees for Service (1,894,062) (1,717,551) (1,917,275) (2,074,232) 45005-Ambulance GF,MT (2,083,451) (1,844,515) (2,324,377) (2,401,917) 45500-Misccllancous Chg for Svcs 0 0 0 0 47100-Rcimburscmcnts (10,285) (80,499) (10,285) (79,700) 47150-Refunds � 0 0 0 0 47200-Insurance Settlements 0 0 0 0 47700-District Court Fines (1,105) 0 (382) 0 47820-Specialized Services (35,240) (23,700) (24,180) (24,180) 4A-Charges for Services Total (4,026,639) (3,669,340) (4,278,994) (4,583,104) 4B-Grants/Contrib 44000-Fcdcral Grants 0 0 0 0 44150-Public Assistance Grants (26,052) (8,026) 0 0 44400-State Grants 0 0 0 0 44650-County Contributions (L49,772) (213,576) (77,576) (97,530) 47050-Contrib-Private Sources 0 0 0 0 4B-Grants/Contrib Total (175,824) (221,602) (77,576) (97,530) 4M-Gain on Disposal 48100-Sale of Personal Property 0 0 0 0 4M-Gain on Disposal Total 0 0 0 0 4N-Transfers 49304-Transfer in Sales Tax 20% 0 0 0 0 4N-Transfers Total 0 0 0 0 200-Debt Service 4N-Transfers 49100-Transfer In General Fund (20,648) (19,507) (19,934) (19,449) 49304-Transfer in Sales Tax 20% (120,067) (203,311) (287,428) (437,975) 4N-Transfers Total (140,715) (222,818) (307,362) (457,424) 40-Eliminated for GW 48200-Proceeds from GO Debt 0 0 0 0 48205-Bond Discount/Premium 0 0 0 0 40-Eliminated for GW Total 0 0 0 0 FIRE-Total � (4,343,778) (4,113,760) (4,663,932) (5,138,058) -25- � Recommended Operating Expenditure Budget - Department Total � 13-FIRE FY21 Actual FY22 Actual FY23 Adopted FY 24 Recomm'd Fund/Account/Accouut Title Expense Expense Budget Budget 6A-Salaries&Wages 100-General 60100-Salaries-Regular Full Time 6,553,657 7,422,671 8,217,832 9,124,210 60200-Salaries-Regular Part Time 0 0 0 0 60300-Hourly Wagcs-Temp/Scasonal 1,799 1,353 5,626 6,607 60400-Ovcrtimc 344,948 388,633 196,946 196,946 60410-Overtime-Holiday 0 0 0 0 60620-Special Pay-Holiday 245,896 295,424 304,477 378,944 60630-Special Pay Sick Lv Payout Ret 97,700 124,949 87,356 83,490 60635-Special Pay Sick Lv Payout 50% 24,576 23,310 34,936 24,475 60640-Special Pay-Vacation Payout 46,898 43,784 0 0 60710-Special Pay-Parental Leave 92,874 85,893 0 0 60730-Spcc Pay-Safcty Equipmcnt 254 395 18,500 18,500 60760-Spec Pay-Moving Allowance 0 15,000 0 0 6A-Salaries&Wages Total 7,408,601 8,401,411 8,865,673 9,833,172 6B-EmPloyee Benefits 100-General 61100-FTCA-City Contribution 101,543 117,767 133,047 144,205 61300-IPERS-City Contribution 5,055 5,330 10,102 12,549 61410-Pension-MFPRSI 1,780,242 1,850,004 1,938,654 2,ll6,062 61510-Health Insurance 1,192,428 1,326,140 1,355,733 1,394,959 61540-Lifc Insurance 3,728 4,635 4,646 4,784 61600-Workers'Compensation 91 98 96 222 61615-Insurance Premium 103,471 105,507 108,645 0 61625-Exccess Workers'Comp 0 0 0 118,460 61810-Uniform Allowance 44,000 46,200 53,350 55,550 61990-Other Benefits&Costs 8,691 6,223 0 5,235 61992-Physicals 18,044 60,945 84,000 80,087 61994-Policc/Firc lnjurics 0 261,197 99,197 120,668 6B-Employee Bene6ts Total 3,257,294 3,784,047 3,787,470 4,052,781 6C-Staff Development 100-General 62100-Association Dues 2,588 2,834 5,786 6,016 62200-Subscriptions 1,521 1,526 2,740 1,925 62325-Mileage 0 0 0 0 62400-Meetings&Conferences 13,580 5,599 38,504 57,009 62500-Educarion Rcimburscmcnt 64,352 84,701 42,846 32,383 6C-Staff Development Total 82,041 94,660 89,876 97,333 6D-Repair/Maint/Util 100-General 63100-Building Maintenance 49,462 � 50,109 � 49,462 � 0 63312-Vehicle Ops-Gasoline 74,124 83,109 49,827 56,453 63313-Vehicle Ops-Other 494 495 800 800 63320-Vehicle Repair-Internal 185,021 257,385 189,847 190,850 63321-Vchicic Repair-Outsourccd 91,641 109,709 93,800 81,888 63400-Equipment MainURepair 6,960 12,437 14,900 13,000 -26- 63710-Eleclricity 67,683 59,124 67,683 64,918 637ll-Natural Cas 37,770 39,938 37,770 39,938 63730-Telecommunications 10,883 11,205 10,883 31,383 63742-Stormwatcr 1,036 1,054 1,105 1,224 6D-Repair/Maint/Util Total 525,076 624,566 516,077 480,454 6E-Contractual Svcs 100-General 64004-Internal Seivice Charge 0 0 0 0 64005-Services Other Depts 0 0 0 0 64015-Financial Service Fees 661 456 1,500 1,500 64020-Advertising 22,960 2,205 6,981 3,779 64030-Outsourced Labor 0 236 3,400 3,400 64040-Collcctions 96,112 126,743 147,187 165,449 64050-Recording Fees 596 190 596 190 64062-Refunds 53,536 20,469 53,535 20,469 64080-Insurance-Property ]0,563 12,516 13,015 20,345 64081 -Insurance-Liability 84,593 110,851 96,710 147,040 64130-Payments to Other Agencies 477,000 763,851 438,000 800,631 64140-Printing 844 250 334 250 64145-Copying 1,734 1,430 1,186 1,430 64160-Rcntal-Land/Bldgs/Parking 8,008 15,378 14,208 14,208 64190-Technolo�ry Services 85,904 204,994 141,110 147,871 64191-IT Recharges 0 40,843 41,672 46,065 64195-Credit Card Charge 799 303 799 303 64825-Fire Suppression 0 � 0 0 50,109 64870-HVAC Services 3,244 0 3,500 3,500 64880-Custodial Services 0 151 0 0 64900-Othcr Profcssional Scrvicc 39,905 37,500 37,000 151,363 64970-Hazard Spill Clcan Up 2,410 5,224 4,035 0 64975-Equip Maint Cont 18,301 25,001 24,032 28,182 64980-Technology Equip Maint Cont 38,611 0 2,391 6,625 64988-Snow Removal Contract 0 0 0 0 200-Debt Service 64110-Legal 0 0 0 0 64900-Other Professional Service 0 0 0 0 6E-Contractual Svcs Total 945,781 1,368,591 1,031,191 1,612,709 6F-Commodities 100-General 650L0-Chemicals 4,159 � 4,876 � 7,242 � 5,000 65025-Program Materials 1,751 27,286 5,000 