2011 cbrc recommendations

8/3/2019 2011 CBRC Recommendations

1/4

- 1 -

October 21, 2011

TO: Darla Hartley, Fire Commission ChairWayne Senter, Fire Chief

FROM: The Community Budget Review Committee

RE: Review - 2012 Proposed Budget for South Kitsap Fire and Rescue

Introduction:

In 2005 South Kitsap Fire and Rescue (SKFR) created a new process to enhance their

budget development by including a Community Budget Review Committee (CBRC). This

year a nine-member committee was selected that was comprised of various community

members, citizens, and business owners from within the boundaries of SKFR's response

area. The committee met on October 5, 12, and 19 with Chief Senter and his executivelevel staff for approximately 2 hours each night. These open meetings, encouraging

public attendance, were all held at their headquarters station located at 1974 Fircrest

Drive SE, Port Orchard, Washington.

SKFR provided the CBRC information about how the district operates and what goals and

standards impact their budget. This included an examination of the current standards,

procedures, and practices SKFR utilizes in delivery of its emergency service to thecommunity.

The CBRC members provide comments below addressing two general areas:

1. Make strategic recommendations on how to improve SKFR's budgeting process and its

ability to efficiently deliver emergency services to the community.

2. Make specific recommendations on how to maximize the CBRC process.


2/4

- 2 -

Strategic Budget Recommendations:

1. We agree that the most critical issue facing SKFR today is the upcoming levy election.Passage is required in order to continue operating at current levels without a significantreduction in service levels to the community. The CBRC was presented with a substantial

amount of information pertaining to the election process and requirements. The CBRCwas informed that a levy committee exists and is reviewing all requirements and timelines in order to establish a game plan.

The CBRC agrees with Chief Senter and recommends that SKFR use the August primary

to bring the matter to the public for a vote. We also agree and recommend to maintainthe temporary six year term for the levy as well as the dollar amount so that thecommunity sees this levy request as a continuation of previous support. This committeeunderstands that issues still remain with the politics involved in the election process andthat SKFR, along with their Fire Commissioners, are working diligently to resolve those

issues and uncertainties. This committee further recommends that SKFR take the time toopen dialogue with all working members of the district in an effort to create defined

contingencies for a levy failure knowing how limited those contingencies may be.

2. The CBRC, in conjunction with the levy campaign, recommends SKFR activelyresearch avenues through multi-media sources to promote the successes that can

be attributed as a result of the successful six year fire levy in 2006. Continue to find

creative methods that are cost effective and not labor intensive to reach the most

people within SKFR boundaries. A greater number of community members need to be

informed about the many Fire and EMS service delivery improvements. SKFR is the

largest and busiest fire agency on the Kitsap peninsula and yet has the lowest tax

rates to fund that mission.

The CBRC found the Five Year Strategic Plan 2010-2015 to be an excellent sourceof positive information as well as a perfect sales aid for community support. We

recommend the district research ways of providing this printed material on a much

wider basis. Making the material available through such places as public libraries or

county offices. The Kitsap Realtors Association and the Chamber of Commerce may

prove to be effective partners to provide the material to new homeowners or new

community members. You have a positive story to tell, more people need to hear

the story.

3. We recommend SKFR actively pursue revenue reimbursement from sources currently

listed as tax exempt but require coverage or service. We believe that community

members are available and willing to participate and help create successes in theseefforts.

4. We recommend that the annual Service Level Objectives and Evaluation Report befootnoted in an effort to effectively explain and define the impact of Failed for final

assessment of a particular timed service measurement. Community members who

review the material might not be aware of the purity of the raw data and the

influences of unique one time events that result in complex results.


3/4

- 3 -

5. We recommend that the numerous sections detailed in the Budget Worksheet bestandardized. In many sections, for example section 522 50 31, items #1205 thru

1272, budget line items are listed in excruciating detail, while other sections are

listed in more general categories. For review purposes, we recommend more

general grouping of budget line items. This would simplify the budget review

worksheet process, but still designate funding for respective line items. As long aasstrict inventory control procedures are in place, single item budget lines should not

be necessary on the Worksheet.

6. We commend and congratulate Chief Senter for the successful formation of TheWellness Corporation and the selection of Chief Senter as the Chair. It is very

important to continue the work required to achieve the ten (10) Health Care Goals

established in order to control health care expenses. This has been an ongoing effort

for many years. Reaching a milestone like this highlights the fact that SKFR enjoys

the highest level of leadership with a sharp vision for future needs and the talent to

create solutions.

7. SKFR representatives should continue to seek leadership roles regarding legislativeissues and changes that protect or advance the cause for stable funding,regionalization and professional accreditation.

Recommendations for Future CBRC Processes:

1. Prior to the first scheduled meeting of the CBRC, continue to hold an orientation

meeting for those new members of the CBRC to help them become acquainted with

the general operation of SKFR, its budgeting process and general expectations of the

CBRC process.

2. Have staff explain the responsibilities of their departments within the organization

and focus on how those actions serve the mission statement in general but also the

strategic plan highlighting specific budget line items that need critical review for

continued community service at levels that the community enjoys and expects. Focus

on recent creative problem solving strategies that serve the citizens. This should

allow a greater amount of time for open discussion and question/answer sessions.

Conclusion:

Once again, the major challenge facing SKFR is, within the constraints of current

revenues, provide the staffing necessary to maintain a reasonable emergency response

time for the citizens they serve. It appears SKFR, through continued organizational

changes, has been very proactive in providing commendable emergency response time

considering the resources they are provided. The "Recommendations" included in this

document are given as suggestions that may help SKFR continue to refine and improve

the critical service they provide our citizens.

We thank the SKFR Board of Fire Commissioners and Chief Senter for actively seeking


4/4

2011 cbrc recommendations

Documents