7,000 65030-Merchandise for Resale 0 0 0 0 65033-Food Products 268 146 300 300 65036-Beverage/Ice 534 2,157 534 2,156 65040-Small Tools&Equipment 2,364 9,479 107,650 118,950 65045-Tcchnology Equipmcnt 27,846 34,580 4,695 17,150 65050-Other Equipment 12,040 24,247 0 32,316 65054-Safety Equipment 75,795 149,681 3,000 9,800 65060-Office Supplies 884 1,166 576 643 65070-Operating Supplies 73,561 116,805 81,000 125,000 65080-Postage/Shipping 414 237 434 249 -2�- 65925-Uniform Purchase 100,093 94,731 190,550 188,940 65935-Employee Recognition � 0 0 0 0 65960-Repair Parts 11,906 9,282 13,020 12,071 65965-Janitorial 6,675 7,095 6,675 7,095 6F-Commodities Total 318,290 481,768 420,676 526,670 6G-Capital Outlay 100-General 67100-Vehicles 91,188 53,336 140,000 202,000 67110-Mowing Equipment 820 459 4,900 15,700 67210-Furniture/Fixtures 15,260 38,090 10,625 37,650 67250-Office F,quipment 0 0 0 0 67500-Buildings 0 0 9,000 9,500 6G-Capital Outlay Total 107,268 91,885 164,525 264,850 6H-Debt Service 200-Debt Service 68010-Principal Payment 151,617 168,699 267,223 31 1,546 68020-Interest Payments 64,104 131,274 138,213 243,810 68980-Financial Consultant 0 0 0 0 68990-Paying Agent Fees 0 0 0 0 6H-Debt Scrvicc Total 215,721 299,973 405,436 555,356 FIRE-Total 12,860,071 15,146,901 15,280,924 17,423,325 -2$- Recommended Expenditure Budget Report by Activity & Funding Source 13-FIRE FY25 Recomm'd Fund/Activity FY23 Actual Expense FY24 Adopted Budget Budget 1301- Administration 100-General 6A-Salaries&Wages $ 245,241 $ 279,025 $ 327,315 6B-Employee Benefits $ 456,407 $ 304,865 $ 352,843 6C-Staff Development $ 6,872 $ 40,940 $ 59,450 6D-Repair/Maint/Util $ 2,941 $ 3,298 $ 31,983 6E-Contractual Svcs $ 155,455 $ 64,519 $ 68,365 6F-Commodities $ 1,362 $ 3,899 $ 13,692 1301- Administration Total $ 868,279 $ 696,546 $ 853,648 1302- Training 100-General 6A-Salarics&Wages $ 92,747 $ 181,597 $ 198,376 6B-Employee Benefits $ 90,374 $ 123,811 $ 124,046 6C-Staff Development $ 53,080 $ 15,383 $ 19,583 6D-Repair/Maint/Util $ 2,671 $ 2,950 $ 2,403 6E-Contractual Svcs $ 12,456 $ 3,385 $ 14,109 6F-Commodities $ 538 $ $ 6G-Capital Outlay $ $ $ 1302- Training Total $ 251,867 $ 327,126 $ 358,517 1303- Ambulance 100-General 6A-Salaries&Wages $ 1,284,680 $ 1,194,375 $ 730,348 6B-Employee Benefits $ 488,219 $ 461,664 $ 253,655 6C-Staff Development $ 25,799 $ 20,550 $ 11,380 6D-Repair/Maint/[Jtil $ 102,457 $ 96,266 $ 86,852 6E-Contractual Svcs $ 1,021,606 $ 714,807 $ 1,184,847 6F-Commodities $ 164,060 $ 143,592 $ 160,366 6G-Capital Outlay $ 9,012 $ $ 1303- Ambulance Total $ 3,095,833 $ 2,631,254 $ 2,427,448 1304- Fire Suppression 100-General 6A-Salaries&Wages $ 6,561,263 $ 6,986,294 $ 8,240,901 6B-Employee Benefits $ 2,670,191 $ 2,818,754 $ 3,203,755 6C-Staff Development $ $ $ 6D-Repair/Maint/Util $ 503,876 $ 405,603 $ 351,313 6E-Contractual Svcs $ 167,029 $ 162,417 $ 245,643 6F-Commodities $ 288,000 $ 268,179 $ 345,ll2 6G-Capital Outlay $ 38,549 $ 164,525 $ 244,850 1304- Fire Suppression Total $ 10,228,907 $ 10,805,772 $ 12,631,574 1305- Fire Prevention 100-General 6A-Salaries&Wages $ 217,480 $ 224,382 $ 336,232 6B-Employee Benefits $ 78,855 $ 78,376 $ ll 8,482 6C-Staff Development $ 8,910 $ 13,003 $ 6,920 -29- Recommended Expenditure Budget Report by Activity & Funding Source 13-FIRE FY25 Recomm'd Fund/Activity FY23 Actual Expense FY24 Adopted Budget Budget 6D-Repair/Maint/Util 12,619 7,960 7,903 6E-Contractual Svcs 12,044 86,063 99,745 6F-Commodities 27,286 5,000 7,500 6G-Capital Outlay 44,324 0 20,000 1305- Fire Prevention Total 401,519 414,784 596,782 1350- Grants 100-General 6A-Salaries&Wages 0 0 0 6B-Employee Benefits 0 0 0 6C-Staff Development 0 0 0 6E-Contractual Svcs 0 0 0 6F-Commodities 0 0 0 1350- Grants Total 0 0 0 1380- Debt Service 200-Debt Service 6E-Contractual Svcs 0 0 0 6H-Debt Service 299,973 405,436 555,356 1380- Debt Service Total 299,973 405,436 555,356 1399- Pcard Clearing 100-General 6F-Commodities 522 6 0 1399- Pcard Clearing Total 522 6 0 FIRE TOTAL 15,146,901 15,280,924 17,423,325 -30- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL-PERSONNEL COMPLEMENT 13 FIRE DEPARTMENT FY 2023 FY 2024 FY 2025 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 7125 GE-44 FIRE CHIEF 1.00 $ 149,237 1.00 $ 148,665 1.00 $ 166,092 100 GE-44 DEPUTY FIRE CHIEF - $ - - $ - - $ 7,761 100 GE-34 INSPECTOR 1.00 $ 78,093 100 7025 GE-38 ASSISTANT FIRE CHIEF 3.00 $ 327,810 3.00 $ 311,453 3.00 $ 512,792 ASST FIRE CHIEF-FIRE 100 7000 GE-38 MARSHALL 1.00 $ 107,208 1.00 $ 91,689 1.00 $ 101,749 ASST FIRE CHIEF-TRAINING 100 7050 GE-38 (80) 1.00 $ 91,378 1.00 $ 100,775 1.00 $ 119,430 100 GE-33 BUREAU CHIEF - $ - - $ - 1.00 $ 120,512 100 6975 GE-35 EMS SUPERVISOR 1.00 $ 89,461 1.00 $ 94,744 1.00 $ 106,314 100 6915 GE-34 ASST FIRE MARSHALL 1.00 $ 86,898 1.00 $ 113,205 1.00 $ 130,655 ADMINISTRATIVE 100 225 GE-28 ASSISTANT 1.00 $ 53,420 2.00 $ 102,070 1.00 $ 56,630 LEAD ADMINISTRATIVE 100 ASSISTANT - $ - - $ - 1.00 $ 69,698 100 6900 F-05 FIRE CAPTAIN (112 HRS) 7.00 $ 588,141 7.00 $ 648,258 8.00 $ 766,094 100 F-05 FIRE CAPTAIN-AMBULANCE 2.00 $ 168,546 2.00 $ 180,169 - $ - FIRE LIEUTENANT- 100 F-04 AMBULANCE 4.00 $ 306,568 3.00 $ 252,947 - $ - 100 6750 F-04 FIRE LIEUTENANT(112 HRS) 14.00 $ 1,103,039 15.00 $1,290,644 15.00 $1,357,548 AMBULANCE MEDICAL 100 6650 F-03 OFFICER 6.00 $ 443,390 6.00 $ 490,201 4.00 $ 345,951 FIRE EQUIPMENT 100 6625 F-02 OPERATOR 24.00 $ 1,757,123 24.00 $1,932,831 24.00 $2,028,917 100 6300 F-01 FIREFIGHTER 33.00 $2,198,670 34.00 $2,466,252 41.00 $3,155,974 TOTAL FULL TIME EMPLOYEES 99.00 $7,470,889 101.00 $8,223,903 104.00 $9,124,210 61030 Seasonal Employee Expense 100 NA-31 FIRE INTERN 0.16 $ 5,553 0.16 $ 5,626 0.16 $ 6,607 TOTAL SEASONAL EMPLOYEES 0.16 $ 5,553 0.16 $ 5,626 0.16 $ 6,607 TOTAL FIRE DEPT. 99.16 $ 7,476,442 101.16 $ 8,229,529 104.16 $ 9,130,817 -31- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2023 FY 2024 FY 2025 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Fire Administration-Full-Time 10013100 61010 100 225 GE-25 ADMINISTRATIVEASSISTANT 1.00 $ 53,420 2.00 $ 102,070 1.00 $ 56,630 10013100 61010 100 GE-28 ASSISTANT�v �� - $ - - $ - 1.00 $ 69,698 10013100 61010 100 GE-44 DEPUTY FIRE CHIEF - $ - - $ - - $ 7,761 10013100 61010 100 7125 GE-44 FIRE CHIEF 1.00 $ 149,237 1.00 $ 148,665 1.00 $ 166,092 Total 2.00 $ 202,657 3.00 $ 250,735 3.00 $ 300,181 Fire Administration-Seasonal 10013100 61030 100 NA-31 FIRE INTERN 0.16 $ 5,553 0.16 $ 5,626 0.16 $ 6,607 Total 0.16 $ 5,553 0.16 $ 5,626 0.16 $ 6,607 Fire Suppression-Full-Time 10013400 61010 100 6625 F-02 FIRE EQUIPMENT OPERATOR 24.00 $1,757,123 24.00 $1,932,831 24.00 $2,028,917 10013400 61010 100 6900 F-05 FIRE CAPTAIN(112 HRS) 7.00 $ 588,141 7.00 $ 648,258 8.00 $ 766,094 10013400 61010 100 7025 GE-38 ASSISTANT FIRE CHIEF 3.00 $ 327,810 3.00 $ 311,453 3.00 $ 512,792 10013400 61010 100 6300 F-01 FIREFIGHTER 33.00 $2,198,670 34.00 $2,466,252 41.00 $3,155,974 10013400 61010 100 6750 F-04 FIRE LIEUTENANT(112 HRS) 14.00 $1,103,039 14.00 $1,209,218 14.00 $1,269,772 Total 81.00 $5,974,783 82.00 $6,568,012 90.00 $7,733,549 Fire Prevention-Full-Time ASST FIRE CHIEF-FIRE 10013700 61010 100 6915 GE-34 MARSHALL 1.00 $ 107,208 1.00 $ 91,689 1.00 $ 101,749 10013700 61010 100 GE-34 INSPECTOR 1.00 $ 110,940 10013700 61010 100 7000 GE-38 ASST FIRE MARSHALL 1.00 $ 86,898 1.00 $ 113,205 1.00 $ 130,655 Total 2.00 $ 194,106 2.00 $ 204,894 3.00 $ 343,344 Fire Training-Full-Time ASST FIRE CHIEF-TRAINING 10013200 61010 100 7050 GE-38 (80) 1.00 $ 91,378 1.00 $ 100,775 1.00 $ 119,430 Total 1.00 $ 91,378 1.00 $ 100,775 1.00 $ 119,430 Ambulance 10013300 61010 100 6975 GE-35 EMS SUPERVISOR 1.00 $ 89,461 1.00 $ 94,744 1.00 $ 106,314 10013300 61010 100 2420 F-05 FIRE CAPTAIN-AMBULANCE 2.00 $ 168,546 2.00 $ 180,169 - $ - 10013300 61010 100 6750 F-04 FIRE LIEUTENANT(112 HRS) - $ - 1.00 $ 81,426 1.00 $ 87,776 10013300 61010 100 GE-33 BUREAU CHIEF - $ - - $ - 1.00 $ 120,512 FIRE LIEUTENANT- 10013300 61010 100 2480 F-04 AMBULANCE 4.00 $ 306,568 3.00 $ 252,947 - $ - AMBULANCE MEDICAL 10013300 61010 100 6650 F-03 OFFICER 6.00 $ 443,390 6.00 $ 490,201 4.00 $ 345,951 Total 13.00 $1,007,965 13.00 $1,099,487 7.00 $ 660,553 TOTAL FIRE DEPARTMENT 99.16 $7,476,442 101.16 $8,229,529 104.16 $9,163,664 -32- Capital Improvement Projects by Department/Division FIRE DEPARTMENT Project FY 25 Recomm'd Number Capital Improvement Project Title Department Fund Account Budget 1315000002 Outdoor Warning Siren Service Fire 304 67270 52,020 1315000006 Mechanical&Electric Study Fire 304 63100 27,900 1315000007 Station 6 Roof/tuck repairs Fire 304 64900 20,000 1315000007 Station 6 Roof/tuck repairs Fire 304 64075 8,000 1315000007 Station 6 Roof/tuck repairs Fire 304 67500 165,000 1315000008 HVAC replcmnt Fire HQ Fire 304 64075 200,000 1 3 1 5 000024 Fire Boat Replacement Fire 304 67230 340,000 1 3 1 5 000025 Fire Department Bunk Room Remodel Fire 304 64075 100,000 1315000025 Fire Department Bunk Room Remodel Fire 304 67500 450,000 1315000026 Zoll Cardiac Monitors Fire 304 65054 300,000 1315000028 All Fire Stations-Tuck Pointing, Fire 304 67500 100,000 1315000029 Fire Administration Office Update Fire 304 67500 250,000 1315000031 Community AED Implementation Fire 304 65054 33,500 1315000032 Wireless Headsets-Hearing Protect Fire 304 65045 53,822 1315000033 Portable Radio Replacements Fire 304 65045 90,000 1315000034 Fire Station Generators Fire 304 67990 100,000 1315000035 Burn Tower Imp-County Training Fa Fire 304 67990 466,676 FIRE DEPARTMENT TOTAL 2,756,918 -33- PRGRM /DEPT PROJECT DESCRIPTION FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 TOTAL PAGE FIRE DEPARTMENT Public Safety HVAC Replacement at Fire Headquarters 11 West 9th Street $ 200,000 $ - $ - $ - $ - $ 200,000 2 Implement Mechanical& Electrical System Design Study Recommendations $ 27,900 $ - $ - $ - $ - $ 27,900 4 Bunk Room Remodel $ 550,000 $ 225,000 $ 370,000 $ 250,000 $ - $ 1,395,000 5 Administration Office Update $ 250,000 $ - $ - $ - $ - $ 250,000 7 Outdoor Warning Siren Repair/ Replace $ 52,020 $ 53,060 $ 54,000 $ - $ - $ 159,080 8 Fire Station Expansion $ - $ - $ - $ 976,700 $3,797,000 $4,773,700 9 Zoll Cardiac Monitors $ 300,000 $ - $ - $ - $ - $ 300,000 11 Tuck Pointing, Sealing, and Exterior Maintenance at all Fire Stations $ 100,000 $ - $ - $ - $ - $ 100,000 12 Station 6 Roof Replacement& Stairwell Addition Project $ 193,000 $ - $ - $ - $ - $ 193,000 13 Training Burn Tower Improvements-County Training Facility $ 466,676 $ - $ - $ - $ - $ 466,676 14 Wireless Headsets-Hearing Protection for Fire Department � 53,822 $ - $ - $ - $ - $ 53,822 16 Fire Station Generators $ 100,000 $ - $ - $ - $ - $ 100,000 17 Community AED Implementation $ 33,500 $ - $ - $ - $ - $ 33,500 18 Fire Boat Replacement $ 340,000 $ - $ - $ - $ - $ 340,000 19 2026 Fire Engine Replacement 1907 $ - $ 700,000 $ - $ - $ - $ 700,000 20 2026 Ambulance Replacement (1914) $ - $ 400,000 $ - $ - $ - $ 400,000 21 2027 Fire Engine Replacement (1905) $ - $ - $ 750,000 $ - $ - $ 750,000 22 Portable Radio Replacements $ 90,000 $ 95,000 $ - $ - $ - $ 185,000 23 TOTAL $2,756,918 $1,473,060 $1,174,000 $1,226,700 $3,797,000 $10,427,678 -34- -35- I ESTABLISHED IN 1884- 140 years � � � � � , � � � � � _.'"i' `�.y �� r � �. . � � � '' i� -....�� _� � ' T� - s �- ��^ � - ;,� � � F�� - -• - ��a � �i �� . � � ' � /�' r > ..c. � � - � y � �� i � - , {�r x r . � � "� � " _ ' 4 �.k 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Fire Department To protect, assist, and educate our community and visitors with pride, skill, and compassion. _ - � �., � � � _ , _ � , � , �� --.�,� , ; � - , . � � • t ,�� f"�j�/ _ �� i t � - IY�;y - - - y� ��` + 'C.(� 'f ,D -- � �7 �i _ ,� �, �'`�`�� - .... �'� �j4' 1 . � . �� ` '�. �. •� r..-f r��' - _ G •�7 � _,- z4� •� �_ •l � ''i �'�� _1 f' ��40� � � � � ':�� ., = . � �, ' , � : � fi� - - - _ - , . , . . , „ � � �_ � , �� -�� -- :'� __ �~'��' ' / / � / � / i / .� ,_ - �k'r�t � �1' I F •' . ;� - ".`_, !1 f ! / � � 1 � � � ' �' � �, � � � � y, �� -��,�=, _I � _ � _ �. . . - . . - • . . . . . . . �:, .� a �. '� - • � �-- � • s � - ♦ • • - - s • ' - • c s � � • � - o e - . _ . - -. _ _... a� � � � - •i: ;�� '� `�; � �,, _.� #- "�r��.w-:.s,,.a� �, �y�� ,. � r.,� � . -- .�h �' s ` i� .3- ..*'�y I: �'",k`' � Sx� . .�t� _��, _ s� q w�__ -.— '� � �— .. .� ��'.�". -p- �-� e-� y� .�'• � �� - �..f � --- �.ia eey � °��„ �� - - _�� ` _ f , � ,. � — — I _ - ,,ii � �.'� � 4. ' �I.:➢i '� ■ {T„ ' _ ' M� � � � /� _IYI^rY I�''� �, ry , , ' ��" ° � i� +� �, � : � Resilienc � , Sustainabilit E uit Trans arenc � Compassion �.�; �. .;,� 4,� �_ _ ' � Y �., Y � q Y P Y � � ��F'" ' ti . ,�„ -�«a � `. :� —a'r . � `� _ ,/ � � �.s �� fi �� i' � . �T '` �,s D-�.wh �• •... . , ° 4 �n"i_.,yg� f f�-' , y,� t:+� ,��° � I . � 4�'�I , � _ ' -�_____. � T --..�` � '''� � .-� � �� '_t ; T'-' �� +�+ � :`, µ� ` _ _.�__ � � . , . �� 6. � 'y�a- ,.�;`� \ � t' i` ��' `� � � �' � L. � � i, :-e � k'� �P• �-�' � �. . - . _ . .i _ � ////{ � j � {� pJ � [^] 1 _'R. � F��1{� _ .r I ' ..— �~ . - •��'i. I � t I � . _ f� � ."" ^ ' . .. + I} � � � � _ � .'. � k,�, r�� .� _ i a ��8 ��"_ �! � i . r- ; �.� �_��.�� ie��w:�;�R�t :�:=��` Throu h Partnerships, Plannin , £� People ��.��-��- 9 9 _ � . . . . - . . •... -. . . . . . . � New Faces This Year . ��.� _ �.�_ . � �:. �- �___ . �� ..� ..: � r ; � �;�• • ., r �� - i , �k _.� �- � , � � �� -, '� . ...--_--�� ,,.�._ �� —- �� :� �} �i.� , � � . ,�� , � - ,��%� ;j .� �� .; �'`�: �. � � �', .. �� .� • � � � , � �' - i'-;r� � .�. �� , �� - , � •4 � Pam Swartz- Administrative Grace Kopcio- Assistant Fire Department Intern Community Risk Reduction Retirements 2023-2024 �� ° .�.� _ ; 4 :�s � .� •:�: . � � a. y� �, '. ��,�� , ,� .�;. �, ;� • .P� �� .- _ ...� .�� - �, `, .ns � ,� �. � \ \ e ,�-, ... .. w`Y �`` �� a�tt � �� f � ~w Captain Tom Ludescher Division Chief Mark Ludescher Captain Dave McQuiggin Firefighter Mike Frazier January 1993-April 2023 January 1988 - May 2023 January 1997 - September 2023 August 2009 - March 2024 � � � � . � � � • � � � � Fire Chief (1 .00 FTE) Intern Administrative 0.16 FTE Assistants � � 2.00 FTE � ) ' ' ' Ambulan Fire . . Fire Traini Su ressio Fire Prevention 1 .00 FTE (7.00 FT pp 3.00 FTE � 90.00 FTE � � � Shift I �l. � �!'`� '� -� FISCAL YEAR 2024 :� : l _ _Y� : ��-�� _ �,�;�, —a �.—,. �� d � �.� z HIGHLIGHTS � � . �s� , ;:, 4;; c:� � . ANNUAL DEPARTMENT PHYSICALS � ' �=� — _ ,� , `, - . F -� , 2nd Year- �� , '-� `� - , �i . � Partnership with a third-party vendor with physician oversight ; , ' 1F� � ""'�� Detailed medical, physical, and mental evaluation �,'4 - � � �� ` . �� ' � Provides aggregate (confidential data for evaluation) Early identification, correction, and/or modification � � .. � Already identified 2 serious medical conditions, will save DFD members � I, � � +,, _ � - � ��,- ' _ = � �� a� �� 4_-_ � .� �.�.�='�I � ' ." .I'I I� � � •� �"��" �� ` �� ., .:. � � FiREFlGHTER FHYSICAIS - . , �� ,�... .n..., ' �'�_,�a� - ` °�.,� �� _�, , "� " � ��s� ' � `r � �� _ I � -. ,��: ' �. . �� - ' � _ �,;: `��:�.�a .� ^:.� . r � PEER FITNESS TEAM PEER SUPPORT TEAM Made up of department members (Peers) Made up of trained department members (Peers) One of the newest committees Safety and wellness committee oversight Tied to injury prevention and oversight of our Driven by departmental policy fire academy and department physical fitness and wellness initiatives Supported by both labor and management TRAUMA CONSULTANT — Types of stress — Toxic stress effects r4 �� — Vicarious/ secondary � , ,� - � '�! ;1 ;� � trauma � �"a� � = — Burnout � � \ � — Moral injury ._ � = - • • - � � � :-�. r � � � � �° r � '�. � 1 ' G � • 1 ti � , � � 1 ,, ..� �. � �' ��'` �I'r� � � w�� p��.:. f � � �� • ' � yy/� �� .�� +� .�( � � � ' yy ' . _ ' • •f� �j y_"_ ,t,� '� � � _ _ k /-'�� _ � � .i� .. 1 �- � � � �� `i - �� -.R'��.,. �ti � I � y' .• �` - �J:�.,.��.:-� �� ° � ', !,- { r�� 1 � � . � _ - `�u�,. r � . ��-� --- . / � FIRE GEAR REPLACEMENT -� -,.-� ,,� � _:. ,, , � � , ,_ � . � r'�� ,�, i� � - . / �;� �,� �� J. Pa�!- � �� --�� "�'� �� 3 .�• i- � , o . ;- /��"' J � �^� ` I I��IS i�� ..~- � � •.i% � ��t .�i .1 "� - . � � �`� ,�� , Reduce PFAS exposure �-# �; �� --� _ '�R � . �� d �`� [� � � :,� . ;, � � - , �. _ �--- ,, , �-_ ., ��, Properly sized and fitted ' � ��;a�� . '�� ` �� ' � I.,� �,�,;�- � � , Improve safety and perFormance � _ � A � � � }' -� _ , . � '� � ��' �� ' � - - � �� NFPA compliant �-- � - � �� - _ . �. - �� Cancer prevention initiatives (2nd set) � � .� � *�:Y� Reduce overheating . _.:, � ,z�..��__.. �ll�� _ � � ��. ��'� � ' ' � . � t � �� i ` � �� I� � �. . �-��;� � � . ;-+1�� /" / �� I I � � � � ��:.,: i' • � � ,� ��i��` �� ';� I � ' ' ��t. � < �'� - _ �I I � i � �� r�,�^ .a� _ - . � -- � ��' I' � '�y�e� ' �� '�_' u a � r �� '� _ P' ,`,�'�� Er��i � -� ' I I � �� - �_ — _ � __ _ ' �� `� 4 ,� a r_ ; � � I�� ,� ., - : . - � . � �.�. , �_� � ; ;�- � � �., � , `�, ��- ; _ - _ � � � f 1 _ � -__ _ -_ - `i . - � {� �,�.�� 7� � � �f �O"'; -R ' v_ _ ,I � �.� - ,; � - � - - � _ r` _ � -� . � _.... }Y' " -�-� � r f= �_ _ �. BLUE CARD COMMAND TRAINING �- � .� i Standardized training for company officers and command level � _ 4_-""� � operations � � � ,.: ,��• � �,,, - - � � Establishes the foundation of incident command ��;� � _ �. A validation process to build confidence � � f �� ! Ensures initial actions are conducted (Appropriate size up, proper/ � standardized communications, establish incident command, proper ` transfer of command) • - PROMOTED OFFICER TASK BOOK MISSION LIFELINE GOLD AWARD 2 week orientation to the next level � � Provides an opportunity to support member for next level management �� Clear and consistent objectives � 6 month follow up � Clearly outlines expectations and ensures all basic level training is completed � UPGRADED TECHNICAL .°�-� ' �� - � - � =:�: . � �- � . � ` , RESCUE EQUIPMENT ��' s �` �� ' - _��J � �. _ _ �' � � � ► -� d RESCUE TASK FORCE �=-� � � � �. ' - - -- PROTECTIVE EQUIPMENT .��.� � zj� - � � ,, ,�� ,� .�� . �!. , �J �� ~i 4 ��.�� i � f— .F�.�.�. ' Fr4 tiy�'., .��lr[� '�� ..J'��F""� — ` b � ��I�I /1 �� 1 . `��-.., r q� 1 � 1 �,� � � :` iY� NIH h - . � � i _ � :• � �� • " � � 1 �� - _- +`-' . t I��,/ / ,�,�J 6 ��+. _. � �_'..� 'p � ' �S �� •�:� � / � �� '� 'r { � '��`. // I ` ,�I�. � ' _ — ' � \`�!J -.�� _ / �. 1 } ' � .� �� ' � C ' �� _ � � � R a / � ` ,. _ � � '�} . � � s � r �ri � � - � - � �- .�� . - � � �� _` . �.:. �� _�r_ '�ra�:_ � �� - - �� . k. `-,�"�� .� , � }, y ( �y� , � \� ��. {_. y n/ 3, � ,� � F �� y� ' ` � ]1 ,�� R'�, q �, , 1 : , -, ��, �"! f k �� t r��s6�'.��'!r ��,�S k, �'.� h�a��r � s¢f�� a�, _ «1� L 4 . . ' � • - .f. � _.� � , . r ' yyv��.�� ',� � - :�� ,��P�'+' � - F � � :�, � ,�� ^w ��Y; >1 � r.' � � i� . �� _ �U�A��p�m� �' � �_� �_, _ � ��,�'�-. r r �u ��\1�1\t\1P�I� � �1 �. .. �� 111lluuu �,�a�- � � � k � �� w ��F"'.• - '�'' - / `�. � _� � `�f _ � - �� ;� �. �/ � `' � �. ��' ��. - � `\ `� 1 � _ /� ;� f �:_'�-�� < s __�� _ �` i \� a 6 ° � -_ .. . ' _,^, �., i�i 't :. ~ .. p � . _ . y�� ~'. '�_� !'� • �_� � ' _-- . J' � � "a�� V� � , � '�� . — t ` � . ' . � q =— _— - � F �...-re �k�c " " y�st�,� � ��..�.�.� ¢�� .. � e.T � - � §?�c.�.� .,-'"�=2s� .._. . . . ., _ ., . ..._.. .. � . .-.� .. .. .. .. . . . . FLEET REPLACEMENT STRATEGY � _ . Across the country difficulties with fleet delivery (2-3 year build times- growing) Challenges with current fleet (All requests evaluated and recommended for ;,�,��.;;3,� ��`�� ~ ��_—'�'-�� replacement) 3 �� - _ _'�'..:��__ r �� - �.� -Extended down time, decreased reliability, parts availability, � � manufacturing delays and aggressive price increases (10-14%). _ - - _ _ __ � _�- � Opportunity to pivot and utilize aggressive strategies to stabilize fleet = ��.� '�� r � ; t - �-�� -Retain trade in vehicles for two years � - - -� '�.<<_�_:�;;�;;, -._:.: - �. � ::� �:s �::,_�r��, -Evaluate available fleet and select based upon needs 2026 Replacements 2024 Replacements 2024 Replacements �<� �, �� -'��!"``�-�i�`� 1 ti:.�� 1 r""�_ —,,,, � � ;T� � � ��_.. }. "r .. G � rirr � ��. � 1..�e �o, � � �r� � � r-i T _ d I ► .��"}.,, . ��; , �r; , . �..��x. ��.. e �� I Ilii�� •� � � �� ' �, �}�,�.� �� i ---�- t� i�� X� . � � �� '� � .�� - ��nr� . �,,,� ,� � t � ��" — - _ , '�'._ '+--�� d �- �,, _+ 'f '�' � �' �I; � ��_ �� K �y _�+-�.r- ,�, — - �. w� � , Medic 553- 2009 (15 YO) Medic 555- 2012 (12 YO) Medic 551- 2016 (10 YO) Ordered in Jan 2022 Ordered in Jan 2022 Reserve status for 2-5 years 2024 Replacements 2025 Replacements 2026 Replacements 2027 Replacements .�.,,.:� � & Placed in CIP- Will return to traditional process of _ :rE�� _ purchasing fire apparatus. _ i�.:n�. __. .- . _ ._ ;� � — � ., ,� � � _�_ ['�`t:,: '�� Evaluate mechanical reserves for disposition --.-�'�„-�-:-' .. _- :'� �t�: _ _ �.� � ��;: .:''' - - r.: E„r�. - - - �-"'�.�� ',�_ , ,�:�� '�� ---� IR Ladder 511- 2001 (23 YO) -_ - . � � � . � � � r i i1 4 • Ladder 512- 2009 16 YO � � �� -`�� `� Ordered in Jan 2022 � � ;� � �,�, , � � � I�_,�� Work extended reserve status � �+ _ ��if� � ` ' � �� . _ � - �. ., 4 y � •.sr� s (�f 1 +;,�"-� :��jv . ; � l �.��:�; _s ��; �- :,�.c„� . �� .� �i- ,. , :� . �."�r��■ � - - r•.�... �-`' � - `� -- . _ - p� T s � _..�r�l�'��'f�� —�� !, :�� -�� a ��.� � ~— ,; � - � � ___� . � � ^ - En ine 503- 2010 17 YO En ine 502- 2013 15 YO - .r� 9� � ) J� � ) � Work Reserve status 5 years Work Reserve status 5 years Engine 506- 2008 (17 YO) Work Reserve status 5 years FISCAL YEAR 2024 ' � ,:�:: ,,. ' ' — --��-�-9� � �,� , ... �M =: .. . ��cu�=.��._� �;' . �--..� _ u., r. ........ �. ',� �. ,.; r �''; � ,,.� ;� � �;.. ;,',; µ, {. HIGHLIGHTS _ -�� - � �:� � _ �;� �.�� «�: �� _ r _��..-._, �__ - � .i DEVELOPMENT REVIEW TEAM (DRT) T��- �- :� �. _ ; _ ...�..�._.�� , - � The Fire Prevention Bureau participates as part of a city team to work with ��:;� � developers early in the process for improved communications, efficiency, � ��'�� transparency. ';r�� _ City fire, water, engineering, and inspection & construction services division � meet weekly. The team meets with developers, engineers, and other design professionals to review proposals, all applicable city codes are reviewed. 911 Public Safety Committee- IF� A five plus three-member oversight team consisting of: . — Dubuque Police Chief "R' Dubuque County Sheriff �a� � Dubuque Fire Chief � �- ��, Dubuque County Volunteer Fire Representative �.�. � . f Other County Law Enforcement Representative r� . �� Dispatch Manager � � Dubuque Emergency Manager ;5� County Board of Supervisor Chair � - - �{r k� - �� FUTU RE I N ITIATIVES- FY 2025 :� � _ � _. __ , � -. .,, ,,��: . - =�_- � � Buildin our Trainin Division 0 ��8 �, � , 1 g g � - - ,� � � - Begin to build out the Training Division- �"�' _ Improve HANDS ON training opportunities "'S . . _ , �� ! �; Begin to establish dedicated Safety Officer - � � - � --- �: �. ��` '+'_:. -� � `` ; �� Provide an opportunity for future growth ��}F� � ,�� .�� ;� �, �� `� Strengthening our EMS Division � �� Begin to build out the EMS Division- Education and � service delivery opportunities/ partnerships � °�� fk6 TrrrK - _� � Improve HANDS ON company Training � � � �� : o � � .� � . �' �� Begin to establish dedicated field EMS oversight across `"'�'� _...,�. _...._ �� _�� ,f� ,� entire department (suppression and EMS) � � _ -- � - �� = I - � '' ,� � Continue to build crew integrity/ company officer oversight � � I Focus resources to increase cost recovery opportunities _ f� =�} ,�r�� -� F UTU RE I N ITIATIVES � �- � . _ } _ , , �.� � � � , � _ _ ��,_ ,��_ _ _ � --. � _ r�+f � -- �-='� - '', �;�- �;� . , �: . ti ,� * � � _ . �� _ - . , � � ` � •'C ' . , �_5il� rr��t� M, . �.. • �r...." �� .. � � �? 1 . .., ... , _�' � ._ ' F F i �vl - '��^�^^�V ..� � ., wsel�n�:'.. � t {]� r � � � T J kf 1 , ' � .�. Y, _ �� _� - �' , � `� % �;� � L �� . ---�� .. ,�-� 3 ��Q�� w' �� y "'4 f �.` " .��. -_~ .�. �� . ��. � ,r, �j � i ,� ; �, - y�;�i �� Improve our outreach 4` Targeted efforts based upon data Properly classifying, assessing, and responding to risks �'�.r•l. i F, , ;;�=� � :�--� �-�, . Promoting the Dubuque �� - �� -� Fire Department � '� �j�. i � =:`°� . . . -'==':�};� Continue to educate the community on our services � � � ! . ,�;,;� i �- ;l�.w� '�-,s ti _ . x � � � �.?` � Social media opportunities/ PIO collaboration + , �9, - t�.. � � + - '''�•�;;�: -_r`�.;.w•;;;,- � � ^r�" -7 .- `'. � ' ��, •'� _ . __ COMMUNITY RISK REDUCTIONTM' FUTU RE I N ITIATIVES � T�Ar�u �� o Recruitment Retention �o r��r� � , 1�� - ` t � _� Continuing to update the testing process Recruit the right employees �:;;°,-, Eliminate barriers Build / strengthen the culture �A�D �� ra , �M Continue to be creative Focus on employee wellness Promote the department / Get the word Maintain open and ongoing communication out Top 10 Err�ployee I�et�ntior� �trategies �� `r ; - �'�� ' �� F--- ; , �'��,��1�;i� r.��` � ,� �' � ; , � � ExPerle.n':�—�+r� l��N�� sY��ll—�INhPVIEN � ��1``�� - � : �� +�- �i � - :r.-i: . :Fi� . ' � � - � T lent s� �1QN � �F.� " . 1 ."1 { ! ! i 4_ ! , i" ! i 4 :n'`! ` � . � Q�p�.1Fi oN � , T + i ' r' ' t r ��Eeneflf5 -- .� � � � , `r�., ow5 �PPLI�Ai. � '�nd�dn4es • • • w.� . F � _ � • � � « � .- � + ■- a i• .. r + F + r� � + FUTU RE I N ITIATIVES - � � , � Promotional Proces� .-� - - �� - �� _� F -��.. �� -�. ��T�R Updated job descriptions (minimum requirements) �� r � ` � Mentoring opportunities/ feedback � -, Updated testing " . . � Link study materials to city and department documents Assessment center preparation (tactical and human resources scenario) -Third party oversight _ -Transparent process � -Feedback and support for success �, I •,. ,,, � - f � � - _ � / ,� � III Y� .�� u � , ,� � � , - 7o- --- � � � :, �- �--_ t # F�� / ~w .� �, �. � � I- � I � - ° �`- ( _ ��'' .. -u •., �.. • ti � , .�,�,,,-- � �� r - . � � " � ----� ___-"'�� _ . i - - ' � -_____ ..�- •- - �� . �� / i ,� �_ ,_. - —,,. F RE I N IT TIV ______ .,_,�,f .� �, � UTU TA ES � -_-� -�� .4 I ��, __— � . n� ; �'� '�. . CALL HANDLING 4� =- _�'� Response Times/ Nature Codes � ��= - -_�� ; � � Time to answer the 911 call and � , � y " � Jan 01 Z0�4—Apr 01�OZ4 � -:-��_' ,=��aryo„o,4 Ao,;,o,�0�4 dispatch emergency crews ' � �; o w m Q . .ro .. F �� i��i " �� x � F. �� { ,,.��`�' �'.: . �,,� �� 1,956 -zza 4,b15 Tsa4 �� - '�� oe�,vo��- e=oo�,E��,me .Ij � * �'- s ' �„ --�f •� . TURNOUT �'k �� '" � ; � � 72.4% yoz�,a 307 -"� y� �' � -�� 4� 1st�ue�=_rForman_=_ 1st�ue Overe�__ � i _ "I �� , Rl �� y , r � .y� � The time from dispatch (alerting � � ` ��=�� =�� .�.:M.-;� 7m49s 2m33s 1m44s _� �°�'��_°°°�`�°�, "_°�°"°r, �"°°°``°°�, the responders) until the vehicles �.��'. 4m40s begin to respond ,r� Y= � � �� :� �-� 7urnout 7ime EM5 National Standard- 1:fl0 Minute .�r'° FIRE IVational 5tandard- 1:2� Minutes r � Y� �_- -- TRAVEL Travel Time EM5 Natianal Standard-4:40 Minutes � ' �'��-�-- The time it takes (from wheels �_ ._ = �-� ' ::��' __ _ FIRE Natinnal 5tandard-4:QD Minutes ., �:�'� - first moving) to arrival at the �� -! �-� Comhined Time EM5 National 5tandard- 5:�0 Minutes incident. � �� FIRE National 5tanda�d - 6:20 Minutes �� _ Effecti�e Respvnse Force FIRE Hational Standard-8:a� Minutes response to arrival � FUTU RE I N ITIATIVES .� , �� _ Health and Safety of our people � � � �� . � �� , Injury Prevention �` �-�� , ,� -� -�.�, � - �, � � � �_ � : Ergonomics of vehicles (height/ layout) ':r ��" � �_ % �`"1 - �O `� � �� . J . �� Proper lifting techniques � ;�., ��; � : 3 ��;; �;. � a �_. .�, s _ � � Critical reporting, tracking, prevention efforts Safety committee involvement/ feedback (Labor, Management & City Safety) ;� � Peer Fitness Team involvement � ;� 'i - - _. � � �- , � �- fi � � ,�-� � .-_- Prioritizing health, wellness and fitness �� ( � - _ � _ Q�. _ �r `� ' ' �r ;� -_ -d�- _ Bunk room remodel (equity, health, wellness, response times) ,�. � �, ,�'� ' , ',' . 1 � ' , �"��'_---ar� �lr-- - . � _ � - ^r �--- v �� '�—, �► � \ � ``e ` � � ��\ 1 �_�' A --�_ � . +� � '� --- _ ;�_ , � . , ��.� _ �� t � F ' . - '°+L ct� � ccc 'r:s i FUTU RE I N ITIATIVES * ' . . Accreditation Process & Strategic Planning 21 Recommendations - 11 Core Competencies � �= CC2C.5- Recommendation to evaluate performance standards in district 2 and 5. � - • CC2D.1- Recommendation to work with dispatch to implement a quality assurance/ improvement program targeted at reducing alarm processing/ call handling times. CC5C.3- Recommendation to expand fire investigation training for personnel to provide depth in supporting investigations. CC5J.1- Recommendation to develop policies and practices to track response times for marine-based incidents. CC5J.2- Recommendation to incorporate partner agencies for input to participate in � marine rescue and firefi htin services. �enter for 9 9 _ �� Public Safety CC 7F.5 Recommendation to evaluate and implement an appropriate incident safety �� officer training program. �Xcellence CC7G.1- Recommendation to enrich the physical fitness evaluations to regularly assess components critical to occupational effectiveness. o�rargn -��mo►a � R`u�rc . � --.L� _ ■ ■ ■ .... . �: F1�1�1�1 �� 1"11�1��111�� -� � .��- �. `. :�.:�:-.� �o-:;. �- � •�ti r,a•q � � i �� 4 �#��1�� 1�� , ' ' S1�#i�p�3 � �• Ea•]4�P, � , . ., � � ��la�ion 6 ' . ]7 '� + ' " S_ �� - - * • "� '' ` ��-, -� � ' . .. 'F ' ", y� `�J'+� '�� ' .l!�N�5T - �k�Ps,t—,_** .'�T�� i** . H�ad��a rt�rs- ��st �� f;� � � �#;. �a�;�, � ,�� - � =•�.:f � -�� - - � -, . -�-,. _ . , �_ -� �� nstru�ted in 1�� . — :. ,-.�� _�. �. �,� �. �;-=��. — , , ' �'. f' ' �r r • �4' . .°.�` ' :." ..,:� • -, �}t��l1�tJ� �r � . �ire ��ation �- �1�� Ja�n F �t�nned� �-�� - � • � � �- � �� :.-� a:��.�� . � L�� V�� :liJ� � ..;, . - _: , *';* ��# :•� �1E�ra�'r��tknT Ys . ��=.�->r�'J�:'_Iy'J�' #• —# X � � � + '-Y'.��."* '�---I. �� F Y" .Y _ . � �i re ��a��o� �- �1�� e ntra f ��r� �,t, . .,,..,`-�_ . �� - ��-��,fk�� . :.=;.-��.:�..� ��n��u�te� in 19�� . . . ---� -�- : .— ' �.�� .:.�.� _ . �: �� -:� ,.: . �. �i� Sb,ilh Swriich � � .�s�--`—^� I= ,' , . ,* , +— �_ _ �ire �t�t�o� 4-1�� Uni�re�sity . �� __ � � � - ..+ : __ - -�.- #a-52 � � �� . ' . ' F�Q{1Qdate ��ns�ru�t�� in 19�C� � 19�� - � �,.•_ � � �- � :•, _ ..�� ' _-.:�_ v�, ..� S7 '}ir•�-_�� ire ��ation �- ��9 �. �ra�d�i�� 3ui�t in 19�4 � ='*'' � �.�� , � ��nstru�ted i� 1�� 19�4 . �� , .�;��„r.t Fire ation �- �� Rhornb�,�� r� Built in 1�0� - �- � �-- .. . � �, �o �� in 1�� 90� -. . .�. :. . .�.:�{r: :��Y �. . �:� ��- . , . � � . 1 � , � � • ■ � � � � • � 12 285 267 181 . 82 � � Net Operating Average homeowner's* property Property Tax Support tax cost for Fire Department (*Avg. home value of $196,508) Total Call 1lolume Trer�d �,aaa 7,8SS 7,815 7,753 s,000 �,o� G,1�4 �,529 6,�59 G,294 6,�77 �,oaa 4,�99 5,099 �,oaa �,aaa �,oaa z,oaa �,oao 0 2019 2U2U 2021 2022 202� ■ Total Response ■ EIVIS �ther Call Volurne Carnpnnents 1200 995 97S l000 �11 ��o s�� sao �ao 2�.� �s� 2�� ao z�1 25 301 3z� �o� 1�� oa 28 30 39 ' 40 2{ � � � � Z019 zo�o 2d21 2d22 Z023 ■ Fire ■ Haz Mat ■ Re�cue ■ O#her � -��.� ; �� ., � � �.��:-.�:- `�� '�—�-`r�� , . F Y2 0 2 5 �=� , �� f q� �� .,, . �, ; i �:, ; . � r, 1 � � F � S41 �� I�J- ...� .�,_ � I :� ��iGl ` �� -'r '0�� RECOMMENDED � �_ __ _, , ��__ - �� __ - ,,< <: _ ��` - �i�� °'��- '.. �. w�� r�- ' I `� ,----� -� �r� IMPR VEMENT RE E T � � . 4: �� :�-�� O Q� � � 6-r�.y , _ � ..r � f. � . �'' . , s;t �,��. �� ,' • f -i � • . � � , � •-,� : � - �. . � �� _ n . � r I ■ � � r• � �'� : . • • . �,,'-- `I J �"' �` �.�.::;;� i - ._ �,,e-,' J �''�':��I. [ � -- � - � � ' � . • , - �-� \ r � � • . ' • � . • • � � — � � — � — —,: _ � ' . • • . . • • — � * ` �. �� .= � _��k�� -��i � f I� ■ • � � • � i ��`^ � �r �.- ` � ` -J ;'"�'/ � �� _ ' � � � � ■ - . • . . . • , • . r �;. � , '� ._F.� _ �:, f -:� Fire Department FY 25 CAPITAL IMPROVEMENT PROJECTS . . . - . - . Outdoor Warning Sirens $ 52,000 $ 159,080 Station 6 Roof Repairs $ 193,000 $ 193,000 Mechanical & Electric Study $ 27,000 $ 54,961 HVAC Replacement at Headquarters $ 200,000 $ 1 ,291 ,154 Fire Administration Office Update $ 250,000 $ 300,000 Fire Department Bunk Room Remodel $ 100,000 $ 1 ,470,000 Zoll Cardiac Monitors $ 300,000 $ 300,000 Fire Department FY 25 CAPITAL IMPROVEMENT PROJECTS . . . - . - . Tuck pointing, Exterior Maintenance- All fire � 100 000 $ 100 000 Stations ' ' Fire Boat Replacement $ 340,000 $ 340,000 Community AED Implementation $ 33,500 $ 33,500 Wireless Headsets- Fire suppression vehicles $ 53,822 $ 53,822 Portable Radio Replacements $ 90,000 $ 185,000 Fire Station Generators $ 100,000 $ 100,000 Improvements to County Burn Tower $ 466,676 $ 466,676 Fire Department FUTURE CAPITAL IMPROVEMENT PROJECTS . . . - . - . 2026 Fire Engine Replacement $ 700,000 $ 700,000 2026 Ambulance Replacement $ 400,000 $ 400,000 2027 Fire Engine Replacement $ 750,000 $ 750,000 ADMINISTRATION PERFORMANCE MEASURES Ride Alongsf C2�reer a�y Rre�ent�tions 1st Due Performance- Em�rgenc� Re�pon�e 1s �� oal is � minutes EMS and �:2� Fire 16 �4 74,0010 14 ��.�� 12 � �� 73.0010 ]�.�� 1a $ � � � ��.oa�o 71.50! � ��.00�4 � 2 �9.9D1 2 . �o.oa�o 6�.501 ° ��.ao�4 Target 20�� 20�3 20�4 6 S.Q010 ■ Ride along and job shadow opport�nities ��.ao�4 ■ Ca reer day and presentations 2�19 2D2U 2D2S 2D22 2023 TRAINING PERFORMANCE MEASURES Personnel v►rith Incident Cornmand Certificati�n Training Hours - Employee �15� requirernen#� FY �U�4 Projected 2Q FY �U�4 Prajected 12 FY �U�3 Act�a I 15 FY �U�3 Actua I 1p FY 2U22 Act�al 11 FY 2022 Actual 1� Ta rget �6 Ta rget �p 0 5 10 15 20 25 30 0 5 10 15 20 25 EMERGENCY MEDICAL SERVICES PERFORMANCE MEASURES Cardiac Arrest Survival Measures Emergenc� Medical Respon�e �o�� Perfarmance IVleasures �ara 1zo�4 3Dfo ��.�� a 2�� 1d01 $�� 1�� a 1��% 1��% ��°/a 2Dfa �� 1��7 Lo �1�1510 80% 7�� 7$� 0 1�i0 -1U�4 Q �}p/ ��%[� U U!4 1lJ 74 A�-�p/ 'i U!O V!O ` L O i0 Target FY ZQ2Z Actuai FY�OZ3 Actual FY ZQ24 Proje�ted 0% ■ Bystander CPR % Target 2�22 2023 2024 ■ Ca rdia� Arrest 5uruival- Discharge � ■ l of patients receiving stroke exam � Return ❑f 5pantaneous Circulat�on {RaSC} f ■ % af patients receiving 12-lead ECG FIRE SUPPRESSION PERFORMANCE MEASURES m _� _ . .�.. . . Fire SuppreSsian v,A - �� . F • - .,,, . aP,�Yc,3�rPRn • ��'"; . , Perf�rman�e N1ea�ures _ � ' � ' - . :.var o y ..,n S. � �"�:�. • �• � � o � •� ' g� _� �� 432�y�5� : � • . _: �c�r:� I VkJfO {� {� {� • . �:i.��/o �0 _ .� . . �� * . . . ■ �1h1f0 ■ �,�n'�� ••Ni::.pj� 6 J o 4� •►.��41h�nrl :_� � �Y a • r.�� i � �a� � � r' �� K a �;?�'�. '.�. c °��' � "� • .■ . . • . 500� .�, w ��R. � :. a ��. .� ,.. � . .2 •r�` <<,��, ° s�. •.�i� ,'�'L�� a��o- s � �.... 400°10 nsdury •h a.. d, . o,g � o ,.�,�� • -- �° • �M� ��F,�, ��-'•�'��[J� "�b 6unker HI II g �a �• �•. � '�� ■i ��p-. ^'"�+'�°� �ry�GOIF Cvurse� .. � 300�0 3 � $ ► • •�.�s��o 0 00� � :,.,��try��;� . ��fo ��fO ��f �gf 1 IVI •° � •r�• •� ��rI��`�'�.�°�� °.• ��y�que ry�o f� f� f� �� • i � � '�o �� ❑o n �; �'� � � •. 1lhJp0 - {, {, - � - - {./ !� � � R�� pa W ��, i/ ,':. � /'y o a ;v �� ;.��I� A�W� �p`�•� ��Nti�� k1�0 i� • M .i.� Q;a. 0� op y�e�`'•=!""� = M}, f �. � •• .�• �� Ta rget L�LL L�L.3 L�L�+ ` • �� ■ e?y$ n �°14..-`^� ..o"� ��•�'�'�; . •+sx' . i • p � O �� - t �%� r •�+:• East Out * ° ev ' ��°��-~5�.�� f�io' � I o�a r 9 0 •. �. ■9�of structure fires eantrolled ta room � �, '.e ;■ � . � e=� �e' � '. s �'� . ;� • �/f�' � • � • s 0 � ■ ■#of ci►rilian injuries � • j • _ '�. ■ ' • ,r`• � r ■ j . � #of civilian fatalities � ;' ,-� °p' '• • � . • , � ,.N.�i�"J �• : � ��'� � a� ' +F��'.w1.,� w � � • r . -{y C` [:Tlhch[:rePF FrtH. o �F Slale PreseNc �.i� C�Nek`T�� .-- • • , • e"f� � • • I,�yt a° ��• 3 -'`' r, New ways to look at data and Transparency in data FIRE PREVENTION PERFORMANCE MEASURES Cvmrnunity Risk Reducti�n % of compliant fire protecti�n systems 1200 1000 1001 �� 95! s000 9aU so7 763 9o°ro soo �oro �o0 400 5UU �o°ro 400 50!'0 zoo 1� � 1� . � �� so�o 0 ��o Target �U22 �U23 2U24 30�0 ■# affree smake detectars installed �o�° 1oro NA NA ■# of households receiving safety survey o ro # af fire inspections {3 year�y�le} Ta rget ZU�2 2U23 20�4 Ar� �ul�n�� illin�- P��r Mix I�I��are �� Vl��li�aid �4°l�- �EIVIT � ��:� � �,� .: � . � _ � � � }�µ . � � _ F � � � {� rt � M # { ` i � �� ,-� r''�„�� - �.�� y�.��. �� Insuran�e ��.a�l� Pr��ra#� Pa� 1�°l� �Il�ork��s ��mp .�°la .* , �. . - - � � . , .� . � .. - . , , � � .,�.~,�. �- - _.-;� . . r � � r� � �` � ��`�, , �~r� -.. � � � �il _ y+ -�� .. . _ a ' �� .` :� FI�E DEPT �I�bul�� Billing RE11EhllJE ��,00a,00a $4,47�,149 ��,.�oa,00a ��,00a,00a ��,977,513 $3,850,a38 $3,5G�,0�� ,.�oa,00a $3,U9D,9D5 ��,00a,00a . ��,.�oo,000 ��,385,591 �2,os�,�.�1 ��,�a1,�� 1,�a�,o�3 �1,.��,�� 1,s��,o�2 � �1,s��,51� �1,��,�$v a ��,o��,� ��,00a,00a � �1,�1�,.�5a �1,��,5�� 1,�2�,�3� �1,.�oa,00a �1,o1a,a1� ' $1,09U,9�8 �1,00a,00a �.�oa,00a �o �a � �01� Za�o �0�1 �o�� a�� o�� 20�5 ■Ambulance Fee Revenue ■GEf�T Revenue ■Tatal � �� . �� _ h � � ,r- - :"r'_. � `� � • -- '' �� ' I ; tH' �� 1 _ ' ' — _ ��i �iL. J� �r.h I �. . � � _ y ii ��`� r •�'' . - ,+ �. � "�. � - I � � �+ -- � r ' I� •,�.. �er� � ' � i''�. I ! ' � �� y•,�'� _ { � r�� ' ' � ` . �� 'I~ �• � � � � r . � � �� ..:a. '�. � �' . !� : ,ti � �; � � ' � ?x � # - � ��: � . � ; � � �� . . � --� � � Established in 1884 � � �► .:�:.: .� _,� , . . � � 'I4O Ye1rS of Providing great service to Dubuque. # _ . �� _ � �� .�:.�, .- _�� n . . . . - . . - u • : . . . . . - - . - . . -